Katie Beth is responsible for creating and managing the analytical and marketing strategy used in our client’s customer relationship and direct marketing programs. She has a proven track record developing long-standing relationships with key decision-makers showing them the analytically proven CRM path they should embark upon and guiding them through the integration of systems and processes to allow true CRM to function. She also manages the analytical team to create effective solutions to gain insights and intelligence within an organization’s data.
Katie Beth uses her economic and business acumen to bring extremely complicated analytics to life and create ROI driven solutions to gain long-term gains custom to each organization from international relief organizations to more local NPOs.
Today, we have many things to worry about, watch for, measure, monitor and just deal with in general. With the increased social landscape, it seems like there is just so much to think about, but how do you identify what to prioritize
Key Performance Indicators, or KPIs, should be quick, easily understood, and comprehensive. A tall order I know. There are several that should be standard like gross revenue year-to-date, year-over-year, number of donors, average giving, total number of unique contacts, and I would stick my neck out there and say, net revenue year-to-date (a tricky one for sure).
However, there are several KPIs that we all monitor and measure in our daily lives that translate well into additional KPIs that I would recommend. Do you know what portion of your revenue year-over-year is coming from each channel?
Do you know what portion of contacts come from each channel? Do you know the value, conversion rate, frequency of action or giving each of those contact groups account for?
As you can see from the chart above, 50% of the revenue to the organization is stemming from 38% of the donor base. With this knowledge, you can start to think about the next drill down to make sure that this group is doing well and its portfolio is healthy. The KPIs to monitor this group should include portion of acquisition source, retention rate, value-to-date, average gift, and frequency of giving. If we are to see that this group stems mostly from a channel that is not performing well today, it would have a higher sense of importance to fix it or provide it more focus? Understanding its value and relative importance to the bottom line of today will help us make better decisions tomorrow.
Think about what channel gives you the biggest bang for your short and long-term dollar. By highlighting these new KPIs, it is a point-of-view allowing you to manage and diversify your donor portfolio.
Posted by Katie Beth DeSchepper at Mar 02, 2012 10:04 AM CST
Categories: Fundraising, Nonprofit Trends, NPtech
I was chatting with a friend of mine the other day around an End of Year online campaign and we were discussing the results. I was really intrigued at trying to understand whether or not a mobile text that went out before the campaign had increased the open and donation rates. I kept thinking, surely if I text someone ahead of an email (another Multi-Channel campaign case) I would see a significant increase in open rates and donation rates. However, I was so regretfully disappointed as they didn’t set up their test appropriately for us to really understand the impact.
So, what do you have to do to set up a test RIGHT so that you can read results and have the significance needed to be sure that the results will be the same going forward?
Why is it so important to have a control and statistically significant data to have a result? It is like building or buying a house, but not insuring it. Testing is expensive and has large opportunity cost both positive and negative. So, if you are going to test something, make sure it is worth it and you can after the test is complete, that you have a result. Otherwise, it is just interesting and the test was a fun exercise.
Posted by Katie Beth DeSchepper at Nov 10, 2011 12:03 PM CST
Categories: Fundraising, Nonprofit Trends, Productivity, Research
As we continue to ramp up for the spring event season, I want to bring a strategic data point to your attention for thought and consideration. There are many data points that show that the participation at events is moving up, but at a slower rate than previous years and the event donation value of each participant at events is also moving up. These key points were recently shared in the Peer-to-Peer Benchmark Study released earlier this year.
As organizations plan for their events, one thing I would like to consider is the value after the event should be considered too. Everyone wants more bang for their buck, so as we are thinking about participation rates, number of volunteers needed to help with the events, number of team captains, etc., let’s also consider the value after the event.
So, what does that mean?
There is a hypothesis out there in the market that if I am a participant and a donor, I will be more valuable to the organization than if I am just a donor. This makes sense, right? If I am going to give up my time and my money, I should be more committed? Some data points are showing us that this is not always the case.
Convio brought together the donation and event participant data and asked this question – what is the value of a donor who is a participant vs. a non-participant? Do they (participants and donors) have more longevity? Below is a quick list of our findings:
These data points show us that our hypothesis is wrong not only at the value per year but also is showing that as my commitment to the organization grows (measured by the number of gifts lifetime), there is not a positive influence on commitment of those who are also participants.
Many of you may be thinking "gosh…that is not what I expected to see" and I would say, agreed!
However, I think that the story here is that the stories we hear in the marketplace about donors who are also participants and their longevity and great value are told by those organizations that have made a bit of headway down that constituent engagement journey. Therefore, we anticipate that no matter the organization, this must be the case. However, the organizations that see this occurrence of greater value from donor/participants for the most part are communicating to this cohort a bit differently though they may not know it. They may have implemented some post-event communication that a donor who is not a participant of course wouldn’t see. So, this slight change in organizational behavior improves the trend of greater cohort value where as those organizations that are not able to see the trend, may find that the communication needs to be modified to see if there is an impact.
What can we do to change this?
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