HOW AN ICONIC AUSTRALIAN CHARITY ADOPTED A NEW … · Compared to brands that are CX leaders, CX...

HOW AN ICONIC AUSTRALIAN CHARITY ADOPTED A NEW FUNDRAISING APPROACH

Belinda DimovskiAustralian Red Cross

Creativity & Innovation Track

Sponsored by

Step 1:

Step 2:

Step 3:

Know your audience



• No NFP experience

• I use the word customer and believe in a value exchange

• I am a data science nerd

• I don’t believe that marketing is 4 letter word

• I belong to the school of #GetShitDone

• I LOVE to ask WHY?

An unconventional start

Customers’ expectations continue to rise, and choice has never been greater – the competitive landscape has changed

Organisations that deliver superior customer experience find that their customers:

Tell their friends

Spend MoreStay Longer More Engaged

Plus… they enjoy:

Happier employees

Less contact / complaints

Compared to brands that are CX leaders, CX laggards hemorrhage customers year after year. Improving CX can reverse that dynamic and reduce customer churn. On average, customers who have a high-quality experience are 2.7 times more likely to keep doing business with a brand than customers who have a low-quality experience.


Customer Experience and Donors - What is the Expectation?


Imbedding CX• Get to know our customer and

build relationships that drive loyalty

• Attract and acquire new customers

• Build a service ecosystem

• Understand customer expectations and uncover opportunities for innovation


How we planned to build trust and diversify funds


▪ Recognise customer centricity is the key

▪ Start two way conversations with those customers

▪ Re-imagine customer acquisition

▪ Develop amazing retention and conversion strategies

▪ Engage people about what they're interested in instead of silo programs

▪ Re-align the team based on cross functional organisational needs

▪ Develop brand communications and effective marketing images for Red Cross

▪ Develop internal capability and reduce external agency support where it makes sense

▪ Increase efficiencies and reduce duplications

Strategic changes


▪ Greater collaboration to reduce duplication of tasks

▪ Increased impact of communications and messaging

▪ Growing our income through diverse channels

▪ Lowering the cost of acquisition by 1/3

▪ Measure the length of time and depth of the relationship and engagement with our supporters

▪ Reduction of organisation-wide costs

▪ Supporting the achievement of 2020 strategy outcomes

We determined that we would need to measure the success of these changes by monitoring:

We also agreed that continual change, ongoing adjustments and encouraging ‘new thinking’ needs to become part of our DNA. A quest to never sit still, to ensure we are always focused on being better and to be not afraid of doing things differently.

Strategic changes


Strategic Direction should be set - Strategy should be ever evolving.

ORGANISATIONAL STRATEGY

E&S DIVISIONAL STRATEGY

ICG + MDP FUNDRAISING STRATEGY’S

PROGRAM STRATEGY

INDIVIDUAL PERFORMANCE PLAN

PORTFOLIO STRATEGY WHAT IS THE EXPERIENCE THEY EXPECT?

Have we delivered in such a way that we have satisfied their

need?How can we exceed it?

ENGAGEMENT AND SUPPORT STRATEGY

CUSTOMER STRATEGY

DO WE HAVE THE RIGHT PRODUCT?

If yes, how can we make sure they know about it?

If no, should we develop it?

WHY DO PEOPLE ‘DONATE’? What’s the job to be done?

Strategic changes


Community

Who is a Red Cross customer?


Starbucks changes definition of customer

Starbucks stores are now open to all - and there's no purchases necessary.

The company told its U.S. employees on Friday that people can gather in their cafes and patios even if they don't buy drinks, and that store bathrooms are available to everyone.

