Medium-sized charities and their advertising agencies: An exploratory investigation

Respondents in 103 medium-sized charities completed a mail questionnaire designed to explore the nature of the relationships between these charities and their advertising agencies. It emerged that some, but not all, of the factors known to influence interactions between agencies and their commercial clients were equally relevant within the charity sector. Variables crucial to charity clients' levels of satisfaction with their advertising agencies included agency provision of functional assistance with media planning and the creative design of advertisements, trust and an agency's willingness to act as a member of its client's team, and the ability to generate new ideas. Additionally, an agency's experience of work within the charity sector and its empathy with charitable aims, ideals and philosophies were key determinants of satisfaction ratings. Assistance with market research and public relations and an agency's ability to offer extensive ancillary services did not appear to exert significant influence.     

Brand orientation in charity organisations: qualitative research into key charity sectors

The study explores, through qualitative research, levels of brand orientation in large, medium and small‐sized charity organisations where brand orientation refers to the extent to which the organisation regards itself as a brand. The results indicate that charity managers are largely endorsing the conversion from charity organisation to charity brand. Brand status was seen to offer a shorthand communication of what the charity organisation did, its cause, and what it represented, its values. Significantly, it was also seen to fulfil organisational objectives such as raising awareness, building trust, fundraising and parliamentary lobbying, with a more focused and more consistent communication of what the organisation stood for. Strategically, however, charity organisations were not making the best use of their brands. It was suggested, for instance, that more sophisticated targeting of key donor segments with research‐based, tailored messages, might help reverse the trend of declining donor numbers. Overall, however, the study provides much evidence of brand orientation in the charity sector with most charity managers clearly wedded to the concept of putting the brand at the heart of the organisation. The charities that enjoyed a full commitment to the branding process from all their stakeholders were best placed to reap the benefits of charity brand status. Copyright © 2000 Henry Stewart Publications.     

Charity brands: A qualitative study of current practice

A number of fundraising managers and directors of UK charities were interviewed with the objective of understanding to what extent branding was used in the sector, what development possibilities exist for commercial techniques in charities, and what the constraints may be on such practices. It was found that many charities already use day-to-day brand techniques, (without describing them as ‘branding’), but brand development work was scarce. Charities have a number of objectives competing with fundraising when considering their brand content. They must also satisfy the need to respect issues about how the cause itself is communicated, and possible needs to re-educate the donor community or the public. One commercial practice in particular could be developed further in charity branding: this is the idea of using the personality of the charity itself as something with which donors could associate positively.     

Missing a strategic marketing trick? The use of online social networks by UK charities

• This paper explores the use of online social networks in the charity sector. Twelve major UK charities from a range of sectors and three digital marketing agencies were selected to provide rich interview data on the current adoption of online social networks by UK charities. The empirical findings illustrate the diverse drivers in adopting online social networks including regaining control of a brand, external pressures and gaining new audiences. Levels of usage differed significantly and the resistors consistently cited were the lack of skills and resources. The strategic marketing implications for the development of online social networks are also outlined for the UK charity market. The value provided by this paper stems from exploring the organisational perspective rather than the consumer experience of contributing to social networks, within a context which is often overlooked, the charity sector.

Copyright © 2012 John Wiley & Sons, Ltd.     

An investigation into the values dimensions of branding: implications for the charity sector

• Branding is being adopted by charities and written about in academic and practitioner charity literature with increasing frequency. There is also growing concern, however, about the over-commercialistion of the sector and the misappropriation of techniques developed specifically for the commercial environment. Literature supporting the claim that charities are values-based organisations is reviewed and the proposition is made that it is in fact the non-negotiability of charity values that differentiate them from commercial organisations. Given the significance of values in the charity sector, the paper argues that a clearer understanding of how values are conceptualised in branding is necessary in order to establish whether branding is an appropriate and effective tool in the charity context. To achieve this, the paper reviews relevant branding literature focusing in particular upon the delineation of the values dimensions identified in for-profit branding models. To aid further understanding of these values dimensions in the non-profit context and their applicability (or otherwise) to it, the metaphors of brand as ‘mirror’, ‘lamp’ and ‘lens’ are introduced.
• It is argued that in the corporate sector the brand concept has been utilised to ‘mirror’ those values that underpin the needs and desires of consumers. In contrast to the passive mirror, when operationalised as ‘lamp’, it is claimed that the brand aims to influence both the values of the organisation and the values of its target audience. It is postulated that neither of these approaches is appropriate for values-led organisations and that it is only as a metaphorical ‘lens’, projecting the values of the organisation itself that branding offers an applicable and effective model in the charity context.

