Getting Started with the Benevon Model Webinar Series
(Recorded January 18, 2017.)
Zoë Erb: Hello everyone. My name is Zoë Erb. I'm joining you from out Benevon office in Seattle. I want to welcome you all to the webinar, The Benevon Model: Five Key Metrics for Success. The webinar today will be led by instructor and coach Marcy McNeal. Again, thank you for joining us. Now I'll turn it over to Marcy. Marcy?
Marcy McNeal: Yes, thank you Zoë. Thank you. Thank you everyone for joining us this afternoon. As Zoë said, my name is Marcy McNeal. I'm an instructor and coach with Benevon. I’ve been doing this work for the past 10 years. I am delighted to have so many people joining us today. We had an incredible response. I'm not sure if we even had to close the registration, because we had so many people interested in being on today. Thank you for making the time to be with us and really listen to that overview of the model, how to get it right, how to really be launching this in your organization. We're going to focus on the five key metrics that it takes to really do this correctly. I just want to acknowledge you all for coming and seeing what might be possible for your organization.
I'm joining you all today from Florida, usually sunny. It is sunny out, but a little chilly, as many of you around the country are probably feeling some very chilly temperatures. My background, as I said, I've been with Benevon for 10 years. Prior to becoming a coach, I was executive director of the nonprofit education foundation, actually, in Colorado. We implemented the model there using the whole system during the six years that I was there raising well over $1 million towards our mission, which was a such a big deal. It was a huge accomplishment for us. Not only did we raise that money, that really allowed us to fulfill on our mission, we really changed our entire culture. We transformed our culture of how we engaged our board, our volunteers, our donors. It was all because of the model and the work that we did with this system. I'm really excited to get to share it with you all today and hope that you'll see some really exciting parts that will work for your organization.
The thing that I want to start with is just letting you know the Benevon Model is a system. Many of you have heard about the model over the years. Maybe you've read one of the books or you have watched one of our videos. The thing to remember is that it's an entire system. It's not something that you can pick and choose pieces of and expect to be successful with. You really need to do all of the steps the way that they are designed in order to reach the results and raise the kinds of dollars that many of you heard of organizations raising, or for some of you, that you know that your organization has even been raising. Today, that's what I'm going to do, walk you through the entire system, how all of the pieces fit together and really focus in on, as I said, those key metrics that you want to be aiming to attain to really get the greatest results.
I do want to mention a couple resources here to beginning. The first one is our newest book that our founder and CEO Terry Axelrod wrote. It's a new edition, the second edition. We released it about four months ago now, I think. It's a great, great guide, step-by-step on how to get it right. As I go through the presentation today, I am going to be pointing out some of the documents and some of the references that I will be explaining that are in this book. Just wanted to mention that as a great resource, whether you're using the model currently yourself or you're thinking about it, something to definitely consider getting. I'll tell you a little bit more about the other books that we have available at the end of our session today. This is the latest and greatest. This is the best one you'll want to have in your library.
If we look at, this is actually from the book, this is where we talk about the rules for getting it right. What is going to take to step up your organization to really get the fullest results you can from the Benevon Model? There are many organizations across the country, even indeed around the world who use the Benevon Model and have some components in place, but we want to make sure organizations know about all of the pieces they need to be successful with this. The first one, and this is on page seven through nine in in the book I just showed you, the step-by-step guide, so one of the first rules, you have to follow all of these to be successful, but the first rule is to assemble a great team. We hear from organizations, or really we hear from individuals in an organization, frequently who say, "You know, I was hired as this development director. I found this book on the shelf. I found this information. I was told this is what we do," so you go do that.
What we know is that one person really cannot effectively implement the Benevon Model. It takes board members. It takes volunteers. It takes other staff. The ideal team is 10 to 12 people who would represent all of those categories working together to implement each of the components and each of the pieces of the Benevon Model. Assembling a great team is critical and having a team be effective is also critical, and that means by insisting on full team participation. What that means is all of your team members willing to be what we call Ambassadors, which in a minute, I'll explain exactly what we mean by Ambassadors in the Benevon Model. That means team members who are willing to come to regular team meetings. At least once a month, you should be getting together with your team to assess your progress and what your next actions need to be. For groups that work with us in our training and coaching program, that means your full team participating on our coaching calls where we can really help you move to the next step, overcome challenges that type of thing. Full team participation is absolutely critical. You won't have the greatest success, if you don't have that.
Then the third rule is to preserve the integrity of the Benevon Model. That means really sticking with the system, not getting creative, not deviating. There are many places in the Benevon Model where it seems counterintuitive. "I bet if we tweaked this over here, how much different would that really make." In doing this work for 22 years, we know the difference that it makes. We know the impact it will have on your results, and so preserving the integrity of the model is absolutely key to getting it right.
Prepare thoroughly for the Ask. In the old reality of fundraising, we would pay attention to people after they gave us money. In the Benevon Model, we want to make sure that you're engaging your donors or your potential donors even before you ever ask them and even for current donors that you want to ask for additional gifts. What are you doing to really make sure that that individual is cultivated enough, so that they are ready to, getting the gift was like nudging the inevitable, right? They already know that they want to give you that next gift or even that first gift. the Ask is never the first date, right? That's not the first contact. That's not the first place we want you to have with a potential donor. It's really about engaging people in a very meaningful way first.
The last rule for getting it right is to implement every formula. In the Benevon Model, because we have been doing this for so many years, for 22 years, we actually have many formulas. We have a list of, I think, close to 30 benchmarks that we use with organizations that are in our training and coaching program to keep things on track. What we're going to focus on today are the five key metrics. Those are the five that we want every organization to really aim to master, because everything else will really fall into place underneath that. That's what we're ... In terms of the rules for getting it right, those are the five things to be focusing on.
The Benevon Model ... Before I start, I want to share a really brief story with you, some of you have heard this before, about how the Benevon Model was created. Back in the early 1990s, our founder and CEO Terry Axelrod, she developed this model and this system out of the work she did with a private inner-city Christian school in Seattle. The short version of it is that they asked Terry to come and help them raise some money. They had decided to give their teachers raises. They were not significant raises, but they were critical for those teachers. That one decision created $600,000 shortfall in their annual budget. They asked Terry if she could come help them. She came in. It was November of that school year, and they had yet to raise any money. Terry knew, she was smart enough to know that they had to engage their community first. They really had to look at raising the awareness, because most people knew nothing about the school. Terry actually started doing what we call Points of Entry. In a very short period of time, she had 1,100 people, in about six months, she had 1,100 people come through a tour, a Point of Entry, of the school. At that point many of them wanted to get involved in some way.
