By Mal Warwick
Do not panic. lightly, capably (as just a completely immersed 30 12 months veteran and thought-leader can be), Mal Warwick examines the downturn and its effect on charitable giving long ago (the unmarried top research i have encountered), then explains what average and made up our minds nonprofits can do to counter the unwell effects.
Mal explains what to do, why to do it, whilst to do it, and the way. With the agility of a gymnast, he strikes the reader in the course of the internal workings of the Boston Matrix (which is helping you choose which fundraising actions to chop and which to avoid wasting) ... to a superb, quick dialogue of junk mail "creativity" and its down facet ... to segmentation ... to stepping up your efforts on-line. i might name this a again to fundamentals ebook, yet i believe that is deceptive. i feel this can be extra a "back to the fundamentals you may have been doing all alongside yet most likely were not, with a ton of latest study and insights added." Empowering. exciting. Reassuring. severe (i.e., no longer for the weak). It joins a line of crucial books by means of Mal Warwick that experience enlightened (and, now might be, helped retailer) numerous nonprofits.
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Additional info for Fundraising When Money Is Tight: A Strategic and Practical Guide to Surviving Tough Times and Thriving in the Future
During the years 1967 to 2007, inflation-adjusted giving fell an average of 1 percent in years of recession. 7 percent (again adjusted for inflation). But we’re more interested in the future than the past, right? The S&P 500 is what economists call a “leading indicator,” which means that it tends to predict economic conditions in the near future; fundraising is a “lagging indicator,” which means it doesn’t slip until a recession is well under way. By the time fundraising results have dropped, the economy may even be on the upswing.
If your organization has been acting as though nothing has changed as the world’s economy has stumbled and fallen, it’s now long past time to respond to the crisis. And if your organization’s leadership has overreacted to conditions and succumbed to panic, it’s equally important that you reexamine the world around you and set a course of action grounded in strategic thinking. Part One, comprising five chapters, explores a strategic approach to determining that course. CHAPTER 1 What History Teaches Us nward and upward” appears to be the byword of the human race in the modern era.
Its ultimate depth and scope are yet to be seen, but it has already been under way for a full year, and commentators on economics and business are shying away from comparing current conditions to those in any previous economic reversal since World War II. It would seem that the more relevant comparison will prove to be with the Great Depression. What do we know, then, about philanthropy in the 1930s? Giving During the Depression During the early years of the Great Depression, according to the limited data we have available, giving did indeed decline significantly three years after the Crash, though not nearly as precipitously as the economy as a whole.
Fundraising When Money Is Tight: A Strategic and Practical Guide to Surviving Tough Times and Thriving in the Future by Mal Warwick