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CRM for Nonprofits:
It’s Strategy, NOT Software
      February 19, 2013
Topics
• CRM Roots in Nonprofits – History

• Creating a CRM Framework

• In Practice - Making CRM Work Case Studies

• Discussion and Questions
CRM Roots in Nonprofits
CRM Roots in Nonprofits




      Donor Management
CRM Roots in Nonprofits




  Constituent Management
Creating a CRM Framework
1. Set the Destination
2. Audit and Understand Current Engagement
3. Map the Journey

*Source: Gartner – 4/14/10
In Practice:
                  Alzheimer's Association
Mission:     To eliminate Alzheimer’s disease through the advancement of research; to provide
             and enhance care and support for all affected; and to reduce the risk of dementia
             through the promotion of brain health
CRM          With a diverse constituency, disparate data, and legacy technology - the challenge
Challenge:   is in creating, maintaining, and facilitating an experience in alignment with the
             organization
Actions:     Clearly defined constituent outcomes; quantitative assumption testing; data and
             technology strategy/steps supporting outcomes
Outcomes:    The American Express Project; Subaru ; 360 Data Project; Multi-Channel/Multi –
             Constituent Engagement
In Practice:
             Chicago Symphony Orchestra
Mission:     To present classical music through the Chicago Symphony Orchestra to Chicago,
             national and international audiences

CRM          Foster loyalty and increased commitment in a new way
Challenge:
Actions:     Create unexpected rewards – the “Surprise and Delight” program – which leverages
             CRM and person-to-person contact

Outcomes:    Increased renewal rates, very happy patrons, special buzz in Orchestra Hall
In Practice:
             Make-A-Wish Illinois Chapter
Mission:     Granting wishes to children with life-threatening medical conditions to enrich their
             lives with hope, strength and joy

CRM          Recognizing that constituents have the capacity and affinity to play multiple roles
Challenge:   within the organization

Actions:     Identify current constituent groups and their engagement in order to create new
             segments groups and segment treatments

Outcomes:    TBD – early outcomes have shown that groups such as traditional volunteers (high
             organizational affinity) are open to other engagements
Discussion & Questions
Contact Information
Angela Timashenka Geiger             Phil Koester
Chief Strategy Officer               Vice President for Sales and Marketing
Alzheimer's Association – National   Chicago Symphony Orchestra
ageiger@alz.org                      koesterp@cso.org

Richard Geiger                       Heather Simpson
Principal                            Chief Development Officer
Geiger Consulting Group              Make-A-Wish Illinois Chapter
richardegeiger@gmail.com             simpson@wishes.org

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Non-profits SIG presentation for Chicago AMA CRM Event

  • 1. CRM for Nonprofits: It’s Strategy, NOT Software February 19, 2013
  • 2. Topics • CRM Roots in Nonprofits – History • Creating a CRM Framework • In Practice - Making CRM Work Case Studies • Discussion and Questions
  • 3. CRM Roots in Nonprofits
  • 4. CRM Roots in Nonprofits Donor Management
  • 5. CRM Roots in Nonprofits Constituent Management
  • 6. Creating a CRM Framework 1. Set the Destination 2. Audit and Understand Current Engagement 3. Map the Journey *Source: Gartner – 4/14/10
  • 7. In Practice: Alzheimer's Association Mission: To eliminate Alzheimer’s disease through the advancement of research; to provide and enhance care and support for all affected; and to reduce the risk of dementia through the promotion of brain health CRM With a diverse constituency, disparate data, and legacy technology - the challenge Challenge: is in creating, maintaining, and facilitating an experience in alignment with the organization Actions: Clearly defined constituent outcomes; quantitative assumption testing; data and technology strategy/steps supporting outcomes Outcomes: The American Express Project; Subaru ; 360 Data Project; Multi-Channel/Multi – Constituent Engagement
  • 8. In Practice: Chicago Symphony Orchestra Mission: To present classical music through the Chicago Symphony Orchestra to Chicago, national and international audiences CRM Foster loyalty and increased commitment in a new way Challenge: Actions: Create unexpected rewards – the “Surprise and Delight” program – which leverages CRM and person-to-person contact Outcomes: Increased renewal rates, very happy patrons, special buzz in Orchestra Hall
  • 9. In Practice: Make-A-Wish Illinois Chapter Mission: Granting wishes to children with life-threatening medical conditions to enrich their lives with hope, strength and joy CRM Recognizing that constituents have the capacity and affinity to play multiple roles Challenge: within the organization Actions: Identify current constituent groups and their engagement in order to create new segments groups and segment treatments Outcomes: TBD – early outcomes have shown that groups such as traditional volunteers (high organizational affinity) are open to other engagements
  • 10. Discussion & Questions Contact Information Angela Timashenka Geiger Phil Koester Chief Strategy Officer Vice President for Sales and Marketing Alzheimer's Association – National Chicago Symphony Orchestra ageiger@alz.org koesterp@cso.org Richard Geiger Heather Simpson Principal Chief Development Officer Geiger Consulting Group Make-A-Wish Illinois Chapter richardegeiger@gmail.com simpson@wishes.org

Notas do Editor

  1. The story of the Nordstrom experience – customer relationship management – 1996 customer service guide -
  2. -NP focused on transactions – management of biographical data, gifts in, and RFM. Donors not managed as individuals managed as segments.
  3. Transformation to constituent management – multiple outcomes, multiple engagements, attempts to leverage throughout organization – donors, volunteers, advocates, buyers, members, beneficiaries, etc. Measuring total worth to an org – not just to fundraising – paradigm shift – need for new ways to work within organization, agreed to outcomes/measurements – and a common framework that can be applied across many different functional areas.