Fast forward, they had their first Ask Event. At that Ask Event, they raised over nearly $1.5 million in gifts and pledges. They kept implementing the model. In the second year, they needed to do a capital campaign, which they had not really anticipated. By the end of the second year, between their Ask Events and their capital campaign, they had raised$7.2 million in gifts and pledges. They had engaged their community. They had over, I think there was over 200 individuals in what we call that Multiple-Year Giving Society, in that timeframe. By the end of five years, they had over 500 people in their Multiple-Year Giving Society, which means they had 500 individuals who had made a pledge of a thousand dollars or more for each of the next five years. At which point the board asked, "Well,what would it take for us to cover that $600,000 shortfall permanently, forever, just to have it handled." They decided they wanted to have an endowment. They needed to raise $15 million in their endowment to cover that $600,000. They completed doing that endowment by the end of the seventh year, all from following the steps in the Benevon Model.
Terry left the school after two years of working with them, and someone else had come into her position, but what Terry saw was that this was a system, and there's very specific steps. If you follow these steps, you really follow them, you stick to them, you can have those kinds of results. The second person who came in after Terry did just that. She didn't deviate. She was actually really scared about not getting the kinds of results that Terry did, but she stuck with it. She followed it to a T, didn't get creative. She grew the program to where they had the 500 Multiple-Year Giving Society donors in five years. We know that this is the system. It's not dependent upon just one person making this happen, it's your organization.
What one of the things that we talk about at our workshops and with organizations is the concept of the culture of philanthropy. At the time, I think, Terry wasn't necessarily looking to be creating that, but she really instinctively was at the school. I think, many organizations are looking to create what we call a culture of philanthropy. The culture of philanthropy was really born out of the medical community and hospitals where patients and families wanted to show their appreciation and gratitude, but doctors and nurses and physicians, they didn't know what to do with that. They were just like, "Oh, I was just doing my job." They wanted to create a culture where people could accept people's gratitude and appreciation, and everyone knew what it looked like for people to be philanthropic.
The culture of philanthropy here, which comes out of a study from Compass Point, it's an internal culture focus. The people in the organization are Ambassadors. They engage in relationship building. Everyone promotes philanthropy, and they can articulate a case for giving. Your fund development is viewed and valued as a mission-aligned program of the organization. There are systems established to support donors. The top leader, the executive director, or the president is committed and personally involved in fundraising. These are really things that happen inside the organization. It's a bit of an internal focus. It's a very worthwhile one.
We think organizations should aim for a culture of philanthropy, but what we seen and learned over our 22 years is that we want organizations to be bringing about a culture of engagement. This is more of an external focus. This is looking at how are you engaging your broader community in your work. Just imagine in Terry's scenario, 1,100 people. What if each of you had a thousand or more people coming to your organization every year just to hear about the amazing work that you're doing and the impact that you're having for the people that you serve. That, for most of you, would completely shift your entire organization. First of all, you would no longer be the best kept secret in your community. I mean, people would know about you, because people would be talking about you. Secondly, you would be finding so many people who wanted to engage in meaningful ways, maybe that's going to be volunteering. Some of them it will be as donors. Some of them just simply want to be your friend and want to know what you need and want to know how they might be able to make connections for you. I'm sure you can all imagine how much that would change your organization, if you did have your community really engaged and being your partners in fulfilling your mission. That's what we really see the Benevon Model bringing about for organization.
All right, so as I mentioned earlier, today we are to be focusing on the five key metrics that all organizations using the Benevon Model should be constantly focused on and aiming to achieve in order to really get to sustainable funding, which is what every organization wants to have for their mission, so that they can always be there for the people who need them. Let me just tell you ... As I walk through, I'm going to do an overview of the model and explain the steps and how they all fit together. As I do that, I'm going to point out those five key metrics at the place that they really come, as they come about in the model itself.
Where we're going to start is with the first of the Benevon Model. That is the Point of Entry. The Point of Entry, we like to say it is the heartbeat at the Benevon model. Everything starts at the Point of Entry. The Point of Entry, it's purpose is to educate and inspire people. We don't ask people for money at the Point of Entry. This is your chance to really tell your story and let people know the impact you are making for individuals in your community. The first key metric associated with the Point of Entry is that you need to be having a minimum of two sizzling Point of Entry events per month that are hosted and filled with 10 or more guests by an Ambassador. That's a multipart metric.
First is that you must have two or more points of entry a month. Just having a consistent mechanism of bringing the community in to hear about your mission, at least two. They need to be sizzling. Many of you probably have an open house type of opportunity for people to come and learn about your organization. A Point of Entry is not that. A Point of Entry is a very structured and crafted one hour experience that people will never forget. That is what we mean by sizzling. It will move them emotionally into such a point that they can't stop themselves from telling someone else about it, so that the bar of sizzling. That's what we mean to measure sizzling. Each Point ofEntry, when you have two or more per month, each one needs to be hosted and filled with 10 or more guests by an Ambassador. In a minute I'm going to go into more detail about how the Ambassador does that, but that is the key metric as it relates to the Point of Entry.
I want to just give you an example of what a Point of entry would look like an organization. In terms of the step-by-step guide book that I showed you earlier, this is on page 102. A Point of Entry, it is a one hour, at the longest, presentation about your organization. You would start to the experience or the tour with a quick greetings. You would have your staff or you might have volunteers or even clients or individuals that you serve could be there to greet people while they arrive, just as they come in the door, to make them feel very comfortable and very welcome. Then you have a quick area for people to sign. This should be just off to the side, not in the same room where you actually start your program. Again, we want to be capturing people's information with their permission, so that you can follow up with them afterwards. This is not, "Put your business card in a fishbowl for a drawing," which that's long gone, right? Nobody wants to do that. You don't want to get all of that mail and emails and the things that will come because of doing that. This is where people are really saying, "I'm giving you permission to follow up with me, so I can give you feedback after the Point of Entry." Some people will be there early enough that they'll have some time to really mix and mingle. That's an opportunity for you to even start educating them more about your mission, but more importantly for a chance to interact with and start to get to know the people who are there at your Point of Entry.
The Point ofEntry, you'll figure out a time that works best in terms of your schedule during the day, depending on your programs and who's in the building and that type of thing. There's not a prescriptive best time of day to do them. It's something that you'll want to experiment with and figure out what works best.
The Point ofEntry will start at whatever time you say it's going to start, whether it's 8 o'clock or it might be noon, or it might even be 4 o'clock in the afternoon. At that point, everyone will be sitting in a conference room or maybe a classroom. It's not like sitting in rows with chairs and tables. That's pretty formal. This is where people are going to pull their chairs up in a circle or maybe you have a conference table and people are seated around it, but not classroom style, like you're going to sit down and have a lecture. We want it to be more comfortable. You're designing more of a conversation for this one hour than a presentation.
