How many hours are spent every year in meetings conducting strategic planning sessions only to find the plan ignored? Or, in today’s Agile approach to business, the confusion reigning with a lack of effective and timely communications of shifting priorities. The human element cost can be tremendous with employees left confused with engagement levels constantly fluctuating, impacting output.
Two very successful entrepreneurs have combined forces providing your organization with access to a fresh and effective approach to strategic planning and execution:
Dr. Stephen Dawson is a strategic internal or external consultant who provides exceptional-business building outcomes in the United States and Southeast Asia by utilizing his visionary abilities to design and deliver the next generation business productivity tools to assist regulators in accomplishing economic development. He has maximized his postdoctoral work in ways to blend his exceptional education with his outgoing personality and strong communication skills. He is also an Adjunct Professor with Regent University, serving with the Department of Business, Leadership, & Management.
Dave Daniels (BA/MA) is an accomplished senior business, human resource, and DEI (Diversity, Equity, and Inclusion) executive. Having held leadership positions throughout the country, Dave’s business approach is intended to exceed financial objectives by inspiring exceptional capabilities on the part of all team members. He is an accomplished facilitator and leader of results-oriented cross-functional teams. Additionally, Dave is a Certified Coach of the IDI (Intercultural Development Inventory) process, the most respected Diversity and Inclusion (D & I) assessment in the world. While he brings a wide range of experience, Dave’s expertise in the D & I space provides for full integration of this critical piece in our approach.
What we do:
Troubleshoot (assess) current plans and levels of communications and results
Create “real” alignment and commitment to the best actions
Become a trusted advisor to the CEO and the Executive Leadership Team (ELT)
Define/refine desired outputs and impact
How are we different:
Identify and solve key pain points, immediately
Provide a strong and relevant D & I lens to every aspect of your organization
Access to the IDI process, as a value, add
Flexible and Agile customization
Contact Information: Stephen and Dave may be reached via phone or email:
Do Mentor programs really work? How do they differ from Sponsor programs? How do you select candidates? And how does an organization introduce these programs? These critical questions need to be answered proactively and thoughtfully before embarking on this part of the Diversity and Inclusion (D & I) strategy. Like any good business decision, there needs to be a predetermined Return on Investment (ROI = measurable results).
First, let us dive into the first question posed, because if your answer is “NO,” then usually you won’t pursue it. Here is my challenge to you, the CEO. How many times in your career have you witnessed a really good idea die on the vein due to several possible reasons? If you are like me, you file these ideas away to be utilized at another time when you can directly impact the outcome of the initiative. Examples of those failures could harken back to poor leadership, inadequate planning and/or funding, conflicting communications, or lack of commitment, to name a few reasons.
Allow me to explore the difference briefly and simply between Mentor and Sponsor programs. A standard Mentor/Mentee approach effectively establishes roles with the Mentee driving the process within well-defined parameters. A Sponsorship program should be reserved for the best of the best high potential employees, as identified by the organization’s Succession Planning process. This process is designed to be far more formal and structured with key checkpoints along the way. Unwavering commitment, communications, and accountability is a must to optimize success. While the Executive Leadership Team (ELT) member is key, I strongly recommend a central point of contact that both parties can draw on when needed.
These two powerful concepts can drive real change in your organization if you commit to the following steps:
1- Have the right person leading these processes. Competency and respect are paramount.
2- Use Succession Planning to identify the right high potentials pared with the right ELT.
3- Clearly define each program and the desired outcomes.
4- CEO commitment, follow-up, and regular involvement are a must.
5- Strive for continuous improvement with both processes. Learn from the past.
Determining the correct level of transparency will be critical to success. I work closely with CEO’s to determine what’s right for their culture. You guard current proprietary info closely. I believe that the Succession Planning process should follow this template. As a key part of this process, Mentor and Sponsor programs should follow this line of thinking.
Should you decide to implement and/or enhance Succession Planning in your company, I am available to guide you through the nuances. Next up: Diversity Councils and Resource Groups.
David Daniels, Daniels Consulting
David Daniels, Daniels Consulting
Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results. He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.
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All organizations can benefit from a robust Succession Planning process. Larger organizations often use sophisticated software solutions to administer the process which is often way too much for smaller businesses. Think SalesForce which I have found in several smaller organizations as their CRM and are not used due to their complexity. Like CRM’s, there are technology solutions for Succession Planning that fit the size of your company and have a much higher engagement level of use. While the administrative part of Succession Planning is important, identifying the desired “outcomes and impact” on the organization with Succession Planning needs to be clearly established along with a high commitment level from the ELT (Executive Leadership Team). Taking this step is a critical part of the equation.
