National Promotion. Their aim is to recruit members with a tight cost per
member budget. To achieve this target recruitment information is mailed to
rented lists of non-members and advertising is placed in national and regional
media. The names of non-members who come into contact with the RSPB are
also collected onto the database for mailing with recruitment information.
Direct Mail. Responsibilities are to retain members and to build relationships
with them, to raise funds from appeal mailings, lotteries, covenant and financial
products, including the RSPB Visa Card.
Legacy Marketing.The objective is to maximize the RSPB’s legacy income from
members whilst also working within the boundaries of corporate positioning.
The work is divided into two areas, called appropriately ‘the Living’ and ‘the
Dead’.
The Living.This involves generating interest in legacy donations through adver-
tisements in Birdsmagazine and through mailing of the legacy prospectus to
supporters.
The Dead. Income from existing bequests is monitored and outstanding
income (approximately £5 million per annum) is regularly chased; occasion-
ally the Society are involved in administering or contesting wills.The second objective of ‘Towards 2000’ was immediately addressed by
the appointment of 10 regional fund raisers, whose agenda is to in-
crease involvement with local companies, individuals and organiz-
ations. Their role is to raise awareness of the RSPB’s work and increase
donations by organizing charity events and functions in their respective
regions.
As well as those outlined above, other areas of commercial fund-raising
potential were investigated. Joint ventures have been set up with manu-
facturers of bird care products in which the RSPB receives funds for care-
fully vetted endorsement of products such as bird seed or garden feeding
tables. Commercial sponsorship is also actively being sought, although
great care has to be taken with the types of industry involved. Oil compa-
nies have expressed a desire to be involved with the charity but this could
seriously jeopardize the RSPB’s integrity and is not consistent with the
policy aims of ‘Towards 2000’.
The donor pyramid
When undertaking the issue of membership growth, as outlined in the first
objective, Hurst and Rothwell began by analysing the past membership
marketing strategy. This had been accomplished by using the concept of
‘the donor pyramid’, which provided the basis of the marketing strategy
prior to the publication of the ‘Towards 2000’ document (Figure 2.6.4).
The aim of the pyramid was to develop a strong supporter base in which
RSPB membership was seen as a series of steps that members take towards
becoming committed long-term, high-level, donor members.
150 Relationship Marketing