The first that we hear from is an Ambassador. As I said before, every Point of Entry needs to be hosted and filled by an Ambassador. An Ambassador is simply an individual who agrees to have a private Point of Entry that they are going to fill with 10 to 15 of their personal guests. It could be their friends, their family, their coworkers. It even could be a group of people they're already a part of, maybe a book club that meets every third Thursday. One of the things that you do as a part of that group is you share things that are meaningful to you with the rest of that group. That Ambassador might just say, "Hey, this month, when I'm hosting, I want to share with you about this organization." They would either go to the organization for the Point of Entry or the organization might even go to them where they normally meet and have that one hour opportunity to learn about your mission. The Ambassador is a key role. When they do the welcome, not only do they thank people for being there and share why they wanted them to come, but they also let them know that they really hope that some of the individuals there will also become Ambassadors and connect even more people in the community to the work of this organization.
Following the Ambassador, we then have the Visionary Leader talk. The Visionary Leader in the Benevon Model is the executive director or the CEO. This is where we really set the tone for the vision of the organization. Now many of you, some of you on the phone, are probably what we would consider Visionary Leaders. If we asked you to give a five minutetalk, we know you would do brilliantly. You would do a great talk. You would share a lot of information about your organization. What we find is that sometimes it gets too technical or it simply is just too much information. This Visionary Leader talk is quite different from that. It has a very specific structure. The first two minutes are specifically spent on the personal connection that the Visionary Leader has with the organization. Why are they compelled to do this work every day? We want to hear that it is more than just a job. It's a calling. It is truly the work that they know they are meant to be doing. That's not something that Visionary Leaders are necessarily, or people in general, are really necessarily excited to share. That's why we really coach Visionary Leaders and provide them a very specific structure to do this talk, because it's really important and it's very powerful.
Then they get to share some statistics about results that you're really proud of already that have happened at your organization. We want to have those tied to three key areas of your mission. We use a very technical term to describe this. We call these buckets, but essentially we work with organizations to take all the programs that you do at your organization and narrow them down into three buckets or really three key areas of your mission. For example, for an organization it might be supporting individuals, strengthening families, building communities. It might be hope, health, and healing, just as some examples of the types of buckets that organization come up with. They represent the main areas of your work. They're easily remembered by individuals that you share them with. When the Visionary Leader shares their results, they're going to focus on something from each of those three key areas.
Then they'll go on. The last two minutes is about the vision for the future. We want it to be very inspiring, but clearly there's going to be a gap. The division means that we're not there yet, so there's still a gap in reaching that. We also want to share the needs. What is it we need to actually achieve that vision? We don't want people to think that you're handled. We don't want people to hear the vision as, "We're going to go do this, and we don't really need anybody. We're handled." Otherwise, they'll go to the next nonprofit down the road. We really want it to be clear that we have a big vision, we know why it needs to be filled, we know why we need to get there, and we need some help, we need our community to be here with us. That's the talk for the Visionary Leader. It's a total of five minutes.
Then after that, we're going to go on actual tour. This is going to be ... On the tour, you're going to have three stops. Each stop is going to be crafted around one of those buckets that I mentioned earlier or the key areas of your mission. While you're at each of those stops, you're going to convey four specific components. I'll tell you what they are then I'll give you a quick example. You start with a myth, so a commonly held misconception about your work or the people you work with. Then you share a myth-busting fact that have some statistics and numbers that really do dispel the myth. We go on to share a really powerful story. This is where you drive home the point of how you do your work and the impact it causes for individuals and families. You wrap that up with a need, because what you share in the story, it usually points to, "We want to do more of that if we had more people trained, if we could reach more people." We share a need and the impact of having that.
Let me give you a quick example. I'll use an example of an organization that does work around transitional housing. Some of you on the phone might be in that field and many of you, I think, really understand transitional housing and we work with many organizations that do that work. It’s kind of in-between being homeless and really living independently on your own. You’re kind of in the middle and working on that independence. So for an organization that works in that area, their tour could start like this. They could say most people when we walk to them about our programs they think that individuals who are homeless or who need support with housing are the middle-aged or older, single people who are just down on their luck or they’re just not in a stable situation. The fact is that the average age of the families that we support in our transitional housing program, the average age of an individual is just nine years old. We have many children in our community who were either homeless and are now really working to be in a stable situation with their families. Their families are working to provide that for them.
We would go on to tell a really great story about a family who maybe they had been in our program for six months and they recently left, and they’re doing really great. But we would talk about all of the steps that it took to get them there. The healthcare we got them connected to. The job training we provided the mother. She had come from a domestic violence situation, she wasn’t allowed to work outside of the home. She had limited skills. So really all of the things that our organization did to get her on her feet and support her in finding a path to independence and sustainability for her family. That’s powerful. We talk about what that journey was like for her. We talk about the impact it had on her children and then wrapping it up with a need. As proud as we are of being able to do that for that family that we just shared with you, what breaks our hearts is that we have to turn three families away. For every one family that comes to us there are three that we can’t help and if we had an additional case worker we would be able to help 25% more families.
So it’s a clear connection to what more we want to be doing and what we need to have that impact. That’s just an example. You’ll have three tour stops like that. One from each of your critical mission areas or your buckets. You’ll wrap-up the tour with what we call a live testimonial. This is where we’re going to hear from one person directly sharing their story and the impact your organization had. Really, really powerful. Most of the pieces people never forget but usually that’s the one where man it really tugs on their heart strings and they really get the feeling of what a difference you all made. You wrap-up the Point of Entry after that. It’s one hour and the last person we hear from is the Ambassador again thanking people for coming. Again, saying I hope that you will consider becoming an Ambassador and doing just what I did today which was sharing this amazing mission, with other people in your lives and in the community that you know. You know who would really want to hear about what’s happening there. At that point, people are going to be really excited. They are going to be moved. They are going to have questions. They might even have ideas, but we told them the Point of Entry was just going to be one hour and they need to leave, which brings us to the second step of the Benevon Model, which is a one-on-one follow-up call with every person who comes to the Point of Entry within two to three days.
