OBE49749

Campaign for Sightsavers
Tactical Response
Recent research by the market research organisation DJS has revealed some intriguing trends in the attitudes of Britons to donating to charity (DJS 2013). For example, it was found that those who were earning an average income were more likely to donate to charities than those who were earning a higher than average income. Another very important finding of the survey was the fact that charities could be missing out on as much as £665 million in donations a year because they failed to address the main reasons for non-donation, which were found to be financial constraints and a distrust of charities due to lack of information. Among the concerns expressed by respondents were wastage costs, lack of transparency and administration costs. In other words, people were discouraged from donating to charities if they could not see a real and definite impact in the charity’s work. They wanted to feel that their donations were having a definite effect. Within this context then, the communication problems of a charity such as sight savers are twofold: On the one hand, the charity needs to make sure that it has a real presence in the public consciousness, and draw attention towards the urgency of the issues that it is concerned with. On the other hand, it needs to demonstrate to potential donors that their money is being used effectively to address these issues, and that a real impact is being made.
A useful starting point for developing a strategy to address the communication issues of Sightsavers is the SMART approach. This approach has been developed as a tool for project management in order to set key goals and clearly outline objectives. According to the SMART approach, goals should be specific, measureable, attainable, relevant and timely. Taking the first of these criteria, Sightsavers needs to set out specific goals for its communication strategy. As outlined above, the goals for Sightsaver’s communication strategy are twofold. They need to have a higher visibility within the public domain, drawing attention to the urgency of the issues which they are dealing with. Then they also need to make sure that potential donators are aware of exactly how their money is being used, and what impact it is having. These two specific goals may be broken down into smaller constituent parts, on the basis of existing market research. For example, when it comes to raising general awareness of the issues in the public domain, Sightsavers needs to consider who its potential donators are. On the basis on research from DJS (2013) and Ipsos Mori (2013) has suggested that those who are earning an average income are likely to be more willing to make donations than those earning a higher income. In addition, further research has suggested that those who are over 60 are almost twice as likely to donate to charities as those under 30 (Sedghi 2012). Therefore, Sightsavers also needs to consider different ways of reaching out to demographics which are less likely to donate, in order to widen their base of potential donors. This means making use of communication networks used by the younger generation, such as social networking sites and digital messaging.
In terms of developing measureable objectives, Sightsavers needs to consider ways in which the objectives of reaching a wider demographic and ensuring a greater transparency may be achieved. In terms of donations, Sightsavers should set a specific target for their overall donations, including a reasonable target for donations from those under 35. These will be key performance indicators, and failure to meet these targets should ensure a review of strategy. Related to the notion of measureable goals is that of attainable goals. Whilst it is important to set targets in order to measure the effectiveness of new initiatives, these must be reasonable targets, taking into account potential constraints. The key question for Sightsavers here is how these goals may be accomplished. As has been noted above, Sightsavers needs to have a higher visibility in the public domain, particularly when it comes to attracting younger donators. According to Curtis et al (2010), social media tools are becoming beneficial methods of communication for public relations practitioners in the non-profit sector. Furthermore, social media can be extremely effective in reaching target audiences and promoting a specific cause. Advertising on sites such as Facebook can target very specific demographics based on the users’ gender, age and general preferences. As well as making use of social media, another important thing for Sightsavers to consider is the use of new technologies such as text donations. This is important, not only in making the process of donating simpler for the more technologically proficient younger generation, but also in changing the image of the charity itself. According to Tapp (2011), branding can be an extremely useful tool of many non-profit organisations, although they do not call it ‘branding’ as such. He suggests that this is a commercial practice which may be developed further in the non-profit sector, particularly in terms of creating a ‘personality’ for the charity with which donators could actively engage. For many young people, the notion of putting money in an envelope and sending if off is simply outmoded. The ability to donate through sending a text message does not simply make the process easier. It also suggests to young people that they can also make a difference, and that the charity is not overloaded with cumbersome bureaucracy. This concept has been borne out in research which suggests that text donations doubled in 2012 (Warman 2012). In 2012, £66 million was donated by text message, as opposed to £32 million in 2011. In particular, 25 percent of 18- 34 year olds said that they had used SMS to donate in the second six months of 2012, as opposed to just 8 percent of those over aged over 35. The process of text donation has been increased by widespread advertising on billboards. However, it also may be tied into the recent phenomenon of reality TV shows where audiences can vote by text messaging. The process of sending a text makes an individual feel part of a wider process, and this same effect can be utilised by charities to make individuals feel like they are making a real difference. For example, the coordinated fundraising effort of comic relief raised £15 million by text message donations in 2011 (Lake 2011)
Following the SMART approach, Sightsavers needs to consider whether these potential efforts are relevant. In order to answer this question, several things need to be taken into account, including both social context and the charity’s wider objectives. In terms of social context, as has been discussed above, making use of social media and SMS technology to reach a wider target audience is extremely relevant, as they represent the ways in which the younger generation communicate both with each other, and with the wider community. The adoption of social media advertising can be crucial in changing the image of a charity, or, as Tapp (2011) puts it, changing the ‘personality’of an organisation. For a young person to see a Sightsavers advert on their Facebook timeline, the message is instantly that they are able to make a difference, and that the charity is not just ‘for old people’. Furthermore, the use of SMS technology to encourage text donation relates giving to charity to voting on a reality television show. It helps young people to feel to engage with wider issues, and feel that their input has a direct effect, as according to research, the act of giving via text message was found to give young people a ‘buzz’ (Warman 2012).
