Our brains are wired for continuity. We naturally seek–and find–patterns everywhere to make sense of our world.
Landing on a donation page that bears little resemblance to the appeal page is very jarring to users. They question the validity of the sudden transition and will likely abandon the giving process.
After an Internet user clicks a link and then lands on another page, they (we) ask three quick questions:
Continue reading “Online Donor Dynamic #1: The Need for Continuity”
According to multiple studies, 50 – 70 percent of online donation attempts end before completion.
In other words, thousands of people click the “Donate” button—saying “yes” to our value propositions, agreeing to support the people we serve—only to quit before completing the transaction.
At the risk of belaboring the point, let’s put “donation abandonment” into real-world context. We have poured precious resources—money, time, and creativity—into finding likeminded donors and volunteers, convincing them to view our Web site, and inspiring them to help the people we serve.
Potential donors then click the “Donate” button, saying in effect, “Yes! I want to share a portion of my wealth to help others through your organization. I believe in what you’re doing!” Then, at some point during the donation process, more than half of them change their minds, close the page, and do something else.
Continue reading “Are We Turning Our Donors and Volunteers into Quitters?”
In the article, “We Know the Power of Customer Satisfaction, What about Donor Satisfaction?”, we examined the child sponsorship model used by World Vision and Compassion International, and considered a key principle that drives the strategy: Donors and volunteers give to people, not to causes or organizations.
As we continue our focus on building a strong tribe of satisfied donors and volunteers, and examine what makes the child sponsorship model work so well, a second principle emerges.
Principle 2: Problems urge donations; results inspire activists.
A compelling presentation of the problem your organization addresses will trigger a response from a percentage of any group you address. So—according to some marketing firms—we increase funding by targeting a specific segment of the general population (to keep production costs down) and then seek to maximize response by communicating our problem-solution program with the right blend of pathos and logic.
To be fair, the approach works, especially for older constituents who tend to be motivated by a sense of duty. Sad eyes, dirty clothes, and flies-on-the-face images do, indeed, prompt donations.
Once while visiting an African village, I asked a child’s mother for permission to photograph her daughter. She saw a white man with a camera representing a humanitarian organization, so she instructed her little girl, “Push out your stomach and look sad.” She was well aware of problem-solution marketing and simply wanted to be helpful.
While the problem-solution approach can be effective, it’s an exhausting treadmill. It requires relentless focus on finding new audiences to replace individuals who grow tired of urgent appeals. It calls for a constant refining of the problem-solution message to increase the percentage of donor response. And then there’s the challenge of prompting first-time donors to give again, or become regular supporters. So, the question becomes, “How can we restate our problem-solution message differently with each appeal?”
Continue reading “Are We Soliciting Donations, or Inspiring Change-Agents?”
Anyone who gives time or money to a charity does so with the expectation of satisfaction.
That’s not to suggest their motives are selfish. In fact, it’s quite the opposite. Donors and volunteers simply want to know that their time or money has been invested wisely, and that our organization has helped them make a difference in the world.
That is, after all, the promise we make in our value proposition. (Assuming, of course, our value proposition is clear and compelling.)
This isn’t new information. Every leader in non-profit organizations I’ve encountered understands this at an instinctive level. Unfortunately, the concept of donor satisfaction rarely finds its way into the marketing or donor development activities of charities, and almost completely overlooked on the ministry side of their operations.
For-profit organizations live or die by customer/client satisfaction. In the non-profit world, satisfied donors and volunteers do two very important things: they donate or volunteer again, and they tell other people about our wonderful organization. And that’s the key to maintaining financial stability while cultivating steady growth.
Many charities eagerly devote precious resources to acquire new donors and volunteers, yet give little thought to making donating and volunteering a satisfying experience.
Seasoned leaders, however, understand that the key metric in organizational growth is not new name acquisition or even first-time donations, but consistent re-engagement. Astute leaders understand that ministry operations and donor development are not two separate functions, but interdependent teams that share a symbiotic relationship.
Continue reading “We Know the Power of Customer Satisfaction, What about Donor Satisfaction?”