The second key metric of our five is specifically connected to the follow-up calls. Because the goal is to be getting a minimum of one new volunteer Ambassador out of every Point of Entry and I want to emphasize minimum. We feel that every group should be getting at least one and we have many organizations. I work with many organizations who routinely get three, four, five and more people who are so moved that they are willing to be Ambassadors and keep moving the whole awareness forward for the organization. The Five-Step Follow-Up call is very structured. It is all part of the process and there are five specific steps you need to take. These are on pages 28 and 29 in the step-by-step guide book. The first step of the follow-up call is to just thank people for coming. You have to mean it when you thank them. In this day and age they give you an hour of their time plus travel, it’s practically a miracle that they made it at all so genuinely be appreciative of just the fact they gave you their time and their attention for an hour.
Then you want to ask, “What did you think?” This is a very open-ended question and you may have to ask other questions to get them to do one of the most important things which is we want them to do the talking so that you can so step number three, which is to be quiet and listen. You may have to ask them really specific questions about what was your favorite story or what did you think if that program, or what did you think of the weather that day. Anything to get people talking so you really can start to learn more about them. You want to listen closely for what part of your work most resonated with them or what part did they really connect with. For example, an organization that we work with that treats a disease and it has seven different strains. On the follow-up call many times people would say, “Well I was really interested in the strain number such and such, number three because that’s the one my mother has.” If you can find out that kind of information just as an example, then when you follow-up and talk with that person in the future you know what they are most interested in. You can focus your conversations on what’s happening in that area of your work whether it’s education, transitional housing or the employment program, or whatever it might be for each person.
So the fourth step is you would ask people if there is any way they could see themselves becoming involved with you, and specifically this is where you want to ask people could they see themselves being am Ambassador. They’ve heard about it at the Point of Entry itself, and this is a good time for me to just say you don’t call it a Point of Entry. That’s a Benevon term and it would be very strange. You’re going to give the Point of Entry a great name that people are going to think is really wonderful. It could be the Hour of Hope. It could be the Habitat Sweat Tours or something like that. You’ll give it a great name, but you will ask people if they want to be an Ambassador and they will have heard about it at your Point of Entry, and many people will be ready right away to say, “I was thinking about that.” That’s where you can really look at who they might be interested in bringing. So this is the chance to do that. People may have other ideas for you as well. They might want to volunteer or they might have other connections, or whatever the case may be but you will find lots of great things out of this question of any way they can see themselves being involved with us.
The fifth question. This is a really key one because even if someone says to you, “I actually don’t see a way for me to be involved with you,” or they might even say, “It was lovely but it’s not my thing.” So in the Benevon Model, when you get that type of a response there’s something we very specifically do which is called Bless and Release. It’s very appropriate to Bless and Release people who indicate it’s not something they’re particularly interested in. That’s fine. We’re not interested in chasing down people who aren’t interested. We just want to be focused on engaging the people who are. But even for the people you bless and release, asking them is there anyone else you can think of that would want to know about what we’re doing and would want to come to a Point of Entry because even if that person isn’t thinking they will get involved themselves, very many times they will have other people in mind that they know are interested in your particular issue, your particular mission. So even if you can tell they’re not going to do anything always be sure to ask question number five. Always be sure to give them the chance to still introduce others and even possibly be an Ambassador to introduce other people. So a lot’s happening in that Five-Step Follow-Up call.
Where we’re going next is to step number three in the Model where you finally get to ask for money. Notice we didn’t ask after step number one, the Point of Entry. We don’t do that. We wait until people have gotten engaged and we really identify that they have an interest before we get to asking. Everything between step two, the follow-up and step three, the ask, is what we call the Cultivation Superhighway. Now the Cultivation Superhighway is where we get to further engage people and deepen that relationship that they have expressed with your organization. Just to say that the Cultivation Superhighway, this is where you are going to focus in on what they told you they were most interested in on the follow-up call. Connecting them to that particular program or definitely supporting them to have them be an Ambassador. I didn’t say this earlier but if you think of the Point of Entry in the Benevon Model as sort of like a first date, hearing about this organization’s work. You’re not going to tell them everything. You don’t want to overwhelm them, but the Cultivation Superhighway is kind of like the dating process where you get to have a second, a third and possibly even a fourth date to get to know this person better and have them get to know your organization better.
Let me give you this quick example that happened at this school where Terry developed the model. She had a lady that came to one of the Points of Entry early on and she was very excited. She said right away she wanted to get involved. When we called and followed-up with her she said, “You know, I’m on the board of a ballet and I want to connect your school with the ballet. There is a program we have for kids that goes in and teaches them to dance.” Terry was honestly thinking, well ballet sounds lovely but we have so many more things that we need before we can even do that. We have a lot of other things we need at the school first. The woman said, “Like what?” Honestly, what we learned from her was that we hadn’t done a good enough job early on of powerfully sharing what our needs were so that she would understand what it would take for us to really be in a position before we could even do ballet. But we didn’t want to lose this woman so we said exactly what you would have said, “Ballet, that would be fabulous, but what our teachers tell us is that we really have some more immediate needs that need to be met before we could probably have that kind of program.” This woman just said, “Like what?” As soon as we told her, she got right to work. She connected us with a lot of her contacts. Somebody who had a shoe company who donated shoes. Someone who had a big box store who could donate a backpack and school supplies. The sports teams in the Seattle area who came in and did a physical education program and equipped it with all of the things that were needed. Getting the uniforms donated by an individual who had a manufacturing company. She effectively just kind of cultivated herself all the way through the Superhighway simply by talking to others, but she knew about the great work that the school was doing. By the time she had already gotten those people connected and she was already starting to think well, why hadn’t we asked her for anything yet. She has completely bought it and is 100% involved in the mission. She was out there talking to her friends like the school was the most meaningful volunteer work she has ever done. So the Cultivation Superhighway is where we really build that relationship up well before we ask someone for money. So that’s the really key aspect of the model. We could rush it. We could rush it and go to ask someone but not really have them be fully ready. Those contacts are really key in moving that relationship forward.
If we look down to step three where we ask for money, there are two ways to ask for money in the Benevon Model. The first is an Ask Event, which I think many of you on the call have probably heard. It’s a free one-hour Ask Event. I do want to emphasize that the Benevon Model is not about events. The Benevon Model is a pipeline filling system for major gifts. The Points of Entry and the Follow-Up is a structure for people who want to connect with your mission, engage with you and we’re going to cultivate them over the long term, many of them giving larger and larger gifts. If you think of it, most of you don’t have a ready-made system for identifying potential major donors and you don’t probably have the staff. This provides that structure and really helps you focus in on the people that you need to be putting all of that cultivation effort into because they’ve said, “I want to be close to your mission. I want to help support you in fulfilling your work.”
