1. “The Challenger Sale” Teaching Prospective Clients Why They Want to Buy From Us Fundraising Version

2. Our Goals For This Week How and when to perform “Commercial Teaching” the ASI Way! Why Should Prospective Clients Buy From ASI? Learn to Teach, Tailor and Take Control Adjust for different audiences Discuss how to fit into the SPP process

3. Commercial Teaching Why Should You Buy From ASI? 1.The Warmer 2.The Reframe 3.Rational Drowning 4.Emotional Impact 5.A New Way 6.Our Solution

4. Any Charity Tailored for Prospect –Prospect Name –State Objective of this Meeting –You need to research the prospect so you can tie their pain points into the main reasons why they should buy our solution which is in this presentation

5. What We Want to Share With You Business Challenges Faced Today Adopt System Correctly; Positive Future Impact Best Practices for Selection and Implementation of a Continuous Performance Improvement System! Our Approach

6. Sources for Industry Data Primary 1500 Charities we serve Stories from the Field About Our Clients Like You Secondary –Marketing General Inc. –Neilson / Norman Group –Charity Dynamics –Other Sources

7. 1. The Warmer

8. Research Shows Challenges Facing Clients Improving Engagement –Donor Retention and Acquisition –Constituent Satisfaction –Deepening Loyalty –Data Integrity –Brand Enhancement Improving Performance –Reaching Your Goals –Effective Staff Time Management –Managing Risk –Operating Cost Controls –Keeping up with Changing Technology

9. 2. The Reframe

10. Today’s Traditional Systems Fail Not the Best Way Meet Challenges of Tomorrow! –Fail at Continuous Performance Improvement –High Opportunity Costs Ineffective for Driving Engagement –High Real Costs Multiple Systems Multiple Vendors Internal Staff Costs

11. Kill Opportunities for Continuous Performance Improvement –Disparate Data –Roadblocks to Disciplined Data Management –Goals Get Disconnected –Unreliable Management Reporting Estimates - Average Client Loses a Minimum of 10% - 15% Per year from Failure to Take Advantage of Opportunities; –Management Decisions Not Based on Valid Data –Poor Decision Making –No Decisions Today’s Traditional Systems Fail

12. Continuous Performance Improvement Leads to Growth A recent analysis by consulting firm TCC Group of nearly 2,500 nonprofits has found that those exhibiting multiple ‘R&D behaviors’, such as gathering data directly from program recipients to determine how to improve programs and evaluating programs to figure out what works rather than deciding if it works, grow revenues twice as fast as those nonprofits exhibiting few such behaviors, even after controlling for other factors

13. System Effectiveness is Low Do Not Expand Donor Engagement –Not Suited Today’s World –Donors Want to Use the Web –How, When & Where They Want It Estimates - Average Client Loses a Minimum of 10% - 15% Per Year and Growing from: –Lost Fundraising Revenue –Lower Donor Engagement and Retention

14. Today’s Traditional Systems Weak Net Revenue Contribution From System Investment

15. Adopt a Modern, Effective System This is What You Want to Achieve

16. Research Shows … Systems Too Costly and Complex Applications –Web Site –Donation Management –Marketing / Campaigns –Moves Management –Personal Self Service –Social Networking –Private Communities –Commerce (Financial) –Mobility Services for Each Application –Training Retraining –Customizations Tailoring the Application Source code changes –Integrations –Maintenance –Upgrades Re-Customize? Repair Integration Points? Estimated services are more than 60% of the costs… the majority go toward integration, customization, difficult upgrades and repair over time.

17. Complex Integrations Disparate Products & Vendors High Cost of Ownership += Donor Database aka CRM Staff Our Research Shows … Systems Too Costly and Complex

18. $278,000 $260,000 Typical Hard Cost of Traditional Approach Over 3 years

19. $650,000 $ 677,500 Typical Hard Cost of Traditional Approach Over 3 years

20. $1,300,000

21. 3. Rational Drowning

22. Our Research Shows … Systems Too Costly and Complex Hidden Costs? –Extra Management/Staff Time (Cost) Manage Silos Vendor Relationships Integration Points Customization Training

23. Our Research Shows … Extra Mgt/Staff Costs $230,000 $225,000

24. Our Research Shows … Extra Mgt/Staff Costs $350,000

25. Our Research Shows … Extra Mgt/Staff Costs $580,000 $575,000

26. 4. Emotional Impact

27. Greatest Gains made with a New System Use Best Practices Focus on Donor Engagement Consolidate Applications and Websites Minimize Customization Maintain Upgrade Path