Copyright © 2006 John Wiley & Sons, Ltd.     

Small and medium-sized charities need a strong brand too: Crisis' experience

This paper looks at the benefits and constraints for smaller charities of developing a strong brand image and identity. It focuses on Crisis' own example as a medium-sized charity of defining, creating and building its brand over the past 18 months and seeks to summarise the lessons it learnt. The paper is based on a presentation given by the author at the Henry Stewart Conference Studies' conference ‘Creating a brand image and identity for charities’.     

Brand orientation in the charity sector: a framework for discussion and research

Some charity organisations are turning to charity brand status, not only in terms of a name and logo but more importantly in terms of communicating value and meaning to their stakeholders. Brand orientation is described in this paper as the extent to which charity organisations regard themselves as brands, an indication of how much (or how little) organisations accept the theory and practice of branding. Through literature‐based and field‐based research, this paper examines the nature of brand orientation in the charity sector. A conceptual framework of brand orientation is proposed with antecedent factors which may augment or diminish levels of brand orientation and consequences which may follow its adoption. A number of research propositions are put forward which constitute both a framework for discussion and a research agenda for the charity sector. Copyright © 2001 Henry Stewart Publications     

A solicitor's perspective on charitable gifts in wills

• In the climate of public spending cuts, charities are increasingly expected to fill the gap. Yet charities themselves face huge challenges. Not just increasing demand for their services but falling income and low investment returns. Encouraging philanthropy has never been more important, and that includes legacy giving. Following the announcement last year of the Government's major inheritance tax incentive to encourage us to give more to charity on our death, the time is right for a major report on current trends in charitable legacy giving. Late last year, Mishcon de Reya undertook the most detailed analysis ever by a firm of solicitors of its clients' wills. In a study of over 1000 wills, we did not just look at how many people leave a legacy to charity. We considered the value of the legacy, the type of legacy, the likelihood of the charity ever receiving it, whether clients prefer to give to multiple charities, and the most popular charitable sectors. This article will give a quick overview of our research followed by a more detailed look at the three types of legacy to charity: cash—‘for example, I leave £10,000 to charity’,—specific items—‘for example, I leave a painting to charity’—and residuary gifts—‘for example, I give half my estate to charity’. The article will then briefly touch on the charity sectors most favoured by our clients before giving a brief summary of Mishcon de Reya's key findings in conclusion.

Copyright © 2012 John Wiley & Sons, Ltd.     

Business support approaches for charities and other nonprofits

This study investigated three kinds of business support for nonprofit organisations—donations, sponsorship and coalignment deals (a commercial venture between the two partners), among a sample of major Australian corporates. Most businesses were more likely to donate to a charity if their competitors were known to do so. A similar finding was observed for the sponsorship of charities, cultural and sports organisations. Businesses expected charities to be genuine in their concern about social issues, but businesslike in their dealings with their supporter organisations. Pressures for the increased commercialisation of the relationship were observed, leading to dilemmas for the nonprofits. Copyright © 2001 Henry Stewart Publications     

What are ‘unpopular causes’ and how can they achieve fundraising success?

• Recent efforts to grow and strengthen the culture of philanthropy in the UK have largely focused on two dimensions: the total amount of money donated and the effectiveness of philanthropic spending. This paper explores a third dimension: the destination and distribution of donations. A defining characteristic of charitable giving is that it is voluntary rather than coerced, and the resulting respect for donor autonomy makes people wary of promoting one cause above another or implying that any beneficiary group is more or less ‘worthy’ of support. However, the absence of much comment on, or significant research into, the destination of donations does not alter the fact that some groups succeed in attracting significant philanthropic funds whilst others struggle to secure many—or any—donations. This paper explores the concept of ‘unpopularity’ in the charity sector, especially in relation to its impact on fundraising. We unpack what this loaded phrase means, identify good practice by those seeking support and present case studies of charities that have overcome perceived unpopularity to achieve success in raising voluntary income. We suggest that by investing organisational resources and effort in fundraising, by framing the cause to maximise the arousal of sympathy and minimise concerns about beneficiary culpability and by avoiding the unintended negative consequences of self‐labelling as ‘unpopular’ no charity need assume it is their destiny to languish at the bottom of the fundraising league tables.

