Case Study Overview: The client is an international, not-for-profit, student-run organisation that aims to increase female participation in Engineering, Science and Technology through fun and educational initiatives aimed at students in primary and secondary school. The mission is delivered through a number of local chapters that provide school visits and student workshops, as well as engagement activities with industry (e.g. conferences). The project engagement length was 3 months.
Project Trigger: The client had been awarded a position in a leading accelerator program and were referred to Active Directions as there was a need to address their future funding plans.
Scoping of Project: We were asked to address the following challenges:
- Defining the value proposition for partners and the wider market;
- Building a high value service that presents partners with a clear return on investment;
- Understanding similar organisations and their partnership structures;
- Management systems in place to effectively manage these partnerships once established;
- Diversifying the portfolio of partners across regions and fundraising channels;
- Distinguishing the client from competition in the STEM space;
- Identifying key sales and marketing priorities;
Fundraising Function Review Outcomes: The engagement included developing a number of strategies that focused on how they would reach their goals as well as developing a clear understanding of their target markets:
1) Taking a strategic lifecycle view of the client engagement with students:
It was decided that the true impact of the client cannot be measured by workshop reach nor participation, but by young people who have been inspired to move into STEM-related careers and drive change in the world as a result of engagement with the client brand.
Given this, the marketing strategy was developed to target Students and Volunteers with initiatives focused on building an ongoing lifecycle relationship with them, recognising that Students of today are the Volunteers of tomorrow, and ultimately will be the donors and leaders of the future.
2) Taking a strategic lifecycle approach for fundraising:
To achieve the objectives set out by the client’ corporate strategy, we must follow where future Students and Volunteers become employees within STEM-related organisations. The fundraising strategy was developed to recognise the different opportunities to engage Students, Volunteers, and future employees in the context of the lifecycle presented.
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