Ben Hunt-Davis MBE is a big believer in focusing on the metrics that matter. 

He was part of an underachieving British rowing team who came in last place at the 1996 Olympics. But his team went on to achieve a remarkable turnaround, winning Gold in Sydney four years later. 

How did they do it? By organising themselves around one simple question: ‘will it make the boat go faster?’ 

Hard work, determination and training were all still required, of course, but all those efforts were directed towards one clear purpose.

Ben’s story beautifully illustrates the power of being laser-focused. But with the charity sector in the midst of an unprecedented period of change, it can be tricky for fundraisers to identify such a simple route to success.

We know that ambitious fundraisers are exploring new recruitment channels and products, and new ways to deepen engagement and value from supporters.  

Making that shift can be risky however, without a clear view of the right metrics at the right time. And the reality for many charities is that it can take months to analyse their results and make recommendations for future activity.  

However the same basic principle applies to charities as much as it does an Olympic rowing team - decisions are made much easier when you have access to the right metrics to steer the ship.

When we talk about the ‘metrics that matter’ it’s not about saying some of your KPIs are unimportant. It’s about being clear which metrics are most important of all. And giving internal teams a way to easily communicate (and understand) how you’re tracking against them.

Getting the timing right is also crucial. I’ve heard too many stories of charity teams getting a shock when unexpected results are unveiled to them months down the line. Not only that, but the time it’s taken to produce the results means a lot of missed opportunities.

For example, one Head of Individual Giving recently told me that they almost fell off their chair when the charity’s data agency presented the ‘latest’ view of their Weekly Lottery retention performance (which was actually 6 months old).  

The expansion of recruitment channels had dramatically increased attrition, but their teams were operating for months without this knowledge and repeating costly mistakes over and over again. 

Putting a stronger performance culture in place

Thankfully, charities that cultivate a strong performance culture can avoid this situation.  By establishing a shared view of your charity’s most important metrics, all in one place, at a glance, fundraisers will benefit from:

Improved accountability across internal teams, with a common language and a genuine reason to collaborate

The ability to make better, quicker decisions, enabling meaningful progress against big strategic challenges.

The insight to turn off, or reshape failures as soon as they become apparent, and build on successes as soon as they show a significant uplift. 

All hands on deck - collaboration is critical

As my colleague Sam points out, well-designed visual dashboards can provide these benefits, but tools alone don’t guarantee success, especially if bought ‘off the shelf’ and left to gather dust.

The most important part of cultivating a performance culture is making sure all the key end users/stakeholders (IG, Data, Digital teams) are together from the start, to discuss, challenge and agree on the common insight view that will drive performance forward. 

This co-creation means that internal charity teams have the reassurance of a common, agreed-upon results view (via a tailored dashboard) that they can use to minimise risks. This facilitates leaner working practices, and continual testing and learning.  

This on-going lens into the latest results can be liberating. It strips dangerous delays and a reliance on outside agencies (and their reporting routines) out of the process. 

In a sector where every pound spent on fundraising is (rightly) scrutinised, placing bets should be as informed as possible. And with a little bit of effort upfront, it is possible for charities to track the most important metrics and therefore make better decisions.

Just as Ben Hunt-Davis’s ‘big question’ kept the whole British rowing team on track for Olympic success, charities that prioritise performance measurement in this way will be able to make quicker progress against big goals. It should also help fuel appetites amongst internal teams to work together for further positive change, and make the job of fundraising much less frustrating and more interesting for everyone involved.

How fundraisers can make faster progress by tracking the metrics that matter

A shared understanding of the latest key metrics is central for fundraising success

Charities can make better decisions when they have access to the right metrics, but what do we really mean when we talk about the ‘metrics that matter’. 

 How fundraisers can make faster progress by tracking the metrics that matter | Signal Blog 

As 2018 comes to an end, and we look back on the last twelve months, what really stands out is the central role data has played not only in the world of marketing, but also on the world stage.

Access to users’ data has given big brands unprecedented power (if they have the processes and expertise in place to harness it properly). And yes, with that comes great responsibility.

Of course, compliance was very much on marketers’ minds in the lead-up to the GDPR deadline in May. The new regulations were complex and somewhat open to interpretation.  As many brands scrambled to ensure their internal and external processes met the necessary requirements, our inboxes were flooded with last minute privacy policies and slightly desperate sounding pleas to opt-in again. And then everyone let out a big sigh of relief when it was all over.

It’s safe to say however that GDPR will continue to have an impact in 2019 and beyond. Writing on May 25th, the day the new laws came into force, Signal Business Partner Mark Collins advised that charities in particular now have to do much more to nurture mutually beneficial relationships with their audiences. This applies to other sectors too, as he points out:

“GDPR will (quite rightly) mean that every individual is more aware of their data rights, and they will be more likely to turn off this consent if their relationship with an organisation gives them reason to do this.”


But while the new laws are undoubtedly a big win for data protection, web usability has taken a hit due to general confusion over what best practice means (please, make the pop-ups stop!). Still, maybe the new ePrivacy regulation, which is likely to be finalised/come into force in 2019 will clarify things.

The regulation didn’t stop there. We’ve also seen the rules around influencer marketing clarified by the ASA, although, as our Outreach Manager Lauren Cormack writes, there is still room for interpretation there too.

Once more unto the breach - a very bad year for Facebook

Speaking of social media, Facebook were hit by mainstream news reports of one data disaster after another during 2018, no doubt further eroding public trust in how their information is being used (or misused) by big companies. 

