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Relationship Management:Corporate Partners and the

Network

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Today’s Speakers

• Paul DeBassio, Executive Director, Enterprise-wide Corporate Partnerships, United Way Worldwide

• Leanne Powell, Global Relationship Manager, United Way Worldwide

• Lauren Brooks, Vice President, Corporate Relations | Donor Engagement, United Way of Greater Atlanta

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Agenda and Learning Objectives

1. Introductions and opening exercise

2. Overview/ Lessons Learned from Successful Implementation• Build on cross-market corporate partnership national/ local success;

understand success factors to implement locally

3. Examples from the field• Understanding the process and steps to drive cross- market

corporate performance at a local/ regional level

4. Application • Learn by doing: start your own cross-market partnership through a

hands-on activity

5. Q&A

6. Key Takeaways and wrap up

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HAVE YOU COLLABORATED WITH OTHER UNITED WAYS BEYOND REPORTING?

WRITE DOWN ONE SUCCESS AND ONE CHALLENGE YOU HAVE HAD TO DATE.

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Cross-Market Corporate Partnerships Overview

Understanding Success Factors

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Digital Services

Improve the Individual Experience• Shared content• Shared platforms• Shared team

Corporate Relations

Improve the Company Experience• Shared accounts• Shared solutions

People

Fight for the User

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ChallengesOpportunities

• Still important-- Reach 50M+ employees as potential donors

• Increase impact and business value to company by partnering with CSR

• Stay connected with loyal contributors, lifetime giving value and growth potential

• Lost 1M donors (11%) in the past two years

• Lost 40K (20%) of corporate campaigns in last six years

• Participation is at 18%

• Potential losses from retiring boomers of $100MM +

Corporate Relationships are a major asset that needs strengthening

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Examples

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Pre-coordinated approach:

Working together to create business value:

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Company Focus

Corporate Partners in CROG Model

1. Enterprise2. Anheuser Busch3. Farmers4. Rockwell Automation 5. Bayer6. Bridgestone7. Florida Power & Light8. Raymond James9. Kaiser Permanente10.Indiana– Vectren,

NIPSCO, IU Health, Ivy Tech, St. Vincent

11.National Grid12.Zion Bank13.JE Dunn14.TD Bank15.Regions Bank

Network DrivenPRIORITY “CROG-LIKE”

Anthem Accenture FedExBank of America AT&T Costco

Deloitte Citi CumminsGE Comcast Ecolab

Macy's Deere IBMPwC Dow Kimberly Clark

Target Duke Energy MosaicUPS Eli Lilly Toyota

US Bank General Mills Whirlpool

Wells Fargo GM 3M (int’l)

BMO Kellogg Deere (int’l)

EY J&J P&G (int’l)Fifth Third Nationwide Pitney Bowes (int’l)

Kroger Publix RBC (int’l)Miller Coors SunTrust + Canadian TBD

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Why? Customer Has Spoken

1. Add business value through consistent, cross-market experience• Meaningful Employee engagement• Build their brand reputation• Align with their social impact goals

2. Provide quality, coordinated account management across UWs• Engage c-suite, leadership, and whole company

3. Act now!• Losing companies and donors, only as strong as “weakest link”• Formalize relationships through partnership agreements is key

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The Charge for UW Cross-Market Partnerships

1. Understand what companies care about and need by speaking directly to them

2. Create consistent cross-market solutions that meet needs and deliver business value

3. Work together as One Network to manage company relationships and execute with a coordinated approach

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Lessons Learned– Successful United Ways…

1. Focus on strategic, coordinated relationship management

Centralized Global Account Management Capability that brings in priority markets as needed

Map key influencer relationships and hold discovery conversations

Share goals and accountability across geographies

2. Work together within and across UWs to offer corporate solutions to meet customer needs

Communicate with other LUWs in real time (requires cross-functional alignment)

Think and act globally first, then nationally, regionally, and locally

Increase capacity and competency in the areas of RD

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CAN YOU THINK OF CORPORATE PARTNERS WHERE IT WOULD MAKE SENSE TOIMPLEMENT THIS CROSS-MARKET APPROACH?

WHAT IS SOME OF THE COMPANY FEEDBACK THAT YOU HAVE RECEIVED TO DATE?