The other thing to say that I haven’t mentioned yet but is an important component of the Benevon Model is the need for a really robust and effective database. When you think about all of the information you’re going to capture in the follow-up calls, as you look at all the contacts you might have in the Cultivation Superhighway, you must have a way to track all of that information, not something you just send the notes off to the database person and ask them to plug them into someone’s record. It needs to be a system that you’re in on a regular basis. We say if you haven’t been in your data tracking system in the last 24-hours it’s probably not being used effectively. It should be as easy as you look at your phone for lots of things, you should be using your phone to get into your database so you are seeing what’s happening with your donors and using those notes and information to guide your next steps and your next actions.
Going to the two ways to ask. As I said, there is the free one-hour Ask Event and however you ask in the Benevon Model, it should be done personally. The Ask Event is a personal ask. It’s not a mail appeal. It’s there at an event in person. The second way to ask is through one-on-one asking which I’ll talk about a little bit later on in the call. Just to say the two essential ingredients, I’m going to give you an example and walk you through the one-hour Ask Event, and then I’ll come back and tell you what the two essential ingredients are because it will just make more sense. Just trust me because I’ll show you the different components. What Terry did, when she got ready to do her very first Ask Event, what Terry did was she went back into her database because she had a good one and she kept a lot of notes. She went back into her database and she identified 100 people out of the 1,100 who had come to her tour who were the most passionate and most effective Ambassadors. They had brought other people. Many of them had brought several groups of people. She reached out to these people and said, “Would you be willing to be a table captain at a free one-hour Ask Event.” They were kind of wondering, well what is that? She said, “Yes, it’s free. You don’t have to buy tickets. You don’t have to sponsor a table. You and your guests don’t pay anything. It is free, it is one-hour and there will be an Ask. However, there is no minimum and no maximum gift that anyone must give. As much as anything, we want you and your guests to really hear the program and be moved by the work that we’re doing and the impact that we’re making.” So that was what she did.
Going back to the Five Key Metrics, so the first key metric relates directly to the table captains and as you heard, Terry found 100 people she could ask to be her table captains because you want all of your table captains to have been successful Ambassadors in the prior 12 months. So this is not that they’ve been an Ambassador ever, five years ago. This is, they did it recently and the people that they brought to their Points of Entry are the people they would bring to their table. Those are the individuals who have been more recently connected. They’ve been cultivated and they are going to be in a position and more likely to give when they come to the Ask Event. So that is a key metric, definitely. You’re not looking for table captains to be wealthiest, best connected, people who we think will bring in a bunch of money. We’re really looking for the people who have already been introduced and inspired by your mission. When we have our table captains coming from successful Ambassadors, the fourth key metric will fall into place. That metric is to have a minimum of 40% of your Ask Event guests having attended a Point of Entry in the prior 12 months. That will happen when you’re successful Ambassadors become table captains and invite all of the same people they brought to their private Points of Entry. Those two work hand in hand and are absolutely key to the results you are looking for from your Ask Event.
The projections at Terry’s event, which I just want to just say, give a disclaimer. She did an very large event. We do not recommend that organizations have events with about 1,000 people. If you think about the numbers that I mentioned earlier, if you’re having two, maybe three Points of Entry every month with ten people, that’s going to be between 240 and 360 people a year through your Points of Entry and we need at least 40% of the people at the Ask Event to have been through the Point of Entry before they come to the Ask Event. We would never want you to do 1,000 people but we say 200 to 300 people is very reasonable and absolutely you can meet those metrics. Terry had an extraordinary amounts of people through her Points of Entry and was still able to meet those metrics in a short period of time. But what we knew was about half of those people would be “ripened fruit.” Individuals who had been through the Points of Entry. Half of them would be brand new. An Ambassador invited all of the people that came to their tour, some people that couldn’t make it he or she still needed to bring some more people in, so they found some other people that they knew, that they thought would be interested in this mission and invited them to come.
I’m going to walk you through the Ask Event as if you were one of those new people and you’re coming because you said, yes to your friend the table captain. It’s early in the morning, it’s dark and dreary in November. You’re thinking to yourself they’re never going to get done in an hour, I’m probably going to be late to work. She said I didn’t have to give but I’m probably going to feel like I need to, or that I’m not even sure if I care that much about this mission. But you’re a good friend and you keep on driving right down to the Ask Event. So as you get there you’re greeted by two adorable girls right here on the sidewalk thanking you for coming, two other boys from the school greet you at the base of the elevator or excuse me, the escalator. On your way up the escalator you hear music and you’re starting to get in the mood. Anything you can do to impact people’s moods before the clock starts is definitely to your advantage. So having volunteers, having music, that type of thing will really help people feel the energy that you want to create.
The program will start on time. By then you will be in the room, you would have met your table captain, you’re sitting down and ready to go for the hour. The first person you hear from is a Board Member who is going to do a brief welcome for everyone to come and they will share why they’re so passionate about this organization. Following that, we’ll have a short emotional opening hook. This could be…at the school I think Terry had a child and a pastor deliver a quick invocation which was incredibly powerful. We have groups that do a poem or a song. It’s a moment to really remind people of your mission before we start the event. Then there is time for people to eat their breakfast. You’ll have table tents around the table with vignettes and stories about the individuals that you serve and the impact you’ve made. You’ll have someone come around and pass out a quick item of appreciation. At the school, they had students passing out apples. We’ve had groups that work with caregivers for their family member with Alzheimer’s and they pass out little Forget Me Not flower seeds. It’s not even so much what you pass out, it’s the connection they make with an individual that you’re impacting in your organization. Just to say the breakfast or the lunch, either one, because you can do this as a breakfast or a lunch, never a dinner, but a breakfast or a lunch is a pre-cold set meal. It’s not a buffet, not an entrée, there is no serving staff. The only focus at this event is on your mission.
Following the eating we have Visionary Leader talk. It’s going to be similar to the Point of Entry but even bigger. The vision is really big. It’s got to fill up that whole room with the possibility and really the idea of what more this organization wants to be doing. Then you’ll have a seven-minute video that will move people to tears three times. This is an emotional video, not an informational video. It is going to have three stories, one from each of your key mission areas or your buckets, and it will absolutely move people. Then following that we’ll have a live testimonial speaker. This is going to be someone who has heard directly from your organization or has been impacted directly by your organization. At the school, we did this in an interview. We had the kids get up there, the MC asked them some questions. The kids were so excited sharing about what they loved most about the school. They loved the academic subject, and really the part that was most meaningful and most moving was when we talked about what did they see for their futures. Here are these children belting out in their loudest voices their dreams for their future and it wasn’t just like I hope to be, I want to be. It was I’m going to be an engineer someday. I’m going to be the first person in my family to graduate from high school. I’m going to go to college and make a big difference in the world. Kids really seem that they have hope and they have a future. In that moment, in that program you could have heard a pin drop because people really could feel that something amazing was happening at that school. We say in that moment you are about as ripened as you’re going to be.
