Courses, lessons, webinars on personal and professional development, including CFRE-accredited Planned Giving Boot Camp.
Personal and professional development, including CFRE-accredited Planned Giving Boot Camp and Initiating the Legacy Conversation (new!).
(Feature Article: Anne McClintock Harvard University)
With the recent plunge in the value of investment portfolios, some chief financial officers and development professionals are wondering whether they should remain “in the business” of offering gift annuities to their donors.
Many development officers are wondering where to focus their efforts during these uncertain times. Whether times are good or bad, the answer may surprise you: It’s planned giving.
People give when they are ready to give, not when you are ready to sell (i.e., “ask”). So, just because your lead is not ready to buy (donate) today, doesn’t mean they aren’t important. That’s why we develop relationships.
Helping your donors meet the December 31 tax deadline means that you can plan on staying longer and doing more than just about everyone else — except for your office’s gifts processor. So plan a nice rest in January (Isn’t there a planned giving conference in the Caribbean, then? There should be…) and get ready for the year-end sprint.
“Response rates from newsletters are down! Attendance at my annual seminar is way off…” fundraisers tell us.
It’s my experience that your audience is the single most powerful and most important element in the mix. If your marketing campaign is to get results, whether you use direct mail, print pieces, or e-mail, you must first make certain that the right audience is getting your message. As I see it, finding the right audience determines 60 percent of the outcome.
In planned giving marketing, it’s virtually impossible to guess direct mail response rates unless you’ve had a control group you’ve been experimenting with for years.
With improper messaging you’ll become an unwelcome pest instead of a welcome guest in your donors’ mind.
Your organization helps teenagers with substance abuse. One of your board members announces he’s received a large inheritance from his grandfather and is going to donate $250,000 in his grandfather’s name. The local paper discovers granddad made his money from the sale and distribution of alcohol.
Empower your donors to plan their will and invest their legacy in the cause they support the most.
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