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Consideration of Marketing Policy Deployed By A UK Animal Charity Sangeeta Sardiwal Charities face intense competition when raising funds similar to other businesses. Research has shown little is known by charities as to what relationship exists between marketing spend and the investment returns from individual marketing channels, which contribute to total net funds. This is important for a charity to know, as in the future they can use this information to determine whether their net funds will stay healthy or whether their financial position is in jeopardy. This paper attempts to investigate what configuration of marketing channels used by a UK animal charity would give the greatest benefit to the animal charity. A case study is applied of the Royal Society for the Protection of Cruelty to Animals (RSPCA). A range of hypothesis were developed and tested to see how different levers of the system affected the net funds of the charity and the total awareness of the charity over time. The results through investigation using system dynamics a modelling approach highlighted that when determining marketing policies it was important to consider not only the income return for each marketing channel but also the effect different marketing channels had on the total awareness of the charity. This paper would provide benefit to charity organisations, policy makers and other businesses in helping them to devise different marketing channel policies that would provide the greatest benefit to an organisation, whereby the benefit results in both increased levels of net funds and the total awareness of the charity. Keywords: Marketing policy, charity, system dynamics modelling 1.0 Introduction Charities exist to create a better society in which they are committed to voluntary action (Charity Commission, 2005), whether its Oxfam working towards ending human poverty or the RSPCA working towards stopping the suffering of animals. Marketing in charities takes a range of different forms, whether it involves web marketing, external communications or other marketing trials. Marketing is crucial to the long term survival of a charity. The role of marketing is not just to increase the funds raised but marketing also acts to increase aided public awareness of the charity and to sell products and services. In a survey of UK charities 29% said that the prime role of marketing for charities was to sell products and services, where as 10% of charities believed it was to raise the media profile of the charity (see figure 1). Any comments would be welcomed, please send to London South Bank University 103 Borough Road LONDON, SE1 0AA, UK [email protected] 1 Figure 1: RSM Robson Rhodes (2006), Investigating the primary role of Marketing for UK charities The ability of a charity to relate its marketing costs to its investment return is an important issue. This is even more critical in situations when the charities’ net funds are depleting over time. Similarly this is an important issue for other types of businesses to address. The aim of this research is to investigate what configuration of marketing channels used by a UK animal charity would give the greatest benefit to the charity, the RSPCA. A case study has been applied of the RSPCA. There is a need for the charity to achieve a high level of efficiency and effectiveness. One way of doing this is by working closely with the public to reduce the suffering of animals. Importantly the charity receives no lottery or state aid, and the RSPCA like other charities have become dependent on voluntary donations and legacies to meet increased running costs. Established in 1822 history has shown that the RSPCA was the first national animal protection society in the world. The charity later received royal approval and continually working towards exposing cruelty, carrying out practical welfare work and developing sufficient funds to increase its growing national network (RSPCA, 2008). 1.1 Problem Articulation From the literature it is evident that there is intense competition between charities in order to attract funds from donors. Increased competition for charitable funds leads to greater cash flow tightening. Research carried out by RSM Robson Rhodes in 2006 involved sending out surveys to finance and marketing directors in UK charities to investigate issues associated with marketing in charities. Some of the highlights of this research indicated that 76% of all charities that answered in the study reported that they failed to monitor the results of their marketing spend. After further research the majority 70% indicated that they monitored the marketing results to some 2 extent, whilst 8% were not sure to what extend the marketing results were monitored (see figure 2) (RSM Robson Rhodes, 2006). More worryingly the trend among charities has been to increase marketing spend without monitoring the marketing returns generated. Figure 2: RSM Robson Rhodes (2006), Investigating the extent to which marketing results are monitored by UK charities It has been identified that one of the main gaps in the literature has been this need to look at how effective marketing expenditure has been in improving the return on marketing investment. This has been the key emphasis of this research to address as there needs to be both a greater understanding of marketing within charities and understanding of the different marketing returns on investment. The problem is further escalated in situations when it is not clear what the marketing and marketing related costs are, as they are not evident in the profit and loss sheet and are hidden among larger budgets (RSM Rhodes, 2006). Charities must be accountable to the public. There has to be a shift in culture that charities can no longer take their charitable status for granted. 