So following the powerful live testimonial the last element of the program is the pitch. You knew it was coming. We told you, your table captain told you there would be an Ask. So the pitch needs to be delivered by someone we call a school teacher type of person. They’re very reliable, they will follow a script. They are very coachable and they’re just very genuine. You know they’re connected to the mission of your organization and during the pitch they will launch the Multiple-Year Giving Society. So the pitch person would basically just say we’ve decided to just ask for what we needed today. We have 600 children in our school. We have a $600,000 shortfall and we’re asking you to become a founding member of our Sponsors-A-Student Society by considering giving at one of our three levels, the first one being a Sponsor-A-Student. We had at that even, at Terry’s first event, 850 people so not a full 1,000. From the 850, there were 115 who checked that first box. When you count the gifts and the pledges for the full five years because that was $1,000 for the next five years, they had raised nearly $1.5 million dollars in gifts and pledges.
Then they went on to say the second level. For those of you who could give more we ask you to sponsor 10 students for $10,000 a year for five years. We had eight people who did that. Then the pitch person went on and said for those of you, maybe you’re part of a corporation or a family foundation or you are just in a position to give more, we would ask you to consider sponsoring a classroom of students for $25,000 a year for five years and we had four people who did that. They made a gift of $125,000 at a first-time fundraising event. So we had, when you total it all up, we had 127 people which was less than 15% of the people in the room who had made a gift at one of those levels which was incredible. Then we had an opportunity for many people to give whatever they want. It’s really a fill in the blank box. We had people who said I’ll give you $100 one time or I’ll give you $500 three times, whatever they wanted to give. The last box was please contact me. I have other thoughts to share. That was people who couldn’t give a gift that day. Maybe they needed to talk to their financial advisor or liquidate some stock, or other assets, but typically this was for people who wanted to give something and the needed to have a further conversation about it. So, as I said, if we look at the total people in the Sponsor-A-Student Society, that was less than 50% of the room who had given at one of those levels. And again, we’ve placed nearly $ 1.5 million from all of those gifts and pledges. So, here we are. This is the fifth key metrics that we want to be focusing on, which is that we want a minimum of 10% of your Ask Event guests joining the Multiple year Giving Society a one of those three giving levels. We have almost 15% at that initial Ask Event, but this is a metric that really [INAUDIBLE 00:52:49] through with all of our groups aiming to, consistently year after year, see that they have the people in the room, who have been to the point of Entry, and are positioned and ready to make a gift, and some of them at one of these levels. But finding that at least 10% are doing that.
So, here we were. The day after the Ask Event of still little stand. That was incredible those results. We wanted to know why. We actually wanted to know what was it that had people give those gifts. So, we did the Five-Step Follow-Up Call. We thank them for coming and thank them for their gifts. Though, what did they think. We were quiet and we listened. Many of them started to say the same thing. They said: “If I had known how great that program was going to be, I would have invited other people. Not that they want those other people to necessarily give, they wanted those other people to hear about your incredible mission and the work that you’re doing. So, right there we were able to say: “Well, would you be willing to be an Ambassador, and invite those people that you have in mind to come to learn about our mission?” Now, by the time they would be at next to the Ask Event, so they would come to the Point of Entry, we would follow up with them. We would bless them [INAUDIBLE 00:54:01] not interested. So, by the time they’re next year of the Ask Event, they would be the people who are ready to give.
Now, the fourth step… Actually, I’m sorry. Let me go back to the two ways to ask and then I’ll do the fourth step in the model. So, the two key ingredients when it comes to asking, whether you do this one-on-one, let say someone you’ve been cultivating like the [INAUDIBLE 00:54:21] lady couldn’t make it to the Ask Event. Well, you’re certainly going to take her out to lunch, visit with her about the giving society, share with her about this amazing event and how impactful it was, and you’ll ask her one-on-one for a gift. Regardless of how you ask, you always need to be asking for their specific units of service. So, here on the pledge card, the levels here in a giving society. Imagine if we had that amazing event, and gotten people incredibly inspired, and then just said,” Well, give from the bottom of your heart.” No one would know what to do. These units of service tell people exactly what it is that you need, and every one self-selected the level, so no one felt pressure. Somebody’s levels they might be high of some people, but others they were just their starter gift. They were just the first gift they were giving to the organization. So, we always want to be asking for that.
In the second step is the Multiple-Year Pledges. That the second key thing you need to have in every Ask. In the Benevon Model it’s always for five years, it’s never less than that. Some of you might be thinking, “Well, I’ve learned or I’ve been taught only to ask for Multiple-Year-Pledges for bigger gifts, for capital, for endowment, for a restricted gift type of program,” that you might have. But what we have found over the years is that many people are happy to make Multiple-Year-Pledges, to support your general operating, to really support you with those unrestricted dollars, that allow you the flexibility you need in truly fulfilling you mission, focusing on the area where you have the greatest need. So, that Multiple-Year-Pledge pieces also a really key in whenever you’re asking for a gift. But when you look back here they said… These are the bread and butter giving levels of the organization. Anyone who’s really wants to be involved in an meaningful way, they’re giving at some of these levels. Then beyond that, if we look at in what that lets you do, the fact that you have people… Let me go back to that screen. The fact that you have people who are choosing to give at $1,000 or more for five years, they know that they don’t have to, they could gift you $1,000 for one year and you would be nice to them, you would thank them, and they would feel great about it. They might keep doing that. But by the virtual effect that they chose to gift you for five years, it means they’re telling you something very important. They want you to know that they are committed to your mission. They are with you for the long term. That allows you to know where to focus your energy. Which can be challenging in the development world and in the development function in your organization, “Do I spend it on this direct mail appeal or do I spend it on this [INAUDIBLE 00:57:07]?” We would say this focuses you on exactly those donors that you need to be putting time and energy into cultivating them, keeping them close, and very importantly, giving them the opportunity to introduce other people to your organization by being an Ambassador.
