Trust Fundraising in the current context: IoF presentation CP Oct 2013

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Professor Cathy Pharoah's presentation to the Institute of Fundraising (UK) includes the latest trends in giving by family foundations including views on the direction of strategic change.

Technology

Presentation to IOF
Fundraising Conference

Trust fundraising in the
current context
Cathy Pharoah
CGAP, Cass Business School
07.10.2013

CHALLENGES
demand increasing – more hungry mouths
statutory funders – looking towards trusts
a) policy implementation
b) collaboration, gaps

supply slowing
unmet need

PRESSURE TO DO IT ALL BETTER
funder engagement/ operational
strategic funding
outcome/impact/ results orientation
social investment approaches

www.shaw-trust.org.uk

dark
matter

major new family gifts

nebulae
emerging
stars

spending out

n

spectactular
growth

giant
stars
www.shaw-trust.org.uk

Few easy answers
One easy bit…Read the Guidelines; Get the spelling, the names right!
Sympathise with trusts’ problems – we’re all in this together
Think about how funder might prioritise
Big focus on need and evidence of how you will make a difference
Innovation? – not necessarily problem-solving, how using resources
What you/ Funder uniquely brings, why funding source matters
Evidence of long-term thinking
Highlight the total package the organisation offers, plus links,

networking, knowledge-sharing
www.shaw-trust.org.uk

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CASE: GS-65 DATE: 02/13/09 (REVISED 01/03/11) David Hoyt prepared this case under the supervision of Michael Marks, Lecturer in Operations, Information, and Technology, and Professor Hau Lee as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright © 2011 by the Board of Trustees of the Leland Stanford Junior University. All rights reserved. To order copies or request permission to reproduce materials, e-mail the Case Writing Office at: [email protected] or write: Case Writing Office, Stanford Graduate School of Business, 518 Memorial Way, Stanford University, Stanford, CA 94305-5015. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means –– electronic, mechanical, photocopying, recording, or otherwise –– without the permission of the Stanford Graduate School of Business. ZAPPOS.COM: DEVELOPING A SUPPLY CHAIN TO DELIVER WOW! Our decision was always to focus on service because we got instant feedback whenever we upgraded delivery. Customers were wowed by the experience, and then they told a bunch of people. And word of mouth works a lot faster on the Internet than it does person-to-person because you can just e-mail out a bunch of your friends and say, 'hey I just had this amazing experience.' That was one of the reasons that we wanted to keep upgrading shipping. —Alfred Lin, Chairman, COO, and CFO of Zappos1 In late 2008, less than 10 years after its founding, Zappos anticipated reaching annual gross sales of $1 billion. When its founder first proposed the idea of selling shoes online, the concept was greeted with intense skepticism. Despite the challenges, the company had achieved dramatic success. It was the world’s largest online retailer of shoes, was profitable, growing rapidly, and had an outstanding reputation for customer service. Its employees were passionately, engaged in their work. While shoes still provided the vast majority of revenues, Zappos had expanded its product offerings based on feedback from customers and the enthusiasm of employees. There was still a huge untapped customer base—only 3 percent of the U.S. population were Zappos customers—suggesting that the company was not close to saturating its opportunities in the U.S., let alone other international regions. However, the collapse of the financial markets, and the prospect of a prolonged recession, created new challenges. Zappos had never been lavishly funded—it had always been intensely conscious of cash. Unlike most retailers, it was continuing to grow, but early signs were that the rate of growth was slowing. As the company’s leadership looked forward, it considered ways that Zappos could sustain the high quality experience that it was known for—to deliver “wow” to its customers, suppliers, and other affiliates. The company’s.

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Trust Fundraising in the current context: IoF presentation CP Oct 2013

1. Presentation to IOF Fundraising Conference Trust fundraising in the current context Cathy Pharoah CGAP, Cass Business School 07.10.2013

2. CHALLENGES demand increasing – more hungry mouths statutory funders – looking towards trusts a) policy implementation b) collaboration, gaps supply slowing unmet need PRESSURE TO DO IT ALL BETTER funder engagement/ operational strategic funding outcome/impact/ results orientation social investment approaches www.shaw-trust.org.uk

3. www.shaw-trust.org.uk

4. www.shaw-trust.org.uk

5. www.shaw-trust.org.uk

6. dark matter major new family gifts nebulae emerging stars spending out n spectactular growth giant stars www.shaw-trust.org.uk

7. www.shaw-trust.org.uk

8. www.shaw-trust.org.uk

9. www.shaw-trust.org.uk

10. www.shaw-trust.org.uk

11. www.shaw-trust.org.uk

12. www.shaw-trust.org.uk

13. www.shaw-trust.org.uk

14. Few easy answers One easy bit…Read the Guidelines; Get the spelling, the names right! Sympathise with trusts’ problems – we’re all in this together Think about how funder might prioritise Big focus on need and evidence of how you will make a difference Innovation? – not necessarily problem-solving, how using resources What you/ Funder uniquely brings, why funding source matters Evidence of long-term thinking Highlight the total package the organisation offers, plus links, networking, knowledge-sharing www.shaw-trust.org.uk

Trust Fundraising in the current context: IoF presentation CP Oct 2013

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