Copyright © 2016 John Wiley & Sons, Ltd.     

Reinventing the rattling tin: How UK charities use Facebook in fundraising

Using a multicase study approach, this paper explores how the three biggest UK cancer charities by donations use Facebook in their fundraising campaigns, in order to facilitate understanding of the dynamics of philanthropic asking in a social networking site‐mediated environment. The analysis reveals that Facebook is primarily used to strengthen relationships with supporters, mainly via humanising the brand, fostering obligations, and encouraging social interaction. The mobilization of these relationships in fundraising is facilitated by persuasive strategies, including public recognition, authority, and the fostering of a sense of efficacy among fans, and the most common outcome of this mobilization is public endorsement of charities' fundraising campaigns via sharing. At a time when harsh public spending cuts have left gaps in charity funding that need to be filled by philanthropy, this study aims to make a practical contribution to knowledge by examining what works and how in Facebook fundraising.     

The affinity credit card as a fundraising tool for charities

Over the past decade or so, many examples of the charity affinity credit card have been launched in the UK. This paper reports the results of a survey of charities that collected quantitative data on the characteristics and progress of more than 20 such cards. The survey also found that several other charities were contemplating following their example, and the paper goes on to identify and discuss some of the issues that should be addressed by any charity thinking of launching its own affinity card. Copyright © 2000 Henry Stewart Publications     

Legacy fundraising: a practical guide to the basics

• Remember a Charity, the public awareness campaign run by over 130 charities in the UK, has stated that donations in wills are the largest single source of voluntary income for charities—currently worth £1.3 billion per year (April 2005).
• So can legacies to charity still be described as just windfall money? Should charities spend precious funds on promoting legacy giving when it is difficult to monitor results? It so, what is the message? Who are the target audiences? What form should legacy promotional literature take? What part could or should solicitors and funeral directors play in legacy campaigns? Patrick Wise looks back on his twenty plus years of experience in the world of charitable legacies, and gives his views on the answers to these questions, and why he thinks all charities should take legacy promotion very seriously.

Copyright © 2005 John Wiley & Sons, Ltd.     

Using third‐party services to reduce the development cost and improve the effectiveness of charity websites

The growth of the internet has provided a new medium for charities to reach out to potential supporters. The development of a website requires time, money and expertise that may not be available to many charities. A novel approach is presented to allow these charities to maximise the effectiveness of their websites by using freely available features that have been developed by third parties. It is suggested that use of these services will allow charities to deliver extensive and advanced functionality quickly at reduced cost and with limited in‐house skills. A wide range of services is identified and these appear to allow charities to: increase the content of their sites and foster a sense of community to encourage repeat visits; raise funds by processing online donations or hosting charity auctions; extend their trading activities to the internet; manage and monitor the use of their websites; and improve a range of other activities such as recruitment and advocacy. Some of the services have an associated cost but seem to offer a cheaper and quicker route to implementation for most charities. Although the use of these pre‐built services may provide cost savings, several risks associated with the suggested approach are also considered. By relying on third parties to provide these services, charities have to surrender some degree of control and risk damaging their reputation if the selected services are inappropriate or unreliable. The need to attract visitors to the site initially is also not addressed by this approach. It is concluded that the use of third‐party services does offer an opportunity for charities to enhance the websites but that these services need to be chosen very carefully. There is a need for further research to evaluate the suggested approach and to identify the effectiveness of the various services. Copyright © 2003 Henry Stewart Publications     

Face-to-face donor cancellation rates (attrition): establishing a benchmark

• Face-to-face fundraising, both on the street and on the doorstep, has taken place in the UK for well over a decade. Its success can be said to be dependent on the balance between acquisition costs and income generated for the charity. Whilst the former is easy to measure, the latter has proven much harder to predict. This paper reports the results of a survey of the payment behaviour of over 377 000 face-to-face recruited regular giving donors, to 30 charities. Whilst charity brand awareness was found not to have a significant impact on levels of attrition, the region in which campaigns were run, together with the level of the ask and the cause of the charity, were all found to have a significant effect on attrition. As a result of improvements in both attrition and average gift from 2004 to 2006, charities have reported increased income from their street and door face-to-face campaigns.