1.2 Research Framework In investigating what configuration of marketing used by a UK animal charity would give the greatest return on marketing investment, system dynamics is used as an approach to model the problem situation. The advantages of system dynamics is that it allows us to replicate the behaviour of a real life system and then to test out various management policies in a virtual world. This is in order to see what affect these policies have on different parts of the system without having to interfere with the real life system, in this case a charity. Thus system dynamics is policy driven with the purpose of solving a problem, by discovering policies that will improve the behaviour of the system. Importantly we are all embedded as part of this charity system at some times of our lives, whether we are charity donators, part of a charity organisation or whether we receive charity. A great deal of complexity exists among a charity, 3 as relationships change between the charity, the state and public. There is the challenge for charities to meet legal requirements, and undergo better regulation as the charity grows in size. There has been a continued challenge for charities to meet growing demands for services in an ever changing environment. System dynamics helps us to adopt a holistic view, whereby we are concerned with looking at the aggregation of the system. System dynamics will help us better understand this complex system we are all part of (Sterman, 2000). System dynamics helps us to obtain hard figures, if we spend ‘X’ on marketing we can see what return ‘Y’ we would achieve by forecasting the future behaviour of the system. As part of the SD paradigm system dynamics focuses on feedback systems, which is highly relevant when modelling charity systems (see section 1.4.2 illustrating the conceptual model). The 5 phrase approach to system dynamics has been used as outlined by Sterman (2000). This is highlighted below: The first phase is problem articulation which involves structuring the problem and determining the main variables. The reference mode is determined which illustrates the typical behaviour of the system. Following from this phase 2 involves formulation of the dynamic hypothesis, which involves developing causal loop diagrams to illustrate the relationships between factors and to identify the main feedback structures that exist. Phase 3 involves formulation of the simulation model, estimates are given for various parameter values, and stocks and flows are used to represent the system. Phrase 4 involves testing the model to see if it replicates the reference mode. Further robust under extreme conditions testing is undergone. This has helped us see the sensitivity of different parameters. Phase 5 is to use the model and to develop alternative strategies and policies, whilst using different scenarios. The software Stella 8.1.1 was used to do the stock and flow diagrams and Vensim PLE software was used for the causal loop diagrams. 1.3 Research Contribution The ability of an organisation not to be clear on the return of their marketing spend in terms of income being generated and other benefits being created, would only result in donors having a lack of confidence and trust in the charity. This would lead to less donations being given by charity supporters (RSM Robson Rhodes, 2006). The model could be used by marketing teams within charities to help prove to donators whether their marketing activities have resulted in a good return for the charity, and thus help to instil confidence and trust in the charity. The research could be even more significant in terms of aiding policy as under the Charities Act 2006 charities have to prove that there is an identifiable benefit to the public. This is where system dynamics can play a powerful part in helping to illustrate the benefits that a particular charity can bring and help justify why an organisation requires charitable status, and should get tax exemptions from the government. 