“Stick your foot in the door until it bleeds.” British fundraiser Tony Elischer‘s maxim for corporate fundraising may not paint a welcoming picture, but it does share what is often the most effective strategy for success in this increasingly competitive area of development.

Most charities are aware that corporations’ philanthropic activities increasingly take a back seat to marketing initiatives like sponsorships, cause related marketing programs, and other strategic partnerships that can be ported over to charitable partners. Charities which recognize this shift, and adapt their fundraising messages and strategies to it, stand a much better chance of accessing corporate funds for their cause. Elischer’s main message during the recent NSFRE Fund Raising Congress in Toronto, is that charities must begin to re-evaluate who they approach in a company, how they approach them, and what they offer to a new partnership.

Not just the corporate donations budget anymore

“We can get into companies on so many different levels that it often doesn’t matter if we even see the donations committee,” says Elischer. Too many people send out sponsorship inquiries to the marketing manager or donation requests to small committees that are already overwhelmed with proposals. Successful fundraisers will also target their requests to other staff in the corporation, from pension plan administrators to personnel directors.

Public relations directors can be an excellent source of help for media training and media relations. Corporate affairs personnel can leverage their own lobbying efforts to help your cause. Finance directors might not be willing to part with large sums of cash, but may be persuaded to donate surplus equipment or supplies. The personnel department can offer spare places in their training sessions, meeting facilities, payroll and employee giving opportunities, and secondment initiatives, to name just a few.

Aside from the more common access points, fundraisers should also look to specialist directors who might be unique to the organization. Do they have a daycare centre and how might you incorporate a program there? Can the pension plan administrator help to share your planned giving information or work with potential volunteers? What are the access points to company unions and how can you get them on your team?

The key, according to Elischer, is not to blanket every executive in a company with requests for help, but to find an access point for establishing a relationship and build your way in from there.

Credential presentations can also promote partnerships

Furthering the idea that corporate partnerships must be created at all levels, Elischer also encourages nonprofits to make credential presentations to advertising and public relations agencies. There is no need to pitch a specific project, sponsorship idea, or a specific company. Rather, the focus of a credential presentation is to introduce the charity and share its strengths.

In making such a presentation, charities should be careful to offer help rather than ask for it. Highlight the mission of your organization, but focus on what strengths you will bring to a corporate partnership. Is it access to a particular audience or service? Expert advice? A particular venue? Quite probably, you will be able to present an exciting combination of elements.

The challenge of credential presentations is to bundle your organization’s attributes in a memorable package that will look professional and attractive when the agency considers partnerships. While the benefits may not be immediately recognized, this type of presentation can often spark relationships down the road when the agency is looking for a tie-in between a product or company and a charitable cause.

Keep their priorities top of mind

An essential aspect of starting and maintaining good relationships with corporate partners is to understand their priorities. Elischer outlines the five major corporate concerns: the market, their people, their suppliers, communities and shareholders. By focusing your efforts at a variety of levels and tailoring your proposals to help meet these priorities, you can build lasting and mutually beneficial partnerships.