28. Inhibitors to Growth Lack of strategy & planning Inconsistent performance measurements Management systems are not agile Processes that hinder growth Overly complex systems Inadequate staff training Inaccurate Data

29. Fraternity / Sorority Growth Select Fraternity / Sorority Membership Organizations Grew Four Times Faster Than Peers We Observed –24 % Growth versus 6% Growth

30. Salesian Missions Salesian Missions process 10’s of millions of donations a year. Increased processing time donations acknowleged in one week – down from 3 to 4 Improved donor retention

31. Girl Guides of Canada "iMIS provided the functionality we needed to streamline our operations right out of the box but also gave us the room to grow," said Nigel Carpenter, Manager of Information Management Services." 31 << Back to Table of Contents

32. "We have a large number of orders coming through iMIS every year. Our main difficulty was being able to respond to those quickly." said Chris Cranie, Head of IT at Fairtrade Foundation. "The order being processed through iMIS has allowed us to do that a lot more efficiently, and our response time for an order for Fairtrade merchandise has gone down from about 3 weeks to 1 week." << Back to Table of Contents 32 Fairtrade Foundation

33. Traditional Costs a Lot More Than Modern Approaches $500,000 $100,000 $500,000 $75,000

34. Traditional Costs a Lot More Than Modern Approaches $278,000 $90,000 $1,000,000 $225,000 $1,200,000

35. Traditional Costs a Lot More Than Modern Approaches $1,800,000 $400,000 $1,900,000 $300,000

36. Emotional Impact: Discussion With Client Your objective is to get the prospect to buy into the Reframe! You have to paint a picture through story telling of how other companies just like the customer’s went down a similar painful path by engaging in behaviour that the customer will immediately recognize as typical of their own company Starts out..I understand you are a little bit different Next statement needs to be immediately familiar to the prospect…requires a deep understanding of the customer before the meeting Why because you want the client to replay the same scenario in their head as it actually happened to them in the past You have to create an emotional connection between the pain in the story you are telling and the pain your customer feels everyday inside their organization

37. Questions to ask before the meeting Describe the process of how you selected and implemented your current system? Do you have all the elements you need engaging donors? –Donor Database How do you measure donor / volunteer retention? How do you measure donor / volunteer growth? How do you measure donor / volunteer engagement? –Online Engagement How do you reach donors / volunteers through Social media? Describe problems! Do donors get redirected to a portal or static pages? Describe problems! Do you offer Mobile Access to your web site? Describe problems! Do you have the flexibility you need to test and maximize different donation pages? Describe Programs! Were your costs for the above higher than expected? By how much?

38. General system questions How many databases does it take to manage all of this today? How do you sync up disparate databases? What else do you use to promote donor / volunteer engagement? What types of problems have been caused by customizations to source code? How often do you upgrade to major new versions? How much time and money does it cost you when you upgrade to major new versions What are the repercussions for not meeting your organizational performance targets?? –How do you measure progress toward targets?

39. For Consideration…Vendor Questions? How many vendors do you contract with to manage your current environment? Have any of your vendors of the past been acquired by other companies? Does one vendor contract for multiple databases in your environment? If yes, which ones?

40. 5. A New Way

41. A Full Cycle, Web Based Engagement Management System (EMS)

42. What If? Better Management Tool Enable Continuous Performance Improvement Better Engagement Platform Build Donor Engagement especially on the Web Better Value Drive down the Cost and Complexity

43. What If You Could Increase Revenues and Decrease Costs From an Engagement Mgt System Investment?

44. 6. Our Solution

45. Empowers Continuous Performance Improvement

46. Full-Cycle Engagement Management

47. iMIS is Rated #1 (again)… #1 in customer satisfaction 6 years in a row * Organisations w/ $2M budget and above * Data on charts from 2012 Time to Implement Cost to Implement Ease of Implementation Performance After Implementation

48. Engagement Management Software Complex Integrations Disparate Products & Vendors Higher Cost of Ownership Holistic System, One Database One Product Platform Lower Cost of Ownership Half-Cycle ApproachFull-Cycle Approach

49. Benefits Increasing Revenues –Increasing Donor Participation –Adding Value to donors –Attract younger donors Reducing Costs –Reduces number of vendors –Reduces cost of support resources –Easy maintenance of websites and content Reducing Risks –On-time on budget implementations –Upgradability –Continuous Performance Improvement

50. Unique Advantages Continuous Performance Improvement Engagement Management Web Management Platform

51. EMS