Organization: FINCA International
Team: New Business Development’s Direct Marketing Team, Web Specialist, and Major Donor Officer; Integrated Direct Marketing, LLC; and Direct Mail Processors, Inc.
Role: Project Manager
Overview:
The team had nearly 100 concurrent three- to six-month long marketing projects annually. While the entire team managed the projects together, I was responsible for managing the donor data, drafting the annual budget and calendar for the campaigns, and analyzing campaign results.
The CHALLENGE included managing a CRM with 300,000 donor records, approximately 200,000 recently active donors, and another 50,000 active donors. Each project, on average, included 150,000 – 200,000 donors, and roughly 30 segments. Over the course of the year, there were about 300 different donor segments to manage for the projects. In addition to the quantity of projects, segments and donors, the direct marketing program had outgrown the CRM’s capabilities which further complicated data management. Managing the data included,
+ Exporting donor data from and importing donor gift data to the CRM;
+ Developing and maintaining the coding system for every project and segment;
+ Executing routine data hygiene practices to ensure accuracy;
+ Coordinating with the Web Specialist for email campaigns, the Major Donor Officer for prospect cultivation, the Data Specialist at IDM, and the team at DMP;
+ Tracking the budget; and
+ Providing weekly and monthly analytical reports to the team.
For years, FINCA used a custom coding system, but the program had outgrown the usefulness of the custom system, so I changed FINCA’s coding system to the industry standard. For managing the projects, I used a combination of Excel spreadsheets and the donor database systems.
Results:
Using the industry standard for coding enabled FINCA to further segment its donors and improve fundraising effectiveness and increase revenue.
The team increased net annual revenue by $650,000.