Let us look at an example of a desired “outcome” of this process. An effective Succession Planning process should identify current and future gaps in organizational staffing and depth. Please remember from my previous Blogs, the D & I (Diversity and Inclusion) strategic approach is to bring an effective D & I lens to every aspect of the organization. Unfortunately, I often witness Succession Planning processes where desired outcomes and impact are not clearly defined and absolutely zero discussion on the demographic make-up of each business unit’s staffing levels. At best, company-wide demographic statistics may be available at the entire company level, but there is little to no understanding of how each business unit is doing. It becomes very easy to say: “We’ve improved representation of some under-represented groups“ and leave the session feeling progress (the Outcome) has been made.
As mentioned, a proactive and robust discussion on desired “Outcomes and Impact” will set the tone for ELT (Executive Leadership Team) preparation, expectations, and execution of the Succession Planning process. Often, it takes time for the ELT to get this critical process right, but a strong partnership of your HR and D & I leads should help you optimized this process. I recommend that your HR lead drive the Succession Planning approach with your CDO (Chief Diversity Officer) bringing the D & I lens to the process.
Now that we’ve examined one example of the desired outcome of the organization’s Succession Planning process, what’s the potential “impact.” Once gaps are established by business units and by position, the ELT member and their HR support have a much clearer understanding of the tactical step(s) to take to remedy the issue(s). Effective and focused action plans can be established i.e. targeted recruiting approaches (External) along with an improved focus on Mentorship and Sponsorship programs (Internal).
My next blog will explore the difference between Mentors and Sponsors and how they can become a strategic differentiator for the company. But for now, building a diverse pipeline of talent will enhance the future success of the organization. However, leadership, commitment, and execution by the ELT will provide the ultimate impact by creating a diverse and inclusive organization. Optimized results will follow.
David Daniels, Daniels Consulting
David Daniels, Daniels Consulting
Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results. He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Grocery stores are very competitive; and, in most areas, consumers have options on the stores where they shop. In response, Grocery stores have evolved a number of competitive initiatives such as “store cards” for discounts on purchases, frequent advertising on special prices, and tie-ins with other outlets, such as points for special deals on gasoline purchases.
Being highly competitive, the grocery industry represents a great opportunity for innovations such as Cashback Shopping. The concept is straight forward. Using Kroger as an example, the store through its normal advertising channels promotes “Kroger Cash Back Shopping” for on-line purchases. (Note: The actual name of the program will be determined by Kroger.) Shoppers shop on-line; earn cashback on every purchase, and the cash is loaded onto the shopper’s Kroger card. In turn, Kroger decides how to leverage the cashback to its greatest benefit. Examples might be:
A direct reduction on the cost of groceries at check-out based on accumulated cashback on the card
Special shopping deals for cashback shoppers, e.g. BOGO’s on select items
Tie-ins with other partners, such as gasoline purchases
A Grocery that adopts the Retail Benefits cashback shopping app will supercharge its store card with the following advantages:
Grow revenue – Retain a portion of member cashback to fund the program and be accretive to profit
Fund grocery card – Register cashback on your store card to apply directly to the shopper’s grocery bill
Drive engagement – Apply cashback to member benefits such as special offers, tie-in deals with other vendors, merchandise, etc.
Messaging – Communicate via the app on special offers, etc. Note: The Cash Back app provides direct messaging to participants.
Phillip Davis
To learn more about the cashback shopping app. and the business opportunity it represents, contact Philip A. Davis at pdavishr@comcast.net or 678-977-5578.
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Measurement of business goals can be elusive. There are several measurement tools available, and my current favorite is an updated version of SMART, called FAST. FAST is much better suited to today’s Agile companies. But, this blog is not meant to discuss the merits of either approach. When it comes to the measurement of D & I goals and action steps, I often find quite a bit of resistance. For example, I often hear that setting specific demographic targets for staffing levels and/or promotability will lead to hiring and promoting individuals who are not qualified.
