Sample Donation Letter For An Individual

Patron Service Model

author SOR, Published in the newsletter of Culture - Management - Policy, Raabe Verlag, December 2009
A new organizational model for the Marketing and Development is gaining in popularity among American orchestras. The so-called Patron Services model combines the traditionally segregated departments Marketing and Development = = ticket sales fundraising. The purpose of this pooling of resources is, with coordinated marketing and development activities to optimize the revenue from both areas per customer or household.
this revenue are usually in direct proportion to one another. The higher the enrollment rate of concerts and events per customer, the higher the willingness to donate and to donate larger sums.
Based on their level of participation will be divided the customers into different segments such as new customers, repeat customers and VIP customers. Each team then designed the marketing and development communications for one customer segment. The customers with the largest portfolio of activity are mentored (keyword Private Banking), in the new customer segment supervises a staff of thousands of customers. The advantage is that VIP clients such as board members are never asked for a large sum after they have just extended the 22-concert subscription. For another segment, it can mean that a mass appeal for small donations (Annual Campaign) at the same time or just not taking place simultaneously with the sale of remaining tickets.
Ideally, the coordination of all these actions take place in premises where the Marketing and Development departments are separate. In everyday practice, the communication is often less than optimal and the customer (patron) is less transparent. Of great importance for the coordination of the areas is a marketing / Development Software that enables the storage of all relevant customer data and activities. A view of a patron services organization reveals that for the analysis of customer data is needed an army of employees, in order to develop targeted communications and offers.
The customer feedback on the new service model is the industry remained very positive. Internally, the optimization of the Patron Service Model, eg, in Detroit for a year in operation, will continue to work: A logical integration of the areas external communication there is advertising and public relations, ticket office, website and art direction is not in this model .