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Examples from the FieldA Case Study from Atlanta

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Examples from the FieldA Case Study from Atlanta

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• National perspective, local impact

• Cross functional work is key

• Ability to fast track partnership plans

• Deepen relationships

• Secured key stakeholder buy-in

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EY case study

Phase 1: ID leaders and LUW markets

• Atlanta HQ market, UWW, and LUWs

• Identified company stakeholders

• Planning meeting with CSR Director for EY

Phase 2: Discussed with EY employee engagement, CSR alignment and additional opportunities

• Collected info

• Engagement mapping

• ID areas UW can support EY goals

Phase 3: Deepen Volunteer Engagement

• Expand UW support and engagement of EY Connect Day

• Current volunteerism mapping

• Millennial opportunities

Phase 4: Develop Strategic Communications Plan

• Global Results Framework

• Creating communications suite highlighting impact/benefits of EY/UW partnership

Phase 5: Build Strategic Year-Round Engagement Plan

• Will work with internal EY team and CROG team to develop partnership agreement including milestones

Phase 6: Learn Scale & Share Info with the Network in Real-Time

• Share EY/UW successes!

• Recognize EY support

• Continued learning from EY UW markets and other CROG accts

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UW Behavior Changes/ Future Outcomes

• UWW communication around problems or tactics

• LUW communication regarding reports

• Local goals, planning and execution with local contacts without understanding national picture

• Most information from key influencers learned in a local market stayed in that market

• UWW communication around opportunities and strategies for growth

• LUW communication about relationship management, successful strategies and challenges/opportunities

• Strategic conversations with foundation/ community relations national staff informed by national vision and UW market input

• Learnings are shared and leveraged across key UW markets in real time

Before After

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ON A SCALE OF 1-5 (1= NOT READY AT ALL, 5= ALL IN, LETS DO THIS!),

HOW READY ARE YOU AND YOUR UNITED WAY TO IMPLEMENT THIS ONE NETWORK APPROACH?

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Application- You can do this!

SEE THE WORKSHEET ON YOUR TABLE

• Identify and analyze a company or project to work cross-market on

• Discern the company’s and UW’s priorities

• Identify local markets to work with

• Map key influencers in the company and key UW contacts to partner with

• Next Steps- Hold discovery conversations and start communicating with other United Ways!

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Q&A

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Key Takeaways and Wrap Up

• Share this cross-market imperative with your board and team

• Support this customer-centric, global first approach Requires support from leadership Coordination takes time/ effort

• Create a regional / local CROG effort: choose a few companies that are asking for new value and consistency across markets

Determine an account point-person on your team Call or meet with other key market United Ways of those

companies to share information regularly Include cross-functional staff in joint account planning

Online Toolkit available at https://online.unitedway.org/cross-market-corporate-partnerships

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Thank youLIVE UNITED

®

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APPENDIX

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PLANNING

• Identify the headquarter market and other markets that the company cares about to be involved

• Set up a call with UW key markets and map company relationships to identify key influencers/ decision-makers and see the bigger picture

COMMUNICATING

• Leverage appropriate UWW/LUW team to conduct donor-centered discovery conversations to listen to what the customer needs from us in the areas of employee engagement, social impact, and reputational lift and share information across markets

• Access available training and tools on United Way Online

• Schedule several (monthly is suggested) UW team calls to hear about and synthesize conversations/ information gathered, and begin to identify company objectives that add business value

EXECUTING

• Capture shared objectives and co-create a regional/ national/ global account plan with the account team, where there is joint ownership for goals and deliverables to create shared value

• May include a partnership agreement or public version of the plan that you can share with the company (when ready)

• Consult with members of your impact, marketing, finance, IT, and volunteer teams to ensure you can have the capacity to deliver collectively

• Set goals/ metrics and execute/ deliver on the company objectives together as a team

How to initiate a CROG-like engagement

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MAINTAINING PROGRESS

• Continue UW coordination calls to share information and communicate regularly about changes; evaluate progress on company objectives

• Focus on 1-2 priority objectives and bring in subject matter experts as needed to develop solutions in the areas of employee engagement (giving, digital, volunteerism), impact, brand lift/ recognition

• Use UWO or technology tools as a communication vehicle where documents and information can be easily shared in real time

• Report on progress and metrics of success as a group (may include Global Results Framework)

• Steward and recognize company on an ongoing basis• Add other stakeholders as needed and maintain relationships as a group

• Rinse and repeat• Learn from this process and apply it to other companies

How to initiate a CROG-like engagement

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Strategic Corporate Relationships- How to create a Partnership Agreement?

Discovery Co-creation Execution

Internal process to discover key corporate business objectives and areas for collaboration

External process of working with company

to create and design future state relationship

External process of finalizing agreement

document, identifying component owners,

and executing agreement

Purpose