My response is always the same. Every goal that is set in any given organization has the potential for loss of integrity. I have seen people manipulate financials to make themselves look better. I have seen bosses give people they like (friends) slack in their performance appraisals. The list goes on & on. When it comes to D & I measurement, I often hear from ELT members that they are concerned the company will start to hire and promote undeserving individuals. This perception may or may not be true, but I always find it interesting that utilizing this reasoning to avoid D & I measurement is more freely shared vs. the examples cited above.
When it comes to staffing and promotions, it is in the organization’s best interest to widen the pool of qualified candidates. No D & I expert worth their salt would ever suggest hiring and/or promoting a person who is not the most qualified person for the position. The focus should always be on expanding the pool of candidates from under-represented groups. Why? Because it produces a diversity of thought and experience that clearly helps optimize the company’s results. Most importantly, it enhances the probability that the best available person gets the job.
This approach applies to all parts of the organization and to all groups of people. Clearly, many organizations will benefit from targeting under-representative groups of women and people of color. This focus will improve the organization and open new business streams and improved productivity. So, does this same thought process involve all demographic groups? The answer is yes. There will be situations where one or more groups are under-represented. “Reverse discrimination” is a phrase that implies that white men have been adversely impacted. I would suggest that this term does not describe this dynamic effectively. Under-representation can happen with any group, and it takes honest conversation and approaches to overcome this disparity.
Every business unit in the organization needs to honestly and openly assess where a lack of diversity exists. It is not good enough to look at overall business unit numbers; each position should be scrutinized. Why? Each department runs the risk of missing valuable diverse perspectives. This growing complex dynamic can be overcome. The right measurement approach that is driven by the organization’s values and is applied to all levels of the organization will go a long way to overcoming unintended consequences that occur over time.
Effective measurement should consider two levels: Outcomes and Impact. Unfortunately, most organizations do not spend enough time assessing the effectiveness of their measurement process which has led many organizations to avoid accountability. Allow me to share an example of the difference:
Outcomes: Short term & mostly intermediate changes that occur in organizations.
Example: Your organization increases its gender representation of its ELT.
Impact: Significant changes that occur within the broader organization.
Example: Due to the outcome noted above, your organization has gained access to new markets comprised of primarily women. Additionally, you have become an Employer of Choice for women, resulting in improved engagement scores that lead to measurable revenue growth.
As part of the DDC approach, I work closely with every ELT member and their teams to establish both Outcomes and longer-term Impact measurement. We start by assessing how workflow and decisions are made. A simple change such as discussing the make-up of cross-functional teams can have a dramatic impact. And, if your organization does not have a robust Succession Planning process, the ELT may be missing a critical opportunity to ensure that the best rise to the top. More on this topic in my next blog.
David Daniels, Daniels Consulting
Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results. He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.
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To move your business forward in this economy, you need to be nimble and efficient to maximize profits as the marketplace changes. And of course, employee safety and cybersecurity are musts.
I’m writing to ask if you have a few minutes to discuss how to boost growth and manage risks while becoming more efficient and effective.
At Bright Water, we offer a wide range of information technology services, from ERP systems to security and infrastructure to technology evaluations and optimizations.
Most important for you to know is that we deliver cost-effective, elite services. Plus, we’re located right here in Atlanta, so you’ll get the best local consultants to help you.
Can we connect for an introductory phone call this week or next?
I look forward to the opportunity to discuss how Bright Water can help you and appreciate that you are busy, so if you’d prefer not to be contacted again, just let me know.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
As mentioned in my first Blog (Blog #1), I am not against formal classroom training for Diversity and Inclusion (D & I). As the CEO, you need to construct a strong foundation within your Executive Leadership Team (ELT), first. My last Blog (Blog #4) introduced the Intercultural Development Inventory (IDI), as the focus for ELT development. In my opinion, this assessment tool is the best at creating awareness and action-oriented development steps, when administered by a Certified IDI Coach.
As a Certified Coach with IDI, I strongly recommend that your internal Chief Diversity Officer (CDO) becomes familiar with the tool and should eventually become an IDI Administrator. Immersing your ELT to this development tool and the process will be one of the best investments that you make as a CEO. There are companies/individuals that charge up to $1000 per person for completing the assessment while providing a single feedback session. A Fractional CDO, certified in the IDI methodology, can bring this critical strategic action step to life in your organization. Once certified, it should become a critical component of the CDO’s role, as we work to identify a mid to long term solution for D & I continuity, once my “Sunset” work has been completed. The Fractional CDO should provide this service as part of their monthly stipend, except for a small Administrative Charge that IDI imposes on each assessment.
