Best Practice: The NSPCC: The Full Stop Campaign
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The NSPCC: The Full Stop Campaign Robin Fairlie Received (in revised form): 12 October 2000
Keywords: NSPCC, segmentation, direct debit, lifetime value
Abstract In 2000 the National Society for the Prevention of Cruelty to Children (NSPCC) was the winner of the Gold Award in the IDM/Experian Business Performance awards scheme. This case study derives from the submission of the NSPCC, and their agency WWAV Rapp Collins, to the awards panel.
Background
Strategic objectives
Need for a step change Robin Fairlie, Co-Editor in Chief, Interactive Marketing, 1 Broadlands Road, London N6 4AE, UK Tel: 44 (0)20 8340 2528 Fax: 44 (0)20 8340 8979 E-mail: robinfairlie@highgatelondon. demon.co.uk
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In 1994 the NSPCC established an independent National Commission of Inquiry to determine whether it was possible to identify all causes of child abuse, and to put a ®nal stop to each one. The report of the Commission stated that `Child abuse and neglect can almost always be prevented (in 94% of cases) provided the will to do so is there.' The NSPCC decided to act on this report, and developed a longterm strategy to end cruelty to children within a generation. Implementation of this strategy would require both public awareness and support and a greatly increased income. The NSPCC has been raising money by direct mail since 1980; by 1994 net income from donor direct marketing totalled some £5.2m. However, there were several problems. First, the growing number of charities using direct marketing media to solicit public donations, coupled with the arrival of the National Lottery, suggested the real possibility of donor exhaustion among the NSPCC's target audience. Secondly, cold mail (prior to 1990 the sole direct medium in use, and still in 1994 a major medium) was becoming increasingly congested, particularly during the NSPCC's favoured pre-Christmas period; this resulted in a decline in the cost-effectiveness of the medium. Thirdly, the emphasis on repeated solicitations to secure repeated donations was not only expensive (between 1994 and 1998 funds raised grew at a much slower rate than fundraising expenditure Ð see Figure 1 for the charity sector as a whole), but it introduced an undesirable level of uncertainty into budgeting. The result of this analysis was a realisation that a step change in fundraising was required which would produce a substantial increase in net income, together with a higher level of predictability.
Objectives
The objectives of the new strategy were:
& H E N R Y S T E W A R T P U B L I C AT I O N S 1 4 6 3 - 5 1 7 8 . I n t e r a c t i v e M a r k e t i n g . V O L . 2 N O . 3 . PP 256±263. JANUARY/MARCH 2 0 0 1
The NSPCC: The Full Stop Campaign
Figure 1: Aggregate charity fundraising expenditure trends 1994±1998
Ð to maintain cost-effective growth of the existing donor base Ð to recruit new donors on the basis of regular, rather than one-off, giving Ð to identify the appropriate relationship for each donor in order to maximise lifetime value Ð to use the immense exposure generated by the ca
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