Acquisition

If fundraising is the communication of a need in order to elicit a philanthropic response, then it’s obvious that in order to raise funds, you need to get the communication part right. The digital age was supposed to make things easier, but are we taking full advantage of electronic communications?

The fact that you can process a donation electronically makes it more convenient, but it doesn’t necessarily mean an increase in donation revenue. This was the first mistake by the sector — we thought that opening up donation pages on our Web sites would attract large numbers of new donors. But apart from isolated cases, that didn’t happen. And while e-mail also has become part of our communication strategy to existing supporters, we’re still struggling to see the digital age improve donor acquisition.

If you’ve checked your 401(k) balance lately, you might have tasted that metallic tang in the back of your mouth that signals raw, animal fear. It’s not a nice feeling. It’s a feeling that can make you want to do something wild, like grab what’s left of your money and hide it in your mattress.

Don’t. Trust me — it’s totally uncomfortable. And the Mattress Plan is going to play even worse havoc with your retirement than the economy has.

Recent discussions we’ve had with clients, prospects and colleagues have centered around launching or re-energizing acquisition programs. Here’s a list of tips you can use to make your acquisition program more successful as you continue planning for the year ahead. 1. Aggressively test list categories and lists. Work with your agency and list broker to audit your current list universes, then create a testing plan for list markets that might have been successful but are not fully tapped into. Explore new categories: Direct response-acquired donor lists work best, but also test subscriber lists, catalog buyer lists and specialized compiled lists. Analyze the list-usage patterns of other organizations

In every successful nonprofit organization, there is a small percentage of donors that will support it no matter what. Usually, these donors (who are called many things, but mostly “major”) can account for approximately 75 percent to 85 percent of the charity’s total revenue.

Editor’s Note: This article contains some words and passages that some readers might find offensive or unsettling. We chose to leave them in so that the author could make his point, as well as to illustrate the powerful effect they can have on a reader. We apologize in advance for any offense. 

By ELIZABETH KORSUN and ERIN DOLAN Even in the face of diminishing returns, fundraisers tend to stick with a “safe” group of prospect lists — in other words, donor files. But these days, if you’re only working with primary-market data to grow your membership, you’re fighting a war of attrition. What an organization really needs to flourish is new blood, an infusion of new people excited to learn about how it’s making the world a better place. Americans already have shown how spontaneously charitable they can be. A tremendous outpouring of support for tsunami victims came from a staggering number of American households,

Premiums can take many forms, from traditional address labels and calendars to the more unusual seed packet or even piggy bank. What they all have in common is the ability to get the mail opened, generate higher response rates (than non-premium efforts), and drive us all crazy with worries about their up-front cost and the value/renewability of the donors they acquire.

An effective case statement grabs a person and never lets go. It inspires and motivates the reader to go from her mind to her heart to her purse, writes Jerold Panas, fundraising veteran and author of the new book, Making the Case: The No-Nonsense Guide to Writing the Perfect Case Statement.

Although Panas claims not to be a writer in his opening passage, he has penned eight books on fundraising, the most popular being Mega Gifts and ASKING. His latest offering includes anecdotes and step-by-step tips for crafting a case study to jolt donors into action.

Middle-school students singing carols at a retirement home. Teenagers delivering meals to shut-ins or walking to raise money to fight cancer. Boy Scouts, Girl Scouts, Cub Scouts and Brownies picking up trash at a city park.

Opportunities abound for young people to learn the value of giving — whether it’s time, talent or money. And nonprofit organizations are finding that it’s never too early to start grooming children, teens and young adults to become supporters in the not-so-distant future.

The failure to immediately obtain second gifts from new donors is a grave error. In fact, many new-donor acquisition efforts stink because of this failure.

As a fundraiser, one of your primary obligations is to acquire new donors so your organization’s revenue will increase. This means, of course, that you need to acquire more new donors each year than you lose to offset natural attrition.