4 1.4 Applied system dynamics methodology The following five phases of the system dynamics methodology are applied below: 1.4.1 Phase 1 The animal charity is not aware of what future incomes will be generated from the marketing channels that they use. These marketing channels include legacy marketing, direct marketing, door to door marketing and other fundraising. The dynamic problem for the RSPCA is that the net funds are depleting over time although they remain positive there are less reserves available. This has been due to a range of factors, such as increases in staff pension costs. The RSPCA is unaware if there are enough incoming resources generated from marketing channels to cover running costs in the future. The current reference mode for the RSPCA is that the net funds are increasing at a slower rate, with total outgoings being smaller than incoming resources. After 2 years into the future the net funds continue to increase at an even slower rate. At year 3 the total outgoings become greater than incoming resources (see figure 3). Millions of Pounds Total Outgoings Net Funds of RSPCA Incoming Resources Time (years) 0 2 3 Figure 3: Reference Mode for the RSPCA Internal and External Levers: The RSPCA’s marketing management has a number of internal levers that they can use within the charity to help them address the above dynamic problem. At times when the RSPCA’s marketing management need to increase marketing incomes, they can use the following internal levers that exist and vary any of these. Income generation lever: The percentage of the RSPCA’s net funds to be spent on income generation. 5 Marketing budgets lever: The percentage of the income generation budget to be spent on legacy marketing, direct marketing, door to door marketing and other fundraising marketing channels. Ongoing administration spend lever: The percentage administration spend for each of the marketing channels. of ongoing Initial admin spend lever: The percentage of the available budget that should be spent on the initial administration spend for each of the individual marketing channels concerned. In this paper we are primarily concerned with the internal levers to improving the income generated from different marketing channels. However an important external lever to consider has been what effect the UK’s inflation rate has had on net funds. 1.4.2 Phase 2 The dynamic hypothesis is that an increase in the budget available for income generation will increase the income generated by different marketing channels, resulting in net funds to start growing rather than depleting. Figure 4 illustrates the conceptual model, with consideration given to the main factors affecting the charities total funds raised. 6 Factors affecting the charities total funds raised Cash generated R1 Funds generated gross income + + Net income from + marketing channel + R2 marketing channel income generation total awareness of charity + Net total funds raised return from marketing channel B1 Budget allocation + budget allocated for income generation R3 Charity Awareness total spending on marketing + + marketing spend effect on charity awareness + + new calls reported + Unaddressed calls - B2 Followed up calls + Calls investigated B3 Non-followed up calls + Calls not investigated Figure 4: Conceptual model of charity marketing The following reinforcing (positive) loops encouraging growth exist. R1 Funds Generated Loop: As the total net funds raised increases, the budget allocated for generating further income for the charity increases. Increases in budget allocated for income generation increases the total amount that is spent on individual marketing channels, such as direct marketing and legacy marketing. This leads to an increase in marketing income generated as a result of the different marketing channels enforced. This increases cash generated for the charity which increases the net total funds raised. R2 Marketing Channel Income Generation Loop: The increase in total spending on marketing increases the gross income generated from marketing which increases the net income generated from the 7 marketing channel. This loop acts as a positive loop increasing the cash generated which results in an increase in the net total funds available. R3 Charity Awareness Loop: When total spending on marketing increases this increases the effect that each marketing spend for the different channels has on charity awareness. This increases the total awareness of the charity which feeds back to increase the marketing income generated. The marketing income then increases the cash generated and feds into the reinforcing R1 loop for funds generated, as above. The following are balancing loops that provide the purpose of providing some corrective action essentially to set about restoring the system. B1 Budget Allocation Loop: The increase in net total funds raised increases the budget allocated for income generation for the charity, which decreases the net total funds raised. B2 Followed Up Calls Loop: As the number of unaddressed calls increases this leads to an increase in the number of calls investigated by the animal charity, which decreases the number of unaddressed calls waiting attention. B3 Non Followed Up Calls Loop: Increases in unaddressed calls waiting attention leads to an increase in the number of calls not followed up, which decrease the number of calls in the animal call centre awaiting attention. 