Also right here in step number four, is where we will have what we call Free Feel-Good Cultivation Event. This act like a Point of Re-Entry for you current donors. It’s an opportunity. It’s something that’s going to be programmed on programmatic related that’s already happening in your organization. This is not a free ticket to the [INAUDIBLE 00:57:44] that everyone else pays to come to. This is not a fundraising event. It’s truly something that’s happening, like a graduation or a groundbreaking or something like that it’s happening at your organization. Where they come and they’re going to get the facts about what’s happening, they’re going to have that emotional connection, and they can bring other people with them. So, they’re introducing more people to your mission by encouraging them to come and hear what’s happening through this Free Feel-Good Cultivation Event. And if you pair those, just like after anything else in the model, after a Free Feel-Good Cultivation Event, you’re going to follow up with people. There is multiple points where you to follow up with them in Benevon Model, finding out what other ways they could see them being involved with you. You want to pair those Free Feel-Good Cultivation Event with really great one-on-one cultivation contacts, to keep moving that relationship forward. More and more your donors will be asking, “What do you need? What can we do to really help you fulfill on this mission?”
As I mention, the school will tell you is that in second year they needed to do a capital campaign, And some of you might be in a position where you needed to do a capital campaign, or you might be in a Capital Campaign. The Benevon model really support that in terms you can do special Points of Entry, just for donors you want to share the capital campaign with. And at the school, they actually raise $3.2 million from 18 donors that had just give in at their Ask Event, because they had no other donors, and they completed that within six months, simply by sharing what they needed and cultivating those donors who said, “We want to help in a greater way.” Then as I mention before, they completed their endowment campaign. They look at how much do they need to cover their shortfall. They decided they needed $15 million, and completed raising that by the end of seven years, effectively getting that school off the treadmill. They did all of that from individuals who came to their Points of Entry, became Multiple-Year Giving Society donors, that they just cultivated and deepened and build those relationship with.
So, again this is the core. Those individuals who are saying, “This mission, this is mine. This is what I want to help you accomplish. This is what I want to accomplish in the world.” That is the place where we want people focusing. That will lead people to be giving capital gifts, participating in endowment campaign, and even the restricted major gifts program for something that you really need, whether it’s a piece of equipment or a new program or even a [INAUDIBLE 01:00:22] position that’s critical, that’s you want to make sure it’s funded. So, all of those pieces will really culminate in the successful implementation of the Benevon Model. These five key metrics, every single one of these, you see how they build on each other, they’re connected, and enough with getting those individuals that are going to be with you for the long term. I think that’s the key thing as those individuals, that are going to stay with you for a life time, they want you to see [INAUDIBLE 01:00:52] through, they want to be a part of making all of your dreams, all of your missions really reality here in the community.
So, before I tell about some of the resources. I know it’s the top of the hour, and I’m hoping most of you were planning to be on for the next 15 minutes. But if anyone has to hop off, I just wanted to mention that as you leave the webinar today, automatically there will be a prompt to fill out a survey, or I think it might even be a link. It might be a link, but you will prompted to fill out a survey, letting us know if there is any additional information that you want. If you complete that survey, you will be sent a link to a free white paper, that is about the top five question to ask before self-implementing the Benevon Model. So, if any of you have to hop off early, I just wanted to let you know that completing that survey will get you access to that white paper. Because some of you really would like to know, “ what are the five questions to ask before we move forward?” So, I do want to take a couple minute to talk about the resources, and then we will definitely open up for questions. Zoë will facilitate that for us.
So, the first thing that I want to point out is the resources are the book. I mentioned the first… I mentioned the Step-By-Step Guide when we first started. We do have another book that is available, which is Missionizing Your Special Events. So, the Step-By-Step Guide is $89.95. Missionizing Your Event is $49.95. The piece in the middle is about the DVD that is 55 minutes version of the model. Sometimes you might want to share this with other people, have them get an explanation of how the model works. You can buy them individually or together. Their starter set is $135.95. For some of you, you might be thinking, “We’d love to get started, but we’re not quite sure how much we can take on.” Typically for organizations with a smaller budget size, we say… The starter set. The books might be the way to get started, and over time, you could work towards coming into our coaching and training program. We have free videos. As I mentioned, we have links on our website. We have a link to the 55 minutes video that’s part of the starter set. We also have an eight minute on video, very high level explanation but quick walk through of the model, that you might get some people that they’re really busy and won’t sit for 55 minutes. Maybe you can get them to sit for eight. But again, you might see that you need to be educating or raising you awareness with others in your organization about this model.
Bloomerang. I mentioned data tracking. We have a great partnership with Bloomerang. We’ve created a customized version called Bloomerang for Benevon. If you’re interested, you can let us know in the survey at the end of the webinar. If you want any more information about that, I can overemphasize the importance of having a robust data tracking system that you will use every day to support your donor work. We also have live introductory sessions. So, this is a webinar, but we do periodically go out into communities around the country and do alive session. If you happen to know people or you might be in the Houston or the Washington, DC area, just know we’re going to be there. You can check our website for when those sessions are going to happen, and where they will be specifically. We also have webinars. So, we have today’s webinar. and we have one coming up in February: Engaging Your Community as Ambassadors and Donors. It’s not going to be focused as much on the five key metrics, but it still will be a very valuable conversation for anyone who’s wanting to learn about how the Benevon model could work for their organization. We are also getting ready to launch, we’re really excited about this, our Benevon video tutorials. They have not been released yet. We’re aiming to have those by March 1st. This is a product… It’s a brand new product that is suitable for one person who is looking to get Benevon started in their organization. It’s a very reasonable price point. We’re probably going to have some promotional specials as we launch it. But again, just something to be looking out for. When you fill out the survey at the end, if you let us know that you would like information about when the video tutorial is launched, we will let you know when those are available. There’s my little logo.
Then, our workshops. So, when of the ways that organizations come and work with Benevon is by coming in to our coaching and training program, by coming to a one-on-one workshop. We have three workshops that are coming up in the first half of the year. Orlando in March, Houston in April, and Detroit in June. So, just know that those are opportunities. that’s where you would bring a whole team of people. A team of seven to eight people. You could bring up to 10 but there is an additional meals and materiel’s fee. The tuition for the entire team in a full one year coaching and training package is $19,000 in 2018. We will be more than happy to talk with any of you about what does it entail to get a team together, what would it look like for us to come to the workshop. And really the most important thing to consider, and what we talked to groups about is when is the optimal time for your Ask Event, and then we look 12 months backward to figure out where you should come to our workshop. So, it’s really not where, it’s not where the location of a workshop, it’s more of the date, and how it fits in with your calendar, and the way that you want to be implementing the Benevon Model. So, it is something that we look at with every organization, and help them figure out the best approach.