Establishing the ELT IDI foundation should take no longer than 60 days. Once the ELT journey has begun in earnest, then the CDO should work with you and your team to establish a series of ongoing “Listening Sessions.” It starts with the CEO & CDO facilitating a company-wide session followed by each ELT member replicating a similar session within their own business units. Leveraging your CDO in preparation, delivery, and follow-up should be your best approach to optimizing honest and constructive feedback. This format should occur on a regular basis for the first year, minimally.
These two steps, IDI and Listening Sessions, will go a long way in establishing your commitment as the CEO. Your team will sense your sincerity, especially if you reinforce your message by becoming a member of the “CEO Action” group, now counting over 1000 USA based CEOs from businesses of all sizes. There is no cost to join and membership provides your ELT a litany of fantastic DEI resources. Your CPO should be able to help you get signed up with this group. When you couple these three (3) steps with a strong Diversity Council and integration of a strong D &I lens in every aspect of your business, your company’s DEI approach will truly start to enhance positive outcomes and impact improving engagement that drives financial results.
My next Blog will continue Part 3 of the DDC Systemic Approach by diving deeper into measurement and expanding D & I advocates. Please remember, a Fractional CDO approach can balance results and costs, quickly and effectively. The DDC approach is meant to be a “Sunset” position that ensures sustainable value and impact for years to come. At the end of the engagement, together, we will identify the proper advocates whether a Full-Time CDO or a sharing of the responsibilities by all members of the ELT.
David Daniels, Daniels Consulting
Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results. He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
The October 2020 issue of Atlanta Magazine, in partnership with an independent research firm QMI Research, named Kevin Garrett as a 2020 FIVE Star Wealth Manager. This is the seventh consecutive year (2014-2020) that he has received this award and the eighth (2012) in nine years. Kevin is a partner of Integrated Financial Group, a consortium of professional advisors.
“I’m appreciative of the recognition of this award. While it’s great to be included in this group, we always strive to improve our client’s experiences, like our Return On Life program which is designed to give our clients the best chance to live their ideal life,” Garrett commented.
Kevin specializes in employee compensation planning such as stock options for business executives. He also works with women going through a life transition such as a divorce or death of a spouse, as well as professional athletes and their family.
The Five Star program is the largest and most widely published wealth manager award program in North America. As part of the updated research process for the Five Star Wealth Manager program, firms and peers nominate award candidates. Award candidates are evaluated against 10 objective criteria to determine the Five Star Wealth Managers in more than 40 major markets.
The updated Five Star Wealth Manager award process includes:
Eligibility Criteria – Required:
Credentialed as an investment advisory representative or a registered investment advisor.
Actively employed as a credentialed professional in the financial services industry for a minimum of five years.
Favorable regulatory and compliant history review.
Fulfilled their firm review based on internal firm standard.
3,314 Atlanta wealth managers were considered for the award; 268 (8% of candidates) were named 2020 Five Star Wealth Managers
You can see the listing in the October edition of ATLANTA Magazine.
Integrated Financial Group
Kevin Garrett – Integrated Financial Group
My firm specializes in working with people that experience what we call “Sudden Income.” Typically the income came from one of these events:
1) Accessing and Managing Retirement Assets
2) A Performance Contract (Typically a Sports or Entertainment Contract)
3) Divorce Settlement
4) Inheritance or Insurance Payout
5) Sale of a Business or Stock Options
6) A Personal Injury Settlement
I believe the unique nature of these events requires specialized professional experience, empathy, and communication to deal with both the financial changes and the life changes that inevitably come with them.
My clients value my ability to simplify complex strategies into an actionable plan. They also appreciate that I am open, non-judging, and easy to talk to about their dreams and fears. Each client defines financial success differently and my goal is to guide them from where they are now to where they want to be. As my client’s advisor, my goal is to provide them with a lifetime income stream, improving returns, protecting their funds, and managing taxes.
Firm Specialties:
Retirement Planning For Business Owners & Executives
Woman’s Unique Financial Planning Needs
Professional Athletes
Investment/Asset Allocation Advice
Estate Planning
Risk Management
Strategic Planning
Kevin was listed in The Wall Street Journal as “One of the Financial Advisors In The Southeast That You Need To Know”
Kevin was listed in Forbes Magazine’s Annual Financial Edition as a Five Star Financial Advisor
Kevin has been awarded the Five Star Professional Wealth Manager in Atlanta Magazine in 2012, 2014, 2015, 2016, 2017,2018, and 2019.