1.4.3 Phase 3 Formal model based on stock and flow diagrams Seven sectors were incorporated into the model. These were: 1. Net funds raised sector 2. Awareness of animal charity sector 3. Call centre sector 4. Legacy marketing sector 5. Direct Marketing sector 6. Door to door marketing sector 8 7. Other fundraising sector We were concerned with modelling the charity over a long period of time 15 years. The main sector net funds raised sector can be seen in figure 5, with incoming resources coming from a variety of marketing channels increasing net funds. Net f unds raised direct marketing income other income inf lation increase in costs Net f unds other outgoing resources excluding v oluntary income incoming resources percentage of outgoing costs door to door income budget av ailable f or income generation percentage of f unds to be spent on income generation legacy income other f undraising income Figure 5: Net funds raised sector The following assumptions were made: Regarding awareness of the RSPCA: The maximum value that the total awareness of the charity can have is 10%. The maximum effect on awareness that an individual marketing channel can have is 0.025. Regarding incoming resources: Other income is added to incoming resources for the charity that is generated through other sources other than marketing, such as from investments, membership submissions and other charitable activities. Regarding total spending for individual marketing channels: Total spending on individual marketing channels consists of administration spend and advertising spend. Returns of marketing channels: The individual returns of investment for each of the individual marketing channels have been used to calculate the gross income for each marketing channel. The figures of individual returns of investment have been worked out from figures published in the RSPCA’s Trustees report and accounts 2006 (see figure 6). 9 Marketing Channel Expected Marketing Return (For every £1 spent on marketing channel what you would expect your return to be, figures are taken in thousands) Legacy marketing 58587/1329 = 44 Direct Marketing 20339/7426 = 2.7 Door to Door Marketing 7390/3150 = 2.3 Other Fundraising 11003/2050= 5.3 Figure 6: Returns from individual marketing channels1 The model focused on modelling the positive associations of marketing. This was to focus on the modelling the returns of investment for the following different marketing channels, legacy marketing, direct marketing, door to door marketing and other fundraising marketing channels. The same structure was applied to modelling each of the marketing channels, for example this can be seen for legacy marketing in figure 7 below. 1 Individual Figures taken from RSPCA (2006) Trustee’s Report and Accounts (2006) Available from <http://www.rspca.org.uk/servlet/Satellite?blobcol=urlblob&blobheader=application%2Fpdf&blobkey =id&blobtable=RSPCABlob&blobwhere=1177591332249&ssbinary=true&ContentType=application/pdf> [Accessed 16th February, 2008] 10 Legacy Marketing total awareness of the animal charity legacy income Gross income f rom legacy genertaion percentage of budget f or initial admin spend total spending on legacy admin spend on legacy percentage of admin spend based on adv ertising spend adv ertising spend on legacy budget av ailable f or income generation percentage of budget spent on legacy adv ertising Figure 7: Sector for legacy Marketing In addition it was important to include a sector in the model for the total awareness of the animal charity that was being created as a result of marketing spends for each of the different marketing channels (see figure 8). Awareness of the animal charity total spending on direct marketing total spending on legacy starting direct marketing spend starting legacy spend direct marketing ef f ect on awareness legacy spending ef f ect on awareness total spending on other f undarising total spending on door to door marketing starting door to door marketing spend total awareness of the animal charity other f undarising ef f ect on awareness door to door spending ef f ect on awareness starting other f undarising spend Figure 8: Awareness of the animal charity sector The total awareness of the animal charity has impacted the number of new calls being received of reported animal incidents to the charities’ call centre 11 (see figure 9). This is important as the RSPCA can decide whether they will follow up on public calls or not, which could led to animals being saved from abuse. Call Centre Calls in centre Calls inv estigated New calls calls being inv estigated total awareness of the animal charity percentage of cases inv estigated New calls in reported incidents to animal charity calls not inv estigated prev ious y ears calls total calls not inv estigated percentage of cases not inv estigated Figure 9: Call Centre sector 1.4.4 Phase 4 The current reference mode is reproduced from years 0 to 2 and the future reference mode exists between 2 and 15 years as shown in figure 10 below. The reference mode shows that the net funds are slowly depleting over time. The charity needs to increase incoming funds faster than the rate of its outgoings. 