from the newly formed Area Health Trusts, who have made concentrated
efforts to increase fund-raising and have seen a 12 per cent rise over the
year. What remains to be seen now is the breakdown of revenue between
the various charities and whether certain categories have suffered, perhaps
due to the focus on ‘poverty’ charities by the Lottery Board and the new
competition from the health sector.
It is clear that, since 1991, the charity and fund-raising market has
changed rapidly, bringing with it far-reaching implications for future
income generation strategies.
Income generation and marketing in the RSPB
Income generation
The emphasis on the need to grow conservation in the UK and interna-
tionally, as outlined in the strategy plan, required a matching growth in
income. The RSPB has always faced a need to balance the budget between
income and expenditure: increased expenditure has to be matched by a
combination of an increase in membership levels, higher donations and
legacies or other methods of fundraising.
The customer market domain: Managing relationships with buyers 145
Table 2.6.4 Statement of income for years ending March 1991–96 (£’000s)1991 1992 1993 1994 1995 1996Membership subscriptions 7219 9301 9814 10 529 11 139 12 037
Legacies 5446 7150 6788 8397 9300 9390
Fund-raising:
Appeals 1913 2643 2606 2289 3121 2250
Mail order and shops 1588 2033 2057 2184 1678 1599
Raffles 319 634 591 687 1212 1122
Members’ groups 284 349 386 289 335 273
Collecting boxes, admissions
and general donations 543 551 590 706 529 571
Total 4647 6210 6230 6155 6875 5815
Business support and trusts 1775 1855 1989 1794 2364 2164
Films, consultancy and
incidental income 639 783 699 860 875 779
Grants 560 705 936 1337 1628 3219
Financial– interest, dividends
and investment profits 1096 1015 893 1018 665 693
Income from land 719 781 928 745 634 678
Total 22 101 27 800 28 277 30 835 33 480 34 775Source: RSPB Annual Reports, 1992–96.