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Summary

You’ve almost certainly had the meeting. You know, the one about how to survive the crunch, the crisis, the catastrophe — or whatever you want to call it. The meeting where you probably were uncertain about what to do and even about what the impact might be on your organization. Maybe the only thing everyone agreed on was that it’s a difficult situation in fundraising at the moment with few clear answers on how to survive.

But there are some things you do know: You don’t have as big an investment budget as the Sierra Club, or as attractive a brand as the American Red Cross, or as loyal a supporter base as the American Cancer Society. You also know that “business as usual” won’t help you survive and thrive in a radically changed financial and social environment. And you probably see and hear evidence all around that beneficiary needs actually are growing.

So the real question can’t be simply about how to survive the crisis. The questions have to be how to grow your fundraising income. What can your competitive advantage be if it’s not as compelling as some of the big brands above? How do you address increased and changing beneficiary needs?

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