Introduction
Orr Associates Inc. (OAI) started working with the newly formed Partnerships Team on August 1, 2015. Our goal was to implement the transition and role clarity recommendations outlined in OAI’s Staff Assessment. This included transforming the original project managers into Partnership Managers to better support implementation so that Partnership Directors could focus on cultivating and soliciting current donors and new prospects.
Along with implementing the new organizational structure for the Partnerships Team, OAI also prioritized pipeline development and management, including the identification of new prospects and developing a sales strategy with collateral materials for new Girl Scouts of the USA (GSUSA) assets.
In this report, we describe progress, opportunities, and challenges for three areas: 1) implementing the new organizational structure; 2) developing a sales strategy for new GSUSA assets; and 3) pipeline development and management. Finally, we make recommendations for continued growth of this important team
Implement New Organizational Structure for …show more content…
With a $1 million entry point, this innovative offering lends itself to multi-year sponsorship. The prospect pool for DC is large, but because only one Director was tasked with selling this asset, other Directors do not have the knowledge or confidence to present this option to their prospects. Because DC offers the best opportunity for large sponsorships in 2015/2016, it is now a priority asset for all four of the Partnership Directors. To support their efforts, members of the DC team oriented the Partnership Team on the expanding DC platform. This was supplemented regularly with conversations during weekly Partnership Team meetings. Moreover, Jacqueline is working with each Director to enhance their ability to sell DC and with OAI’s guidance, Directors are learning how to best position DC to prospective
Orr Associates Inc. (OAI) started working with the newly formed Partnerships Team on August 1, 2015. Our goal was to implement the transition and role clarity recommendations outlined in OAI’s Staff Assessment. This included transforming the original project managers into Partnership Managers to better support implementation so that Partnership Directors could focus on cultivating and soliciting current donors and new prospects.
Along with implementing the new organizational structure for the Partnerships Team, OAI also prioritized pipeline development and management, including the identification of new prospects and developing a sales strategy with collateral materials for new Girl Scouts of the USA (GSUSA) assets.
In this report, we describe progress, opportunities, and challenges for three areas: 1) implementing the new organizational structure; 2) developing a sales strategy for new GSUSA assets; and 3) pipeline development and management. Finally, we make recommendations for continued growth of this important team
Implement New Organizational Structure for …show more content…
With a $1 million entry point, this innovative offering lends itself to multi-year sponsorship. The prospect pool for DC is large, but because only one Director was tasked with selling this asset, other Directors do not have the knowledge or confidence to present this option to their prospects. Because DC offers the best opportunity for large sponsorships in 2015/2016, it is now a priority asset for all four of the Partnership Directors. To support their efforts, members of the DC team oriented the Partnership Team on the expanding DC platform. This was supplemented regularly with conversations during weekly Partnership Team meetings. Moreover, Jacqueline is working with each Director to enhance their ability to sell DC and with OAI’s guidance, Directors are learning how to best position DC to prospective