I guess just to add to that, we take a lot of time with organizations. There is no pressure to get… We really want to make sure that you are set up correctly to implement the model, you have the right team. We don’t necessary want you to come to us with your team in place. We have seen what works and what doesn’t work. And we’d love to talk with every organization about who would be the best people to have one the team. You must bring your CEO, you must have a team leader, someone who would be in charge of driving the model, and you must have board members, volunteers, that type of thing. The average return on investment, from someone who comes into our training and coaching program, is $200,000 that they would raise and get some pledges of their Ask Event. We have a formula. Our formula is that you would raise, [INAUDIBLE 01:07:23] from a 200 person Ask Event, you would raise $100,000 and get some pledges, but what we see, then actuality is that on average groups in their first year actually raised the $200,000. So, some raise more, some raise less, but there is an average, we’re very proud of that and what that makes possible for organizations that come to our workshop.
Again, we see that organizations that have a budget size—let’s say, $500,000 or less—for their full operating annual budget. It might be a challenge, so we definitely welcome a conversation with any of you that might be in that category. Maybe a challenge to have the infrastructure and the capacity to fully take one the coaching and training program, but that’s not always the case. It’s just something we have seen over the years, so something to consider. We’d love to talk with any of you about that.
All right. I think I’ll pop back here. So, I think what we should do is open up and see what kinds of questions we have, Zoë.
Zoë: Some did, Marcy. let’s see. Okay, Coleen asked, “We have been following the Benevon Model for 14 years. Our [INAUDIBLE 01:08:32] Ambassadors feel they’ve tapped out their network. How do we address their concerns?”
Marcy: Absolutely. That was Coleen you said?
Marcy: Okay, Coleen. So, one of the things that I would say is a key teaching in the model, because many organizations fall into a similar [INAUDIBLE 01:08:51]. it’s we got great people, and we’re going to keep going back to them year after year after year. The way that the Ambassador model of the Ambassador strategy really should work is that people… We really want people to be an Ambassador at least one time. If they want to do it more than once, great. But if the Point of Entry system is working, we should always be finding at least one [INAUDIBLE 01:09:13] Ambassador from the Point of Entry that they had, so they effectively are replacing themselves somewhere in the future. We really don’t want organizations to go back to the same people over and over, because exactly what you’re experiencing is going to happen. They are tapped out.
So, really what we would want to do is… This is new. This is all in the learnings that we have found over the last three to four years of what really has Ambassadors work well. It maybe something that you want to… I don’t know if you’ve been to a workshop already, Coleen, but it may be a great opportunity to come back and get the new content, get the new pieces and really understand how to move that Ambassador program beyond those initial most key supporters who work hard and get burned out. Many organizations run into that. If we don’t move it into the next round. I guess into the next iteration of Ambassadors. All right, Zoë, what else have we got?
Zoë: All right, great. So, Bev asked, “Can you please show the five steps right again, so [INAUDIBLE 01:10:25]…”
Zoë: “…reviewing that real quick?”
Marcy: Yes. So, Bev, I’m going to see… I think I might have to just go back to all these steps, but I will put it back up here, because it’s just the all steps on top of each other. There we go. [INAUDIBLE 01:10:39] I’m just leave it up here until while we finish, so you can…
Zoë: Perfect. Thank you Marcy.
Marcy: [INAUDIBLE 01:10:45] [laughs].
Zoë: Okay. Darla asked, “We have the hardest time collecting stories and identifying clients who would be good sharers. How can development people connect with client or get the program staff to understand what we need?
Marcy: Darla, it’s a great question. I wish if we had more of an opportunity for me to ask you a question. That would be great, because I’d love to know what kind of mission you have, and I can maybe more customize the answer. But let me just give a general answer for everyone. So, Darla. In terms of the stories of the Points of Entry, you may have a mission that has some confidentiality issues. It’s completely common. It’s very common with organizations. So, there are some different ways that we can have stories be told. The most effective way is in person. That someone would be there, and share it, and tell it themselves But that might not something that they’re comfortable doing, just giving the nature of maybe those services they received. So, in those instances, we would say look to maybe getting a letter. You can change names. You can always change names. You don’t have to use real names. But you could look at getting a letter from someone that would be written in their voice, and someone, who worked closely with that person, could actually be the one to read the letter, so that might be a way.
So, again it’s not that they have to be there to tell it every time, and that might open something up in terms of getting some stories. You can also do an audio recording. If someone is willing to share their story, but the real challenge is that they can’t be there when your Points of Entry are happening. That you can do an audio recording of that, so that people get to hear their real voice. Again, they could change their name if they need to. I do think that in terms of engaging your staff, or encouraging your staff to be bringing stories, one of the things we’ve seen groups do over the years is have some sharing at every staff meeting. Share one example of how we made a difference in someone’s life in the last month. Just getting staff to think of some of those instances, you might be able to develop stories from anyone of those sharing that they have within your staff meeting. Only the ones who are comfortable will share, and that’s perfectly fine. That’s what I’ve got for Darla, Zoë.
Zoë: Sounds great.
Marcy: Okay. Any other questions that people have sent in, Zoë?
Zoë: Yes. So, Sharon [phonetic] and Kim, they asked a similar question. So, “Can you explain the tour a bit more the point of Entry? Isn’t it usually at someone’s home? How does that work?” And Kim asked, “What do you recommend for a small shop that doesn’t have the physical office space to accommodate a walk-through?”
Marcy: Yes, many organizations we work with, again going back to they have maybe confidentiality issues, so they can’t walk through their space. Or you want to be doing what we call Point of Entry in a box where the Ambassador has it in their office, or it has it in their home, and they bring the people to the Point of Entry itself. So, that would be where it’s more the virtual tour. You have props, you have banners or posters, or things like that, that bring the tour stop a little bit more to life. If it’s in someone’s living room, you might not be getting up and walking around. If it’s in someone’s conference room, you could actually move the group around form corner to corner, and let each of those feel like [INAUDIBLE 01:14:29] a stop on a tour.
Again, that’s something that we do. We really work with each group individually in the coaching that we work with to customize exactly that, and come up with a scenario that works best. If they can’t do it in their offices, or they just have a lot of Ambassadors that want them to do it out in their home. But it is more of a virtual experience, but the same stories, the same content, all of the same material that you would cover in a standard in-office Point of Entry. It’s all get included at that session regardless.
So, I know we probably… Zoë, I know we might have a few more questions. We do need to wrap up, and let everyone get on with their day. I want to thank everyone. I know we had a great turnouts. Thank you so much for taking the time to come, and really hear about the five key metrics, and most importantly about what to do possible for your mission. Should you choose to bring on and work with Benevon, or bring on the model and try it yourself? And thank you all for the great work you’re doing in your communities. We absolutely love it. We love what you’re doing. it’s the only the reason why we do anything here at Benevon, is to help you fulfill your mission. Take care everyone. Thanks again. Bye-bye.
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