"Any person who enters our spaces, including patios, cafes and restrooms, regardless of whether they make a purchase, is considered a customer," Starbucks said in an email to employees, May 2018


Financial Supporter “I have made a donation”

Volunteer“I have given my time as a volunteer”

Fundraiser“I have raised money on behalf of Red Cross”

Member“I have signed up as a part of Red Cross”

Shopper“I have bought from (or donated to) a RC shop”

Student“I have done a training course”

Clients“I have been supported by Red Cross”

CX Management: Defining Customers & Contexts

The activities engaged

Demographic ProfileTheir age, their background, their capacity to give

(eg: income), their geography

PsychographicDrivers and motivations, their past experiences, their

level of understanding and awareness, their expectations and context

Who / what they representAn individual; a family; a community; a group; a

customer

Where they are in their journeyTheir tenure, their status (active / lapsed – exited);

mix of activities; their level of experience- new / onboarding

Who they are

Products – Things to ‘Buy’ / Give throughRegular Giving Programs; Appeal-based Donations;

Catalogue Products; Work Place Giving; Program Sponsorship; Courses (eg: First Aid)

Services – Things which provide supportCommunity development Programs; Youth Justice; Young Mums Program; Disaster Preparedness App;

My Team; Migrant Case Work

Campaigns – Ways we engage Donation Drives (eg: Tax, Festive), Fundraising drives

(eg: RCC), Beat Loneliness, Do One Thing

Causes – Things to give toDisaster Relief and Recovery; International Appeals;

Our work at home

Our ‘Offerings’

Our ‘customers’ are the people who engage with

us

Who they are/represent, the activities they engage in and the offers they take up, all determine the nature of their relationship with Red Cross, and provide a way for

us to understand their experience


Opportunities and Recommendations


1. Personalising InteractionsPeople will receive communications that are tailored towards their interests and history with the nonprofit and include opportunities to take relevant, targeted actions.

2. Deepening EngagementDevelop a 360° view, including all interactions across the organisation, campaigns people have responded to, interests they’ve indicated, and donations they’ve made. Segment to create tailored journeys based on interests, location, giving potential, and other indicators. Meeting them where they are.

Organisations today are expected to be more transparent than ever, to demonstrate clearer results, and to share successes as quickly as possibly. Helping donors understand where funds are most needed so they can contribute to the right programs at the right moments, and see the direct impact.

3. Linking activities to impact and then back again


Personalising Interactions

Set strategy Reset kickoff

workshop (E&S)

Review prior content / strategy

Establish core

working group and

3-mth scope

Gather insights from

supporters / members

Audited Campaign Monitor

Identify quick win

opportunities

Review Campaign Monitor

-Preference CentreData flow planning

(MAVIS)


Deepening EngagementAustralian Red Cross kicked off a campaign focused on tackling the increasing number of young Australians impacted by loneliness. The campaign, #BEATLONELINESS, is focused on engaging youth with an initial focus on players or participants in ‘team-based’ activities, with a call to action of renaming their team ‘Loneliness’ – the team to beat.

As part of the launch activities, Red Cross promoted the availability of 200 kits (including free jerseys and some information on loneliness).

To understand the motivations for signing up, initial response to the campaign and to identify potential teams for media opportunities, the newly formed Customer Experience team were engaged to develop and implement a short online survey.

This survey was delivered via eDM and distributed to 278 of the teams who had signed up to #BEATLONELINESS (via the registrant for the team) during the first week.


Facebook / online advertising was the most common way people heard about #BEATLONELINESS

Top 3 motivations for signing up their team:

• Aligned with personal experience

• Desire to support others / team

• Belief in the cause

Sign-up satisfaction score

4.8 / 5

People are excited about ‘being part of the team’ and about

‘receiving their jerseys’

Every-one loved the jerseys and the lone wolf logo. I think they look great as a team and

get people thinking about mental health and connecting

with others

This is an amazing initiative and I hope it'll spark a great

conversation nationwide.The signup

process was simple and

easy :)

I feel lonely once in a while and I know everyone does too. I want

to raise awareness and start the conversation

I have battled anxiety and depression for years and I've found that a regular commitment to being part of a team helps get me out of the house and

interacting with other people which is great for my mental health. I want to encourage other people

to do the same.

A classmate of mine committed suicide in October 2017 and since then I've wanted to do what I can

to stop it from happening to another person. I signed up, hoping that I could raise awareness of mental health and loneliness within our club and hopefully prove to anyone who was feeling lonely

that they had support.