1: 2: 3: 1: Net f unds 3000 2: total outgoings 3: incoming resources 2 1: 2: 3: 1500 2 2 1: 2: 3: 1 0 0 2 1 3 1 3 4 8 Y ears Page 1 1 3 3 11 18:38 15 23 Feb 2008 Figure 10: Reference mode of the animal charity, illustrating the total outgoings and net funds over a 15 year period 12 The following example tests the dynamic hypothesis highlighted earlier in section 1.4.2. Scenario: After 3 years the percentage of funds to be spent on income generation was increased from 15.5% to 25%. The net funds started to increase with total outgoings being less than incoming resources (see figure 11). 1: 2: 3: 2: total outgoings 1: Net f unds 3000 20000 3000 1: 2: 3: 3: incoming resources 1 1500 10000 1500 3 2 1 3 1: 2: 3: 0 0 0 2 1 1 2 3 2 0 4 8 Y ears Page 1 11 15 23 Feb 2008 18:41 Figure 11: The effect on net funds of the RSPCA when changing the percentage of the funds to be spent on income generation This resulted in increased incomes being generated for all of the RSPCA’s marketing channels between the years of 3 and 15 as shown in figure 12. The greatest growth in income being generated from a marketing channel was shown to be with legacy marketing. Thus the dynamic hypothesis from phase 2 is correct. An increase in the budgets available for income generation leads to an increase in income generated by the different marketing channels, resulting in positive net funds being created. 1: 2: 3: 4: 5: 1: direct marketi… 2: door to door i… 3100 1: 2: 3: 4: 5: 3: legacy income 4: other f undrais… 5: budget av aila… 3 5 1550 3 1: 2: 3: 4: 5: 5 3 0 1 0.00 2 3 4 5 1 4 2 3.75 5 1 7.50 Y ears Page 2 2 4 1 2 4 11.25 18:41 15.00 23 Feb 2008 Figure 12: The effect on marketing channel incomes when changing the percentage of the funds to be spent on income generation 1.4.5 Phase 5 13 The model was used to test a number of hypothesis, these are indicated below with the results. Regarding the External lever: H1: If there was a dramatic increase in inflation the net funds of the charity would deplete leading to financial collapse of the charity, assuming all other parameters were kept the same. Testing of H1 With an increase of inflation to 18.5% after 3 years it is clear that the charity’s net funds would deplete over time (see figure 13), and in the long term the charity could not to continue to operate at such a high inflation rate, as outgoing resources would be greater than incoming resources. In this environment the charity would be unable to survive financially. 1: 1: Net f unds 500 1: 250 1 1 1 1 1: 0 0 4 8 Y ears Page 1 11 18:49 15 23 Feb 2008 Figure 13: Net funds generated at a range of inflation rates In figure 14 you can see the effect of inflation being switched off between the years of 0 to 3 years. The net funds increase. However as inflation gets switched on and takes effect the net funds reach dangerously low figures. Thus H1 is correct. 14 1: 1: Net f unds 500 1: 250 1 1 1: 0 0 1 8 Y ears 4 Page 1 1 11 19:02 15 23 Feb 2008 Figure 14: The effect of inflation being switched on and off on net funds Regarding internal levers: H2: If we increase the budgets spent on legacy by a small amount this would accommodate for large inflation increases and keep the charities’ net funds positive. Testing of H2 Increasing the budget spent on legacy income from 3.7% to 5% in year 3 during times of a high inflation rate of 18.5 % has resulted in continued increase in net funds being generated. H2 is correct (see figure 15). 1: 1: Net f unds 500 1: 250 1 1 1: 0 0 1 1 4 8 Y ears Page 1 11 19:08 15 23 Feb 2008 Figure 15: Increasing the budget for legacy income during times of high inflation H3: If all the individual budgets for the marketing channels were set to be 100% of the available budget for income generation, the total awareness of the charity would be at its maximum. 15 Test of H3 Hypothesis 3 proved to be correct as shown in figure 16. When all the marketing channels were increased to 100% the total awareness of the animal charity reached its maximum at the start of the simulation. 1: 1: total awareness of animal charity 0.15 1 1: 0.075 1: 0 0.00 1 1 3.75 7.50 Y ears Page 3 1 11.25 17:08 15.00 22 Feb 2008 Untitled Figure 16: The effect of increasing the budgets of the different marketing channels to be 100% of the available budget for income generation, on total awareness. H4: If there was an increase in legacy spending after the total awareness of the animal charity had been achieved of 10%, the increase in legacy spending would have no effect on the total awareness of the animal charity. Testing of H4 Hypothesis 4 is correct. The increase in legacy spending in year 3 from 3.7% to 60% does not increase the total awareness of the charity. The initial legacy marketing spend from 0 to 1¼ years results in the maximum total awareness being generated (see figure 17). Thus any additional increases in legacy spend has no effect on the total awareness of the RSPCA. This is because the total awareness from legacy spending has reached its maximum of 0.025 at a smaller time period of 1 ¼ years, with a smaller percentage of budget being spent on legacy marketing. Therefore the strategy of increasing the budget for just one marketing channel after a longer time period would not be effective, as the total awareness of the animal charity has already reached its maximum. 