2024: Highlights + Learnings
2024 challenged us to get creative. We worked alongside nonprofits spanning the performing arts to international aid, politics, and beyond— continuing to refine our high-touch approach that keeps your mission at the center of our conversations. Dive into DCM’s highlights and learnings from 2024.
By the Numbers
$12M revenue generated through 76 telemarketing and fundraising campaigns.
32 nonprofits served, spanning the performing arts, culture, democratic politics, international aid, social justice, and progressive advocacy.
$100,000 gift generated for one of our long-time clients. The gift was from a single-ticket buyer who had never donated before.
30% of clients integrated peer-to-peer texting with their campaigns. It’s more than just a way to initiate a conversation, it’s being used as a tool to improve contact rates, fulfillment, and more.
70,000+ leads provided for the initial sustainer upgrade campaign on our new autodialing system. DCM has expanded our services to include high-volume sustainer and political calling.
Arts & Culture Marketing: Surprising Re-engagement from Long-Lapsed Subscribers
Subscriptions are back and thriving at many organizations, with rates on par with pre-pandemic levels.
Our most exciting finding is that, long-lapsed subscribers surprised us with strong re-engagement. By personally reaching out to lapsed subscribers on the phone, we’re able to effectively understand their needs and reignite their interest. These direct conversations have proven more effective than traditional marketing approaches.
At one opera company, pre-pandemic subscribers were the 2nd highest performing segment for new subscriptions.
At one orchestra, pre-pandemic subscribers were the 4th highest performing segment for new subscriptions.
In both cases, pre-pandemic subscribers bought more new subscriptions than any other recently lapsed subscriber segments.
Arts & Culture Fundraising: Economic Strain Calls for More Reasons to Give
Telefundraising remains stalwart amid the many shifting social and economic tides. While we’re proud of the consistent results and gifts, it has required adapting to changes in the environment.
Many donors felt economic strain or uncertainty in 2024, and we faced increased hesitation for annual fund giving. By pivoting messaging to more concrete funds that add to the work of the mission, we inspired giving, with the greatest impact among new or lapsed donors.
At one ballet, we focused messaging on its Pointe Shoe Fund, emphasizing the immediate impact experienced by its dancers.
With one museum, messaging led with its anniversary year and focused on cultural preservation projects.
Both campaigns exceeded new acquisition goals by more than 25%!
Mid-Level Fundraising: Gifts Keep Growing
Our mid-level fundraising showed strong momentum across multiple sectors - and it’s not just because it was an election year! The numbers tell an encouraging story: our overall average gift is increasing year-over-year, and our highest-performing campaigns produced average gifts over $2,000.
Behind these numbers, the types of strategies we’re applying to mid-level giving continue to evolve. In addition to regular appeals, our campaigns spanned emergency, end-of-year, bridge, and matching gift appeals.