Corporate Fundraising Pitching to Win

Transcription

1 Corporate Fundraising Pitching to Win

2 Pitching to Win Course Objectives Understand company viewpoint Be able to develop & negotiate appropriate packages Practise pitching Be better able to handle meetings and negotiations

3 3 key questions What do you need? What can you offer? What are you good at?

4 Volunteers Better public transport to your services Supported employment opportunities Unrestricted income Younger donors Call centre services Increased profile Cheap premises More men accessing your services New legacy prospects Access/introductions to business sector Legal expertise

5 What are companies looking for? Good PR Overcome negative PR Celebrity involvement Endorsement Recognition Motivate & reward staff, customers, consumers Volunteering opps Help recruitment Reduce costs Improve safety

6 What are companies looking for? Improve or enhance image Change image Develop new skills Build understanding Networking Expertise Increased sales Increased profitability Give something back Licence to operate

7 What are companies looking for? Competitive advantage To stand out from competitors Not to be left out Recognition

8 Corporate benefits Benefits can be wide ranging vital to highlight all of them Recognize & value your offering DON T undersell Don t offer everything to everyone Don t oversell always underpromise & over deliver

9 Why might a company support you? Policy Peer pressure (so find their peers) PR People (staff, customers, stakeholders) Profit Shared values or objectives

10 Policy Can be found on websites/directories If you can demonstrate you fit - great! Policies are a guide to giving but not definitive Only large companies tend to have them

11 Peer Pressure Get the right person to ask Everyone else is doing it or X is doing it Gives reassurance (and fear factor if don t) Who are peers? Geographic, personal and sector

12 PR Even if not overtly sought usually welcome Media partner great idea What support can you offer? Celebrity support Never promise PR Consider different audiences Keep control/approval

13 People Attract, retain, reward employees Think about longer term involvement Volunteering - esp. team challenges are v popular and may be essential Customers - is there a fit, mutual interest? Other stakeholders (e.g local govt, shareholders, even other charity partners)

14 Profit Increase sales (new markets & customers (donors, service users, your suppliers, could they become a supplier?) Improve reputation Change perception (foreign vs. Scottish, Glasgow vs. London, staid vs. innovative, inward looking vs. outward looking, dirty vs. clean) Advertising/product placement Reduce costs

15 Shared values/objectives Giving children the best start in life Promoting health Supporting communities in which they operate International focus Developing new customer markets Sustainability Care for the environment Commitment to fair trade and supporting developing world Faith (partnership/private companies rather than public)

16 What companies need Hygiene factors Establish your credentials (endorsements) Financially sound Able to deliver No negative PR One point of contact A case to sell internally Do their work for them Make proposals easy to distribute Show them what is in it for them Make it individual

17 Developing packages Meet both partners objectives Appeal to target audience Be simple & easy to understand Have integral charity element Be achievable & financially viable Be timely Be legal & honest

18 Why do we research companies? To find companies who might give us money who we should ask for how much when To find sponsors To find corporate members To find volunteers Gifts in kind CRM Partners

19 Why do we research companies? But also to find potential : Event participants Payroll givers Private donors Corporate foundations Work placements (e.g. homeless, disabled) Friends and ambassadors within the business community Find people who might support our cause

20 Why do we research companies? To make people listen and want to find out more I m calling you because... I m writing to you because...i d like to meet you because...

21 Other reasons doors may open Anniversaries (read packet labels) Moving to new areas (read job pages) New CEO - need for showcase event Death of key employee Personal involvement of staff (volunteers and beneficiaries e.g. Zurich) New company launch (e.g.kfi) Takeovers - especially foreign Renewable energy projects often have community fund Factory/site closedown etc etc!

22 Once the door is open Keep researching Sales literature, staff magazines, notice boards Use the meeting or phone call profitably... Open questionnaire

23 Brainstorms Right environment Food & drink Ground rules laid down Positive atmosphere Clear objectives no agenda Balance of people Not dominated by one person Scribe use people s own words No judgement at first

24 Network Rail Pitch Wednesday 10.30am 15 minutes max per group Everyone to participate Pitch an idea for a mutually beneficial corporate partnership

25 Your pitch should cover The idea How you see it working Your rationale for the idea Benefits to both sides Named charity partner No powerpoint

26 Pitching Know who you are pitching to best team? Tailor it to the company Establish decision making criteria in advance Decide on messages before visuals Paint pictures as well as giving facts Gimmicks & jokes can backfire Check for special needs Leave behinds? Rehearse frequently and time it Leave AV to end

27 Making the approach The most important word BECAUSE Talk in terms of the other person s interest

28 1. Find new opportunities 2. Pre approach 3. Initial communication 4. Interview 5. Opportunity analysis 6. Solution development 7. Solution presentation 8. Customer evaluation 9. Negotiation 10. Commitment 11. Follow up The sales process (from Dale Carnegie & Associates)

29 Making the approach

30 Successful approaches Don t sell too soon Use referrals Have clear objectives & share them Build credibility First 10 words

31 Why people buy Primary interest Buying criteria Other considerations Dominant buying motive

32 Questioning Process Payout Barriers Should be As is

33 Making the approach Research is important but so is asking

34 Charity of Year Primary beneficiary to be Edinburgh or Glasgow based i.e. local to either office The charity must have opportunities available for staff and supporters to volunteer time via practical help, pro bono work etc., rather than requiring financial assistance only Staff must have the opportunity to get involved in working with the charity via fundraising events, team building exercises The charity should be focused on people rather than animals The charity must be willing to work with TM in a proactive fashion, participating in TM led events, publicity and sponsorship opportunities The funds raised should show tangible benefits i.e. funding a minibus, providing renovation costs for a youth centre etc.

35 Negotiation No can mean; No - not now No - you re asking for too much No - you re not asking for enough No - I m not the right person to ask No - I don t want you to ask me No - that s not quite right No - absolutely not

36 Negotiation top tips If the fee reduces so do benefits Ensure you have the authority Role of LIMit Try to grade & value your benefits