I feel loneliness is a big issue in our society and it's something that heavily impacts mental

health and coping with stress as well as other issues. It's

something that can make a huge difference in someone's outlook.


Linking ActivitiesIdentifying best fit stories and personalisation into the campaign which are now being implemented into communications waves, overarching marketing and engagement approach to show impact of donation

Variable copy for different personas and prior giving status

Variable stories to match persona values and life stages


CX Transformation Enablers

Theory

1. Enable a 360° view of customers and engage consistently in their preferred channels

2. Simplify the management of donations and planned giving.

3. Streamline multi-channel financial processes across third-parties, banks, and internal systems.

4. Improve analytics capabilities, allowing for timelyand robust impact reporting.

5. Create mobile experiences for customers to engage anytime and anywhere.

6. Offer self-service profiles in which donors can indicate their interests, view their interaction history, and preferred methods of engagement.

Practice

1. Unique ID’s – single source of truth

2. Website upgrade of payment gateway

3. CommBank in app donation

4. Improved communications about outcomes

5. Social media and mobile apps – be where your customer are

6. MyRedCross


A few of the challenges & successes along the way

- Challenges in getting the language right – looking at people

and their relationships, not channels and programs in silos

What is a

customer?

- Embedding tools- Focus on value today and future

strategy- Working across functions

Focus on

cultural change

Getting the house in order

- Structure and capability- Reviewing processes and looking

for efficiencies

- Going slow to go fast - investing in the insights to inform decision

making >> make the right decisions


Moving to Agile

• Respond to and anticipate change• Build sustainable products and services• Deliver better results for our customers,

including clients, supporters and the workforce

• Increase visibility• Help us deliver value sooner

• Increase team member engagement and satisfaction

• Reduce risk• Value based priorities• Increase transparency and accountability• Enable prioritisation and focus• Improve efficiency

Agile is a flexible and dynamic way for teams to iteratively improve how they work and what they create

“ The Engagement and Support team will be moving to Agile ways of working. Not

because it’s the latest buzz word, or we want to work faster or that we want to

innovate more - but because we want to take the opportunity to optimise for quality.”


Moving to Agile


Customer-Centric Design

Informed by customer need and insightDeveloped through cross-functional, agile ways of working


So far we have…

Embedded new ways of working

Capability building in Product Management, Customer Experience, Agile, HCD & Lean

Aligned behind 3 clear goals

Shared KPIs across Brand, Revenue, Engagement

New SMEs in: Acquisition / Loyalty, Customer Experience, Digital, MarComms, Data & Insights, Frontline Service / Support

Established new teams

Established foundations for a service ecosystems

Building Digital Strategy & Architecture, implementing CX preferences, self-service and content personalisation


Implemented a strong emphasis on understanding and designing for our customersEmpathy building Segmenting and Targeting

Tools for designing new and improved journeys

Establishing a roadmap of customer-centric programs

Bringing together internal customer data with national socioeconomic and behavioural profiles

Design principles, customer needs, service blueprints and CX metrics

Focus on storytelling the unique and meaningful experiences of our customers

Cross-functional programs to improve and innovate the CX, establishing a governance model and iterative

delivery approach


A snapshot of programs and wins along the wayIncremental improvements to F2F

FundraisingMVP digital products

Implementing in-house CX measurement

Targeting customer journeys

Developed in 6 weeks through agile sprints and iterative customer testing

Ongoing tracking of the experience, delivering real-time insights to stakeholders and closing the loop

on customer issues as they arise

Changed how we work with across the ecosystem through collaboration, prototyping and testing

Using past behaviours / relationships and segment profiles as well as predictive data science to curate next

best asks and tailored messages / channels


Has it made a difference?

That Henry Ford Quote

If I’d asked customers what they wanted, they would have told me, “A faster horse!”

Henry Ford

Ford’s customers didn’t say that they wanted a “safer” horse or a “more comfortable” horse. They said that they wanted a faster horse. They were perfectly clear about what they wanted: speed

Startup CEO: A Field Guide to Scaling Up Your Business, Matt Blumber


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