Copyright © 2009 John Wiley & Sons, Ltd.     

The effect of entrant brand's ownership on national brands' positioning strategies

National brand manufacturers face the threat of new product entry from not only their traditional competitors (other national brand manufacturers) but also from their own customers (the retailer). We compare how national brands can limit the loss due to entry of these two types of entrants by positioning of their brands. Our results show that national brands position farther from one another when the new entrant is a store brand than when the entrant is another national brand. We also find that due to different positioning strategies of these two types of entrant brands—the entrant store brand positioning “in‐between” incumbent national brands whereas the entrant national brand positioning “away” from incumbent national brands—incumbent national brands may lose more from the entry of a weaker store brand than from the entry of a stronger national brand. Finally, we find that taking into consideration both pricing and product positioning decisions, consumer and social welfare are generally higher from store brand entry than from national brand entry.     

Would the payment of market rates for non‐executive directors strengthen charity governance?

This paper considers the academic literature suggesting that the governance and management of charities is far from perfect, a problem that is frequently attributed to the difficulty charities have in recruiting suitable people to act as trustees. The paper raises the question of whether charity governance has a value — and a price worth paying for. The paper describes research carried out to test the attitude of a section of potentially suitable managers to charity trusteeship and to remuneration for such responsibilities. It concludes that there are substantial numbers of able trustees willing to serve on a voluntary basis; the perceived shortage is more likely to arise from charities' own recruitment failings than from a shortage of supply. But it also concludes that the supply of suitable trustees could be doubled if reasonable remuneration were offered, and there is some evidence that existing trustees might give higher priority to their duties if they were paid. Results are based on a sample of just over 100 responses, but a further survey is in progress. Initial results broadly confirm the results reported here. Further research to explore the desirability and practicality of paying charity trustees is indicated. Copyright © 2001 Henry Stewart Publications     

How to make sure your donors read your publications

Voluntary organisations pour large chunks of their usually slender resources into producing publications in the hope that these will carry their many promotional messages to a variety of audiences, particularly donors and other supporters. The authors feel that little is known about how donors view and use these publications and whether or not their senders get good value for money. This paper presents an outline of findings from research recently commissioned by the authors into how donors read and use the publications and other printed communications sent to them by charities they support. The conclusion is that many charities could take simple actions to improve their publications, and some suggestions are made. From the authors' experience they supply guidelines charities can follow if they wish to change the way donors perceive, read, enjoy, remember and respond to the publications they send. Also included is a checklist for basic strategic planning so that any charity can ensure that tomorrow's donors will receive communications based not just on what the charity wants to send, but also on what the intended audience wants to receive.     

A qualitative investigation into the donor lapsing experience

• Donor attrition is costing charities a fortune. Previous research has examined the relative importance of the antecedents to donor loyalty versus lapsing. This study qualitatively builds on this. It reports the results of workshops and interviews that took lapsers and donors back through their donor and lapser journeys. It drills down into and unpacks their experiences—inclusive of the (previously undocumented) lapsing experience itself. It reveals striking similarities between the cancellation of a direct debit and other more conventional purchase decisions. Most worryingly, it seems that most people stop supporting a given charity because they had never really had any loyalty to it in the first place. Charities are not meeting people's needs as donors. There is a distinct lack of understanding between charities and their donors, and donors are lapsing because charities give them little reason to stay. The authors conclude with practical recommendations for the management of attrition.

Copyright © 2009 John Wiley & Sons, Ltd.     

Benchmarking the fundraising performance of UK charities

• The cost of fundraising and its effectiveness are issues of increasing importance in the UK nonprofit sector. Measuring fundraising effectiveness properly is critical to organisations on two fronts. From a financial stewardship perspective, charities need to ensure that their fundraising is as efficient as possible. From a public relations perspective they need to be able to demonstrate this to donors and our other stakeholders. There are many problems to be overcome in objectively judging a charity's performance relative to other nonprofit organisations. There are significant methodological barriers to be overcome to produce valid and meaningful comparisons. The well established Fundratios study shows that it is feasible to construct a methodology for robust benchmarking underpinned by good quality data which charities can use as a tool to inform the management of their fundraising activities.

Copyright © 2009 John Wiley & Sons, Ltd.