1. Case Study: Operation Smile Seizing the Opportunity, Rising to the Challenge(s!)

2. Kyla Shawyer COO, Operation Smile Tom Harrison CEO, Russ Reid

11. Right strategic partner Right experience Right people

13. CONTROL OFFER: “$15 will help provide surgeries to children with cleft palate”

14. CONTROL OFFER: “$15 will help provide surgeries to children with cleft palate”

15. 1 surgery = $240 or $20/month

16. Major gifts Direct mail program What else?

18. Where did we get the money?

19. Long form or short form?

20. $20/month or $240 for a surgery?

21. Landing page or call center?

22. How do we handle attribution of web donations?

23. Creative

24. How should we tell our story?

25. How do we show severe images?

26. Founders or celebrity?

27. Which regions resonate best?

28. Hide

29. Before & After

32. Donor Experience TVDigitalMailEvents

33. PAUSE

34. The story behind the story…

35. Where we were… Department silos Revenue silos Donor “ownership” issues Poor donor experience

36. Where we were Marcommvs.DR

37. The future of fundraising – “One big happy family” Old WayNew Way Organizational Philosophy/structureFragmented; competitiveHolistic; collaborative Organizational Philosophy/structure Multiple Channels/businesses ultimately overseen by the individual department head Integrated Channels/businesses overseen by one CRM head FocusShort-term: reaching this year’s goalLong-term: building for the long-term Measurement of Success ‘Channel owners’ judged by the results from their channel Channel owners judged by the results generated by the entire enterprise Measurement Metric Short-term focus: revenue/net revenue generated by the channel Long-term view: overall value (revenue+ ‘non financial value’) generated by the constituent Data records“Owned” by the channel which acquired recordOwned by all channels Strategic Initiatives WIIFM (What’s In It For Me): developed and launched by individual businesses WIIFU (What’s In It For Us): developed by CRM head, after weighing enterprise options; launched by individual businesses Touchpoint Philosophy Independent: communications launched when it makes most sense for the Individual channel/business Interdependent: one common Communications Plan shared by all channels/businesses. Touches driven by what makes the most sense for the constituent Communications Philosophy Organization-centric: about our needs and what interests us Constituent-centric: about the constituent’s interests, and what appeals to donors Tom Gaffney, Nonprofit Times, 2008

38. Challenges – The Stomach Ache “This is how we’ve always done it.” “But we are Marketing and Communications, not Fundraising?” “How will we be able to measure ROI?”

39. Breaking down the silos Who do I need on my side? Do your homework Focus on consensus building Create advocates It’s going to hurt a little bit! Donor first

40. 25 th anniversary 4,000 surgeries in 10 days across 25 countries with medical volunteers from 80+ countries DMA Nonprofit of the year Seize the momentum!

41. So where did we end up?

42. Marketing Organizational Structure Tom Gaffney, Nonprofit Times, 2008

43. Infrastructure for Growth COO VP Marketing DR Fundraising Digital Media VP Donor Services Database Donor Relations VP Development Major Gifts Events

44. Infrastructure for Growth COO VP Marketing DR Fundraising Digital Media VP Donor Services Database Donor Relations VP Development Major Gifts Events Account Director/ Strategy/ Analytics Account Director/ Strategy/ Analytics President Strategy Creative Media President Strategy Creative Media Account/ Media/ Strategy/ Analytics Account/ Media/ Strategy/ Analytics Media/ Strategy Media/ Strategy Account Director SVP Analytics Supervisor/ Data Control Analytics Supervisor/ Data Control Teleservcs Manager/ Data Control Teleservcs Manager/ Data Control Account Director Account Executive/ PR Director Account Executive/ PR Director

45. Global “Group Hug” Organization-wide re-branding effort Surveyed all stakeholders for input: Defined core values New mission statement Developed a new tag “Brand essence” video

46. Where We Are Now Integrated campaigns Look globally and strategically Increased donor value and our value to the donor

50. Goal: Teamwork = 1,000 smiles! Direct Response Utah Chapter Student Programs Development Medical Volunteers 1.000 Smiles

51. 650%

52. What did we learn?

53. 1. Clear objectives 2. Board, management and staff alignment 3. Secure budget 4. Hire the right agency partner 5. Hire the right people 6. Know your donors 7. Create the right offer

54. 8. Choose optimum channels 9. Integrate across all media 10. Target creative at the right audience 11. Test. Test. Test. 12. Micromanage call center and landing pages 13. Invest in growth 14. Retention. Retention. Retention. 15. Lather. Rinse. Repeat.

55. What can go wrong?

56. 1. Non-alignment 2. Internal messaging battles 3. Silos 4. Insufficient commitment 5. Insufficient infrastructure 6. The “I have ideas too” syndrome 7. Not implementing the 40/40/20 rule 8. Response channel oversights

57. The next 10 years

58. The story, behind the story, behind the story…

59. Does a merger make sense?

60. How do we keep our key stakeholders aligned as we continue to change and grow?

61. How do we change our special events culture to a major gift culture?

62. How fast do we grow globally?

63. Q&A

64. Thank you! Kyla Shawyer kshawyer@operationsmile.org 757.321.3225 Tom Harrison tharrison@russreid.com 626.463.9400