The company’s nonchalant approach to user information in the past came back to bite them, when the Cambridge Analytica scandal came to light in March. CEO Mark  Zuckerberg ending up testifying in Congress - refresh your memories on the key points with this helpful summary from Planner Jamie McAdam. 

Facebook’s annus horribilis didn’t end there however, with news of further dodgy data practices coming thick and fast, including leaked emails that seemed to confirm that the company might not always have users’ best interests at heart. 

Meanwhile, even Facebook-owned Instagram, which previously seemed immune to its parent company’s run of bad juju (or at least negative press), has recently been shown to be a hotbed of Russian propaganda. More trouble at t’mill was hinted at when Instagram’s founders also called it quits this year, following the less than stellar launch of the IGTV platform (likely an attempt to reduce the impact of the TikTok video app, which is growing incredibly fast among young audiences).

Google didn’t escape either, announcing the abrupt closure of their social network, Google Plus in October. What had once been a much-vaunted threat to Facebook had of course been long abandoned by the search giant. Which made it a convenient sacrificial lamb when they eventually got round to disclosing a data leak that had come to light in the spring. CEO Sundar Pichai ended up in front of Congress anyway, where the questions being asked only highlighted a startling lack of insight amongst senior lawmakers into how the internet and technology actually works. Something that should be of concern for the big tech companies, given that increased US regulation of the sector now seems increasingly likely.

Big brands of course don’t have the same luxury as the US Congress when it comes to remaining ignorant of technological progress. The need for big organisations to adapt to our ultra-connected, data-centric world became even more pressing this year, and digital transformation showed impressive staying power as a buzzword. But as digital now permeates everything we do, it has become an increasingly meaningless term. 

Focusing on the idea of digital and data maturity can provide more clarity for brands however, not least in helping them identify the specific changes they can make to serve their audiences better, sooner.

The charity sector in particular faces a ‘change conundrum’, according to Signal’s Senior Planner Mark Dibden - with a current lack of commercial urgency reducing their likelihood to take action, despite the knowledge that the world is rapidly changing around them. But as he suggests, data analysis can help provide the clarity needed to move forward so charities can work out the scale and speed of change that’s right for them.

Breaking down internal silos was also a big theme at the Institute of Fundraising’s annual conference, as evidenced by articles from Senior Planner Maxine Horsman and Marketing Manager Lauren MacRae:

Collaboration, not competition - why charities need to challenge the silo situation

IOF Convention 2018 - challenging the fundraising status quo.

We’ve also been busy breaking down internal barriers at Signal. In November we announced that Brightsource and Signal have merged, bringing together our expertise in digital, analytics and decisioning (Signal) with our expertise in automation and marketing operations (Brightsource). See Managing Director Barney Hosey’s article for more details. 

Earlier in the year, Signal’s Strategy Director Phil Adams announced our purpose and principles, and explained the process involved and why getting it right is so important:

“We believe that if we get the culture right, we’ll get the work and the client relationships right, and if we get those things right, commercial success will take care of itself.”


Our commitment to chasing a vibrant culture was exemplified by initiatives such as our annual Wellness Week and an incredible effort from our intrepid team of China Trekkers who raised over £7,900 for The British Heart Foundation.

As well as creating not one but two websites for The European Championships (one of 2018’s major international sporting events), supporting the Innovative Medicine Initiative and European Diabetes Forum, and continuing to support the world’s biggest arts festival, we were also involved in a few other happenings this year:

We were delighted to enter the Econsultancy Top 100 Digital Agencies list at number 23 this year.

We sponsored, and provided the creative for the Marketing Star Awards (spoiler alert - we’ve done it again for 2019), and even picked up an award for our social media success for Jim Beam. 

We donated our time and expertise to the BIMA Digital Day (the biggest ever in Scotland) and to create a brand new website for the football-themed charity Street Soccer.

The Global Accessibility Awareness Day (GAAD) in May led to the formation of an in-house, cross-discipline accessibility team.

The D&AD Festival gave two of our creatives a boost of inspiration. And REACT Amsterdam had a similar impact for two members of our software development team. Meanwhile, two of our copywriters picked up storytelling tips from the Harper’s Bazaar Literary Salon.

We also had a good showing at DMA Scotland’s Copywriting Club. Signal’s Head of Media Technology Andrew Girdwood joined me to talk about how Signal uses AI. And our Marketing Manager Lauren MacRae gave the lowdown on ethical (and not so ethical) influencer marketing in the health industry. Thanks to our friends at Yard who kindly wrote up both events.

We were also delighted when The Drum called attention to our short film for The Famous Grouse and online dinosaur keeper game for Scottish Friendly. 

All in all, it’s been a busy year for us and our clients, and no doubt for all of our colleagues across the marketing industry. Here’s to another unpredictable year in 2019. But first, let’s enjoy a well deserved festive break!

2018 Marketing Review: With Big Data, Comes Great Responsibility

Looking back on an eventful year for marketers.

The central role data played in marketing during 2018, including GDPR, Facebook scandals and digital transformation for charities.

2018 Marketing Review: With Big Data, Comes Great Responsibility | Signal Blog

https://cellosignal.com/blog/2018-marketing-review

data analytics

How fundraisers can make faster progress by tracking the metrics that matter

2018 Marketing Review: With Big Data, Comes Great Responsibility

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