caliber cmf presentation_final

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  1. 1.
  2. 2. DefiningCorporateAlliances
  3. 3. DefiningCorporateAlliances
  4. 4. KeyAllianceAreas
  5. 5. MissionSupport&Advancement
    Outright giving that supports the mission and vision, many times enhanced by marketing the donation as a matching gift

  6. 6. CauseMarketing
    A relationship between a corporation and nonprofit that generates consumer-driven support for the hospital through various activation methods

  7. 7. EmployeeActivation
    Engaging employees in fundraising, volunteerism and championing of the cause
  8. 8. In-KindandEnhancement
    A budget-relieving or experience-enhancing donation that has the ability to generate incremental revenue, assist expense line items and/or increase brand awareness

  9. 9. Sponsorship
    Program, event or physical structure-related, typically a financial or in-kind donation in exchange for goods, services, experiences and/or visibility
  10. 10. CorporateChampion
    Utilizing corporate partners and sponsors as champions or rainmakers to open new doors to funding, partnerships and marketing services
  11. 11. IntegratedApproach
  12. 12.
  13. 13. Feasibility 10
    Are your development, hospital and Board leadership open to cause marketing and corporate alliances?Do you know in what context?
    1
    Are key physicians in key areas of expertise/department/pillars open to aligning their programs with corporate partners?
    2
    Do you have internal corporate leads you can access/approach for cause marketing and corporate alliances?Do you know in what context?
    3
  14. 14. Feasibility 10
    Are the medical department/pillars open to working together on cause marketing and corporate alliances?OR would any alignment have to be pillar-specific?
    4
    Do you have a strong regional brand or exceptional national research in key, consumer-friendly departments/pillars?
    5
    How well do key areas of development work together:major gift officers, direct mail, event production, sponsorship, marketing communications, PR?
    6
  15. 15. Feasibility 10
    Is development marketing and outreach separate from clinical marketing?If so, how well do they work together?
    7
    Do you have any event, advertising or human resources that can be leveraged in support of a cause marketing program?Do you know in what context?
    8
    Do you have the resources to devote someone or part of someone to creating a formal program and conducting outreach for the next 18 to 24 months?
    9
    Does your institution have the legal skill and/or resources to devote to supporting a formal corporate alliance program?
    10
  16. 16. WhosWinning
  17. 17.
  18. 18. The Internal Process
    Board Support & Internal Champions
    Head of Development Head of Marketing
    Attorneys
    Physicians in Key Consumer Areas of Focus
    BreakingDown Silos
    Board
    Hospital Executive Leadership
    Diabetes
    Peds
    Heart
    Cancer
  19. 19. Structure
  20. 20. Integrated Approach
    Professional Committee
  21. 21. Tools and Resources
  22. 22. Positioning for Success
  23. 23. What Makes You Unique?
    Unique Selling Point(s)
  24. 24.
  25. 25. Strategic Alliance Cycle
  26. 26. Strategic Alliance Cycle: Acquisition
  27. 27. Cultivating Leads
    Event Sponsor
    Physician
    Grateful Patients
    Agency Contacts
  28. 28. Cultivating Leads
  29. 29. Utilizing Your Assets
  30. 30. Utilizing Your Assets
    Cultivation Events or Programs
    Professional Advisory Group
  31. 31. Telling Your Story
    PHYSICIANS, RESEARCHERS & MEDICAL STAFF
    VOLUNTEERS
    CORPORATE PARTNERS
    FAMILIES & PATIENTS
  32. 32. Closing the Deal
    Just do it.The best way to learn is to start.
    Its about value. Define the ROI.
    Have a creative idea.Dont walk into the room empty handed.
    Get advice. It you are not a marketer, find a mentor.
    Get Integrated. Know your assets and think bigger.
    • If possible, avoid cold calling.Use every contact you have.
    • 33. Research.Find out what is currently going on with your target company, their industry and their competitors.
    • 34. Listen. Know your product and its values/assets well and be ready to adapt to meet their goals.
    • 35. Get a meeting.You want to get in the door.
  33. Closing the Deal
    Stick With It
    Eighty percent of new sales are made after the fifth contact, yet the majority of salespeople give up after the second call. Follow up and keep calling. Persistence pays off.
  34. 36. Strategic Alliance Cycle: Optimization
  35. 37. Strategic Alliance Cycle: Retention
  36. 38. Measurement
  37. 39. Contact Information
    MaureenCarlson
    President
    Caliber Sales & Marketing
    www.calibersm.com
    mcarlson@calibersm.com@MCCaliber


    PhilipsMcCarty
    President
    Cause Innovation
    www.causeinnovation.com
    philips@causeinnovation.com
    @CauseInnovation