Nine ways your strategy can go wrong — and how to avoid them

By Darryl Gordon

Savvy nonprofits have seen both the vision and value of multi-channel fundraising and are actively using multiple mediums to support their fundraising efforts. The process of integrating channels — that is, working to ensure all mediums used in a campaign share the same message, branding and call to action — is not without its share of challenges. In fact, it’s not enough for nonprofits simply to use e-mails, Web content and direct mail in a fundraising campaign; the mediums must work together to support the same end goal.

Below are nine common mistakes nonprofits make when approaching their channel-integration strategy — and what to do right to help ensure a flawless campaign.

Failing to create cross-functional campaign-integration teams. Depending on the size of the organization, the Web site might fall under the IT department’s purview, or perhaps e-mail campaigns are the responsibility of the communications office. How can development professionals successfully develop and execute a channel-integration strategy without enlisting the help, support and, ultimately, buy-in of the departments responsible for several of the channels?

Developing a cross-functional team, including representation from development, IT, marketing/communications, public relations and any other major stakeholders, is critical to the success of a channel-integration strategy. Use this opportunity to share the vision and expected outcome of the campaign to gain buy-in and resources from each respective department.

Forgetting the power and value of segmentation. Fundraisers have become experts in segmenting their database to communicate differently with 50-year-old Latino males interested in lung cancer research than they do with 20-year-old white females who want to quit smoking. But this best practice often flies out the window when working on an integrated, multi-channel fundraising campaign.

Many nonprofits mistake these large-scale campaigns as an opportunity to blast their entire database using multiple channels. But just as in smaller, one-channel campaigns, segmentation (including appropriate ask amounts) can be critical to the success of the campaign. Using multiple channels doesn’t mean that each channel should not be targeted to a specific audience. In fact, successful integrated campaigns often consist of several mini-campaigns — each using multiple channels such as Web, phone and direct mail — that target unique database segments using personalized, relevant messaging and appropriate ask amounts based on capacity, propensity and affinity to give.

Maintaining separate databases for each medium. Another common mistake nonprofits make is continuing to maintain separate databases for each medium, such as a phone list, direct-mail database and e-mail marketing list. The value in an integrated multi-channel campaign is that nonprofits are reaching their audience multiple times in multiple ways (but with the same message, of course).

Integrating multiple databases into one sophisticated CRM system ensures that nonprofits can achieve the full benefit of a multi-channel campaign by hitting their full constituency with each appropriate medium. Otherwise, a supporter may receive what is perceived to be just a random phone call or direct-mail piece, with no follow-up or additional information.

Not linking campaigns to other channels. Multi-channel campaigns offer nonprofits a unique and valuable opportunity to cross-reference between mediums. For example, a direct-mail piece can be used to direct supporters to a Web address focused around the campaign. Or an e-mail solicitation may offer a phone number for donors to call to learn more or receive a special offer. Linking to other channels enables the donor to take action on your campaign and provides invaluable tracking information so nonprofits can learn which donors took which action on which campaign.

Forgetting that timing is everything. Poorly timed communication can ruin even the best channel-integration strategy. Nonprofits should ensure that the timing of an integrated campaign is included in the strategy. Historical tracking information can prove valuable when determining how frequently or infrequently donors have been contacted in the past to generate the most revenue for a campaign.

In addition, all departments involved should agree upon and be provided a final task calendar to ensure communication mediums are used at appropriately spaced intervals. Remember, determining the best day of the week, hour of the day, etc., is a critical component of the campaign.

Including an ask in every communication channel. While fundraising likely is the goal of an integrated strategy, some donors might not want to receive eight requests for donations within a three-month period. An integrated strategy offers nonprofits the freedom and flexibility to use certain communication mediums simply to educate — about a need, recent successes or the impact made with donor contributions.

Since organizations are reaching donors via multiple vehicles, they can use some channels to educate, some channels to communicate and request feedback, and still others to solicit donations. Integrated multi-channel campaigns should be used to communicate a strategic message, reserving key solicitations for the right timing and channels.

Ignoring donor communication preferences. Through the course of a nonprofit’s relationship with a donor, some supporters likely have indicated preferences on how they like or don’t like to be contacted by the organization. In fact, a best practice is for nonprofits to provide an unsubscribe option by medium for supporters to exclude certain communication methods. For example, a donor might prefer to be contacted via e-mail and hate phone solicitations, but wouldn’t mind a direct-mail piece or newsletter. With this in mind, the donor’s dislikes should be strictly adhered to, but all other mediums can be fair game.

Not capturing and, more importantly, using information gleaned from
donor communications.

Any feedback provided from a channel during the campaign can provide valuable information about a supporter and, as such, should be captured and stored in the nonprofit’s central donor-management system. In addition, this information should be used to revise and shape future communication and interaction with the donor.

Likewise, tracking the campaign results, such as total revenue raised and most successful channels and calls to action, can help nonprofits revise and refine future channel integration strategies and campaigns.

Failing to leverage untraditional channels. Most nonprofits use a variety of traditional direct-response channels, including telephone and direct mail, in their fundraising campaigns. And many organizations are learning quickly to leverage electronic communication outlets, such as Web sites, e-mail and e-newsletters, too. But technology constantly is changing and evolving, and nonprofits need to consider this when developing channel-integration strategies.

New outlets such as social-networking sites like MySpace and Facebook can play a valuable role in reaching certain audiences. Nonprofits should consider expanding their portfolio of channels when determining how to integrate and execute a multi-channel strategy.

Channel integration is a challenging and rewarding process. By avoiding common mistakes when approaching their integration strategy, nonprofits can help ensure the quickest path to success. The result will be a deeper affinity among constituents as they receive relevant, well-timed communication and, ultimately, better fundraising outcomes.

Darryl Gordon is vice president of marketing for San Diego-based online fundraising solutions provider Kintera Inc.