UNICEF India: the ‘tele-facing’ campaign
More case studies from UNICEF
As with the SMS exhibit from Greenpeace India, this is an example of how telephone fundraising and face-to-face fundraising are evolving and being adapted in India to take account of the country’s large population and distinctive business culture – with quite impressive results.
Medium of communication:Face to face, telephone.
Type of charity:Children, youth and family.
Target audience:Individuals, regular gift, single gift, corporations.
Country of origin:India.
The information has been provided by Mr Anup Tiwari, Fund Raising Officer, UNICEF India, 73 Lodi Estate, New Delhi 110 003. email@example.com
Name of exhibitor:Finlay Craig
Date of first appearance:July, 2006.
Tele-facing is the name given in India to a hybrid of telemarketing and face-to-face communication. It is a modified extension of the major donor process to encompass cold solicitation. A telephone caller makes a brief pitch to the prospect with the objective of arranging a meeting for a field executive to make a presentation to a prospect at his or her home or office.
Tele-facing evolved in India from the commercial sector where it is commonly used in the sale of financial products. It started as a cheque collection service and developed to use well-educated and articulate field executives.
Although with practice it could be run in house, more normally a specialised supplier agency provides the tele-facing team, which in a typical ‘target’ city of 5 million people would consist of a coordinator and ten call centre staff, each making up to 100 calls a day, and field executives.
The process is as follows: tele-callers call prospects or existing donors and fix meetings. The coordinator communicates with the team leader/field executive. The field executive then visits to seek a pledge or a one-off donation. The donation reaches UNICEF through the team leader and the charity sends its pre-prepared ‘thank you’ pack.
UNICEF only started to fundraise from the Indian public and corporations in 2005. So far, it seems that the yields on investment from this form of pre-qualifying donors exceeds most other forms of direct marketing.
This appears to be a very good way of giving prospects some detailed information about what UNICEF is doing in India.
In India, the average donation can be as high as US$50. The ROI is above 2:1. Donors recruited in this way are very suitable for conversion to regular monthly giving.
Despite initial reservations of some colleagues, this approach has proved to be successful. Anup Tiwari should be congratulated for testing and promoting it.