Award based on 10 objective criteria associated with providing quality services to clients such as credentials, experience, and assets under management among other factors. Wealth managers do not pay a fee to be considered or placed on the final list of Five Star Wealth Managers.
KEVIN GARRETT, AWMA, CFS
Integrated Financial Group
200 Ashford Center North, Ste. 400 | Atlanta, GA 30338
Ten months into the COVID-19 pandemic, companies are under unprecedented stress with challenges to keep their business afloat and their employees safe and productive. In spite of the barrage of federal and state attempts to provide assistance to small and medium-sized companies, the daily dissemination of conflicting information about the pandemic, and the pressures placed on management by their employees for guidance and direction concerning their job security and health in the workplace; many employers are struggling to make appropriate and sound decisions to successfully guide their company through this difficult period. Thus, Human Resource experts have never been more valuable than right now to help navigate these varying new work environments.
Under these conditions that show no signs of abetting in the near term, company leaders are re-examining changes to their internal operational policies and procedures. Additionally, the structural deployment of human resources is vital to organizations in an attempt to adapt to these continuously altering conditions. Some of these variations include among others:
Develop work-from-home policy mandatory for certain employees and positions
Consider split-shift and rotating schedules
Remote orientation of new employee to the company
Increased deployment of virtual training technologies to increase competency levels
Health screening procedures for employees and visitors in the workplace
While many of these changes may be desirable and necessary, prudent caution should be exercised when considering these actions. Sanctioning the proper HR expertise is more important now more than ever to successfully strategize and manage the modifications of new office policies. Businesses around the nation are trending towards outsourcing their human resources. Companies like Flex HR, Inc., a full-service HR firm based out of the Atlanta, GA area, oversee these adaptable transitions all while mitigating possible liability risks for the employer. HR professionals have become significant leaders of positive change; inventing new ways to work, altering job functions, developing new learning and communication methodologies.
When implementing updated policy changes it is important to deliberate the impact of the change on compliance requirements already in force. For example, if you institute a health screening policy designed to keep the workplace safe for employees, be sure the policy does not violate HIPAA guidelines. If you consider mandating work-from-home policies, be sure to include procedures that provide for liability protection for the company.
Further complicating these challenges are the alterations and additions to federal and state regulatory requirements that will most certainly follow the implementation of business assistance programs. New OSHA, FLSA, IRS, HIPAA, and EEOC rules associated with COVID-19 continue to have an impact on business operations. It’s critical for business leaders to take measured strategic action to address these challenges to their business. Small to medium size companies are confronting two major complexities daily: how to keep their employees and workplace safe and productive, and how to deploy their available resources to maintain business operations.
Employee and Workplace Safety
By far the greatest issue facing corporate leadership during the pandemic is the protection of employees and the workplace. Employees are scared to come back into the office, afraid they may contract the virus or worse bring the virus home to their family. Therefore, companies must develop detailed procedures that keep the workplace as free of the virus as possible including sanitizing all workspaces and surfaces, hand sanitizer throughout the office, health screening procedures for both employees and visitors, as well as assigned responsibility to ensure procedures and policies are enforced and documented.
It is critical that employers maintain communication outlining what actions the company is taking to keep their staff safe. Communication efforts should include, but are not limited to:
Set up regular weekly management communication to employees regarding safety policies and actions the company is taking to keep the workplace safe
Invite employees to share their concerns and recommendations with the company verbally and in writing
Create a Q&A mechanism where employees can ask, receive, and share issues and concerns as well as receive the same information on answers shared with them
Overall, the more accurate and uniform information shared with employees the more productive the employee workforce will be.
Re-engineering Workforce Deployment
If employers are contemplating re-engineering or restructuring workforce deployment, it is important to do so by considering the integration and interdependence of the following reengineering guidelines. Re-engineering and workforce restricting can include work-from-home mandates, job restructuring or redesign, departmental reorganization, career track restructuring, compensation adjustments, or position reclassification. Foremost among management’s consideration is ensuring key change management initiatives are well-conceived and well implemented. Phil Davis, SVP of Flex HR, notes “HR needs to play a major role when change management methodologies are being determined. Companies call on me to support leadership and upper management, ensuring their teams are communicating these efforts properly.”