16 1: total awareness of animal charity 0.1 1 1: 2: 2: legacy spending ef f ect on awareness 1 1 1 1: 2: 0.05 2 1: 2: 2 2 2 0 0.00 3.75 7.50 Y ears Page 3 11.25 20:28 15.00 23 Feb 2008 Untitled Figure 17: The total awareness of the animal charity when increasing legacy spend H5: If we keep each of the marketing channel budgets the same amounts say 30% this would keep the total awareness of the animal charity at its maximum and raise net funds sufficiently to cover outgoings in the future. Testing of H5 The results indicated that if all the marketing channel budgets were set to 30% of the available budget the net total funds would increase significantly and the maximum total awareness would be reached at the start (see figure 18). Hypothesis 5 is correct. 1: 1: total awareness of animal charity 0.15 1 1: 0.075 1: 0 0.00 1 1 3.75 7.50 Y ears Page 3 1 11.25 19:25 15.00 23 Feb 2008 Untitled Figure 18: The effect of increasing all marketing channel’s budgets by the same amount on total awareness of the animal charity 1.5 Conclusions and Recommendations The model is very sensitive to changes in inflation rates. During times of high inflation rates the budget spent on legacy advertising could be increased 17 marginally, as the increase of income generated would be enough to keep funds positive. When devising what would be the best way to distribute budgets accordingly to each of the different marketing channels it cannot be assumed that the majority or the entire budget should be spent on the marketing channel that gives the greatest return in income. The effect that each marketing channel has on total awareness is crucial to receiving new calls of animal abuse. Therefore in deciding how would you distribute your marketing budget on marketing channels you must take into account the total awareness of the charity that has been created and the income generated. The following recommendations are made: It is recommended that the system dynamics model developed here should be used as a tool by charity managers to see how the structure of the complex charity system creates behaviour. This is very significant as the tool can be used to solve pressing problems for a charity such as how to increase the total funds available. Furthermore the system dynamics model can be used to develop more effective policies to improve system behaviour. My work to date in the application of system dynamics has been centred on modelling the UK public health and social care system. However having carried out this research it is clear that similar principles could be applied to the National Health Service (NHS). The NHS spends millions in marketing NHS services. It would be interesting to see how different marketing channels used within the NHS translate into increased usage and awareness of NHS services. This would bring extra value in drawing inferences between systems. The model could be developed by incorporating the negative associations of marketing, where it can be investigated whether particular strategies adopted by the animal charity may deteriorate the core brand. For example people may misinterpret a particular animal campaign, which could lead to bad publicity being created. These could be the unintended consequences of particular marketing policies, which could lead to policy resistance. References Bruce, I 2005 Charity Marketing: Meeting need through customer focus. Available from <http://www.icsabookshop.co.uk/pdfs/readingroom/477.pdf> [Accessed 16th February, 2008]. Charity Commission 2005 Charity working at the heart of society. Available from<http://www.charitycommission.gov.uk/Library/tcc/pdfs/StratReview05 colour.pdf> [Accessed 16th February, 2008]. RSM Robson Rhodes 2006 UK Charities Marketing Survey Analysis Summary Available from <http://www.centreforcharityeffectiveness.org/pdf_files/charity_mktg_surve y.pdf> [Accessed 16th February, 2008] 18 RSPCA 2006 Trustee’s Report and Accounts (2006) Available from <http://www.rspca.org.uk/servlet/Satellite?blobcol=urlblob&blobheader=ap plication%2Fpdf&blobkey=id&blobtable=RSPCABlob&blobwhere=1177591 332249&ssbinary=true&Content-Type=application/pdf> [Accessed 16th February, 2008] RSPCA 2008 About the RSPCA Available from <http://www.rspca.org.uk/servlet/Satellite?pagename=RSPCA/RSPCARed irect&pg=about_the_rspca>[Accessed 16th February, 2008] Sterman, D.J 2000 Business Dynamics Systems Thinking and Modelling for a Complex World, Irwin McGraw-Hill Wikipedia 2008 Paradigm Available from <http://en.wikipedia.org/wiki/Paradigm> [Accessed 16th February, 2008]. Glossary Marketing- This is about putting together the planning and implementation of goods, whilst emphasising the needs of the customer (Bruce, 2005) NHS- National Health Service Paradigm- This is the ‘organised whole’ of the main branches of philosophy that forms a worldview (Wikipedia, 2008) Stock and Flow diagrams- The stock tells us the condition of the world, the history of what has flowed into the stock and the flow (rate) tells us how the world is changing. 19