The final aspect of the SMART approach is that of timeliness. This means essentially that any initiatives need to have a definite timescale, which can help to establish a sense of urgency for the change, and prevent them being overtaken by more mundane day to day issues. For Sightsavers, this means setting specific deadlines for the new communication strategy to be completed, as well as developing a general timescale for the different phases of the strategy. For example, the development if a text donation service requires a coordinated advertising campaign on billboards or newspapers in order to make people aware of this possibility. This may be regarded as the initial stage in changing the ‘personality’ of the organisation. It may then be followed up with an advertising campaign on social media sites such as Facebook in 6 months. The overall deadline of a year is likely to be sufficient for the achievement of a change in communication strategy.
Reflection
According to Gregorty’s 10 point plan, Sightsaver’s strategy should be developed as follows:
1. Background/ research. Research has suggested that those who are in a higher age range are likely to donate to charities. Furthermore, those who are earning average wages are more likely to donate than those on higher wages. In addition, recent trends suggest that there have been large increases in donations to charities made via text messaging, particularly among the younger generation. In 2011, Sightsavers received a total income of £39,145,000. Of this, £17,482,00 came from individual donations (44.7 % of total income). In the same year, 23.8 % of Sightsavers’ total expenditure went on the generation of charitable funds (£8,700,000).
2. Problem/ Opportunity. Whilst Sightsavers receives large donations from individuals, they are failing to attract donations from the younger generation. In addition, despite a successful website, Sightsavers has no presence on any social media sites.
3. Objectives. The objective of the new strategy is to attract younger people to make donations to Sightsavers. Many people in the 18 – 30 age range earn reasonable wages and are keen to engage with social issues (DJS 2013). Therefore, an overall increase in income may be achieved through attracting the interest of younger donators.
4. Targets. 44.7% of Sightsavers’ current income comes from donations from individuals. A reasonable target for the next year is an increase to 46%. Of the total income received by Sightsavers from individual donations, it is hoped that 10% of this income may come from the under 30s age range.
5. Message. The main message which Sightsavers wishes to promote is the fact that the donations which they receive reach the people who need them. Therefore, the emphasis of the campaign needs to be simplicity and direct action. These messages are likely to appeal to the younger generation. The campaign needs to stress that by donating to Sightsavers, people can make a real difference, and actively engage with social issues which they are concerned about.
6. Strategy. The objectives of increasing overall income by approaching the younger generation has two different elements. The first of these is to increase visibility among this generation through the use of social networking sites. This does not simply mean using social networking sites as a location for advertising, but also using the methods of communication which such sites facilitate. To this effect, a Sightsavers facebook page should be set up, which involves regular communications about Sightsavers’ initiatives. The second aspect of the strategy is to make the process of donation easier. This involves the introduction of a SMS donation service, whereby people can make donations via text message. This service will need to be accompanied by related advertising campaigns.
7. Channels. As stated above, there are two main channels of communication which can be utilised. The first of these is the Internet, making use of social networking sites via a prominent Facebook page. The second of these is the use of mobile phone networks to facilitate the donation process. The advertising campaign to accompany the text donation scheme should involve prominent adverts on public transport such as trains and buses.
8. Timetable. The strategy should be employed over the course of a year. The initial planning and consultation stage should take place over the course of six weeks. During this period, the original advertising brief should be written. During this time, there should also be the development of the media brief. Two weeks after the initial six week planning stage, there should be the review meeting, during which campaign documents are considered, and a report provided. Two weeks after this review, the media buying process should begin. This should be followed by the actual campaign time, which should be set at six months. During and after this period, there should be an evaluation process in order to consider how successful the campaign has been, and if there are any changes which need to be made in future.
9. Budget. The budget for this campaign is £60 000. Of this budget, approximately 33.3 % should be spent on digital media advertising (£20 000).This includes Facebook adverts, as well as promoted posts. Another 33.3% of the advertising budget should be used for the purchase of advertising space on public transport to accompany the SMS text donation scheme. The final 33.3% of the budget should be used to engage SMS service providers for the text donation scheme.
10. Evaluation. The evaluation process for the campaign should ideally take place six months after the strategy has been implemented. In order to examine the effectiveness of the campaign, the eventual outcomes, should be analysed alongside initial targets. In addition, some element of research might be necessary (perhaps in the form of questionnaires) in order to ascertain which channels have been the most effective in reaching the target audience.

Referencing
Bryson JM (1988) ‘A strategic planning process for public and non-profit organizations’ Long Range Planning, Elseiver 21.1 73 – 81
Curtis, L., Edwards, C., Fraser, K. L., Gudelsky, S., Holmquist, J., Thornton, K., & Sweetser, K. D. (2010). Adoption of social media for public relations by nonprofit organizations. Public Relations Review, 36(1), 90-92.

Doran, G. T. (1981). There's a S.M.A.R.T. way to write management's goals and objectives. Management Review, Volume 70, Issue 11(AMA FORUM), pp. 35-36.

DJS Research (2013) ‘National Survey reveals how Britons feel about charity’ www.djsresearch.com 15th March 2013

Lake H (2011) ‘Comic relief raised £15.1m in text donations’ www.fundraising.co.uk, 3rd May 2011
Sedghi A (2012) ‘Charitable Giving – how does it differ by age?’ Guardian 25th September 2012
Tapp, A. (2011). Charity brands: A qualitative study of current practice. International Journal of Nonprofit and Voluntary Sector Marketing, 1(4), 327-336.

Warman M (2012) ‘Text message donations double to £66 million’ The Telegraph 20th December 2012
Online Resources www.sightsavers.org.uk www.ipos-mori.com