Guideline considerations include:
Cost/Benefit Assessment Protocols
Assessment protocols should be defined prior to instituting any modification to determine if the planned benefit resulting from the change is worth the costs in human as well as monetary terms.
Productivity and Performance Metric Realignment
When deviations are considered in the job responsibilities, supervision reassignment, and/or primary work location, attention should be given to realigning performance and productivity metrics in consultation with the employee.
Policy and Guideline Considerations
Whenever redeployment of employees, responsibilities, or performance metrics are undertaken, all affected policies and procedures should be reviewed for required changes in employee handbooks and communicated to all employees.
In-house and Remote Training Requirements
When making structural changes that impact the training and development of employees, it’s important to confirm that the requisite communication and training technology is available, and employees know how to use it.
Compliance Issue Management
All changes considered should be reviewed against any potential violation of compliance requirements, ensuring compliance issue management and clarification be conducted prior to implementing any adjustments.
Corporate Management and Governance
Any re-engineering fluctuations that may require a reexamination of corporate governance issues or modifications should be resolved prior to initiate the change action.
Jim Cichanski – CEO FlexHR
Engaging business complexities is perplexing enough without the added burden of doing so during a pandemic. Dr. John Cascone, SVP at Flex HR, has commented “many CEOs are reaching out for guidance in an effort to provide sound direction to their management team and employees to keep them safe and productive during this critical period.” Leadership is continually challenged with making effective and balanced decisions for both staff and the organization. Simultaneously all while trying to enforce the company’s core values and safeguarding the well-being of employees. To ease the burden of management, Flex HR experts have created “helpful tips for managing the Coronavirus crisis” online, specifically addressing COVID-19 business impact concerns. For checklists, sample return to work letters, and other essential information for having your staff return to work, contact Flex HR now.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Most of us support charitable and religious organizations. These are the organizations that support the needy among us and/or give us spiritual inspiration and guidance. They all do great things. And to do their work, they all need money to support their missions. Unfortunately, until now, our only course of action to provide support has been personal giving and/or to solicit giving from others.
What if there were a solution that could raise large sums of money for the charities and religious organizations you support, not just on a single fund-raising drive, but year-round? And, what if that solution was literally “free” to donors and coincidentally made you a lot of money?
Most charitable and religious organizations communicate to their potential donors through email, social media, radio, and TV. These are the perfect channels through which to promote “Cash Back Giving” using the capabilities provided by Retail Benefits. The following is an example of a charitable giving campaign run by the “Lone Survivor’s Organization”
What charities and religious organizations can benefit from Retail Benefits?
Organizations that regularly communicate to 10,000 or more individual consumers/people who potentially shop on-line are the best candidates. Most national charities and many of the larger churches will likely fit the profile.
What do I need to do?
The key is to refer Retail Benefits to senior officials in the organization and arrange a conversation/referral. Before making contact, call me so we can strategize the best approach.
What can I tell my contact about Retail Benefits?
An organization that incorporates cashback fundraising (The Red Cross Shopping App) will realize the following advantages:
Year-Round Fund Raising – Cashback donations via on-line shopping are automatic and on-going
No out-of-pocket expense for donors – Cashback is from money that has always been spent shopping. No new donor expenditures required
This is a new source of tax-deductible donations – Donor receives annual contributions statement for tax filing
Cashback may be designated to multiple purposes or charitable entities – Such as the building fund and the general fund and/or the American Heart Assoc. and the American Cancer Society
Messaging – Communicate directly to donors via the app on time-sensitive and other important information
In our next article, we will be talking about the special advantages for Retailers. Yes, national retailers themselves are great prospects for Retail Benefits!
I the meantime, if you need more information or if you think you might have a referral, contact me so we can explore the possibilities together.
Do Mentor programs really work? How do they differ from Sponsor programs? How do you select candidates? 
Grocery stores are very competitive; and, in most areas, consumers have options on the stores where they shop. In response, Grocery stores have evolved a number of competitive initiatives such as “store cards” for discounts on purchases, frequent advertising on special prices, and tie-ins with other outlets, such as points for special deals on gasoline purchases.
Most of us support charitable and religious organizations. These are the organizations that support the needy among us and/or give us spiritual inspiration and guidance. They all do great things. And to do their work, they all need money to support their missions. Unfortunately, until now, our only course of action to provide support has been personal giving and/or to solicit giving from others.