Médecins Sans Frontières Greece

Table of Contents
1

EXECUTIVE SUMMARY ............................................................................................................ 5

2

CLIENT BACKGROUND ............................................................................................................ 5

3

THE BUSINESS QUESTION ..................................................................................................... 6

4

PROBLEM BREAK DOWN ........................................................................................................ 7

5

OVERVIEW OF AVAILABLE FUNDING STRATEGIES ........................................................... 11

6

THE INTERNAL vs EXTERNAL ENVIRONMENT OF MSF ..................................................... 14
6.1

Internal environment .......................................................................................................... 14

6.1.1

The organization ........................................................................................................ 14

6.1.2

Target Audience ......................................................................................................... 14

6.1.3

Positioning .................................................................................................................. 15

6.1.4

Comparative Advantage ............................................................................................. 15

6.1.5

The Voice of your Eco-System ................................................................................... 15

6.1.6

SWOT ANALYSIS ...................................................................................................... 17

6.2

External Environment ........................................................................................................ 20

6.2.1
6.2.2
7

The Integrated Marketing Communication Plan ......................................................... 22
Objective S*M*A*R*T ................................................................................................. 24

TOOLS AND IDEAS FOR SUCCESS ...................................................................................... 25
7.1
7.2

Part 2 – New Tools for Corporate Donors ......................................................................... 34

7.3
8

Part 1 – New Tools for Major Donors ................................................................................ 25
Part 3 – Building Awareness: “Retail” Tools ...................................................................... 41

THE THREE ACTIONABLE STRATEGIES .............................................................................. 51
8.1

Strategy 1: Raising Awareness on Malnutrition ................................................................. 51

8.1.1

“Hit and run strategies” ............................................................................................... 51

8.1.2

“Stay and invest” strategies ........................................................................................ 54

8.1.3

Cost Evaluation of Strategy 1 ..................................................................................... 56

8.2

Strategy 2: Raising awareness throughout population ...................................................... 58

8.2.1

Tools .......................................................................................................................... 58

8.2.2

Cost Evaluation of Strategy 2 ..................................................................................... 59

3

8.3

Strategy 3: Thinking outside the Box ................................................................................. 60

8.3.1
8.3.2
9

General Ideas ............................................................................................................. 60
More coordinated actions ........................................................................................... 60

CREATIVE (AIDA/VIEW test) ................................................................................................... 62

10

EVALUATION PROCESS ..................................................................................................... 65

11

APPENDIX A –TEAM MEMBERS PROFILES...................................................................... 66

4

1 EXECUTIVE SUMMARY
This document outlines the Future Leaders (“FL”) strategy to help Medecins Sans Frontières
(“MSF”) improve their fundraising and “Return on Investment” (RoI) strategy when targeting a)
corporate and b) major individual donors. Based on the requirements of this business case, FL has
come up with 12 new, actionable tools and 3 “packaged” courses of action to find new and activate
old corporate supporters until June 2013, with no more than 15.000 euros. Special attention should
be paid to the fact that all available data were not conclusive and that, at the moment of collection,
more and new data were being produced. This means that the numeric-led conclusion should reflect
a tendency and not a specific correlation or exact numerical performance. It remains adamant that
the qualitative aspects of this paper have a primer importance over the final deliverable and
recommendations.

The current deliverable is comprised of 4 main parts. First, an overview of the stakeholders, the
needs and the tasks. Second, the root of the shrinking donations and its effects on any future actions.
Third, 12 tools that MSF could use in order to improve its return rate of donations, including the
communication plan that we believe should accompany them. Fourth, three courses of action based
on independent variables that MSF will be called to choose from.

Last but not least, the purpose of this engagement is not to provide the one best course of action to
tackle the fundraising needs of MSF, but to provide the organization with a new framework and
with the trends that will help MSF make informed decisions in the future, hence shaping its viability
and awareness prospects in Greece and abroad.

2 CLIENT BACKGROUND
Medecins Sans Frontières (MSF) is an international medical humanitarian organization founded by
doctors and journalists in France in 1971. Today, MSF provides independent, impartial assistance in
more than 60 countries to people whose survival is threatened by violence, neglect, or catastrophe,
primarily due to armed conflict, epidemics, malnutrition, exclusion from health care, or natural
disasters. MSF provides independent, impartial assistance to those most in need. MSF also reserves
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the right to speak out to bring attention to neglected crises, challenge inadequacies or abuse of the
aid system, and to advocate for improved medical treatments and protocols. In 1999, MSF received
the Nobel Peace Prize.

As for MSF in Greece, there are over 185.000 donors and more than 500 volunteers with different
backgrounds, which are involved in helping the organization and its missions around the world.
MSF Greece contributes actively in Greece, Nigeria, Kongo and Zimbabwe. Today, MSF Greece is
very active in 4 different domains: 1) malnutrition, 2) access to the main medical services, 3) action
in the Greek province of Evros, and 4) Malaria.

MSF Missions throughout the world

3 THE BUSINESS QUESTION
The analysis of the requirements surrounding this RfP led the FL team to one major question:

What methods can MSF use to increase its donation flow from new and old corporate supporters
and major individual donors until June 2013, with no more than 15.000 euros?

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4 PROBLEM BREAK DOWN
MSF is a well-established NGO in people's minds which, still, faces serious economic problems.
The financial viability of the Greek chapter of the organization deteriorated over the past three
years, and this continues up to day as a ongoing trend. Indeed, some strategy practices followed in
the past, coupled with independent variables surrounding the Greek fundraising ecosystem resulted
in a sharp net revenue drop for the organization. Over time, there are two main sources of funding
for MSF: the corporate donors and the major donors. In order to get to the source of the problem,
we have broken down its potential roots into three categories. In parallel, we made use of a
traditional SWOT analysis framework in order to identify the strengths and the weaknesses of MSF
as well as the emerging prospects for a new communication strategy that will result in attracting
more funding resources.

Cause 1: major donors in contraction route
Based on the internal definition used by MSF, a major donor is an individual whose donation
overcomes the amount of 1.000€. Based on MSF΄s data, during 2008-2011 there was a significant
drop of about 48% in the total revenue of major donations which was followed by a further 76%
reduction during the last year (2011-June 2012). What is more, donations over 5.000€ are 16%
reduced compared to 2011 and were made only by new donors. Over time, the offer of mid donors
(donations from 3.000€ - 5.000€) is the most important, because they constitute the backbone of the
fixed costs of the organization. It is worth noting that in 2012 alone, donations from major funders
represent 63% of MSF’s total income.
Major donors have been organized into three main categories: a) high social groups that refer to
more affluent people such as shipowners, business executives and entrepreneurs, b) mid-class social
groups with an average donation propensity (i.e: scientists, retirees, and c) low or undefined social
groups.

7

Major and mid donors income split %, MSF Greece FY 2008-12
Source: MSF Greece

The most common motivation behind a major donation comes as a course of action following “hot”
or “cold” mailing coupled with a stable relationship that a lot of mid-donors (3.000€ to 5.000€)
have established with the organization. Based on good practices gathered, very strong motivation
that usually leads to high donations is either based on a health problem or a loss in the donor’s
family. A good strategy for individual donation-giving is therefore the spreading of the donation
activity to the social, family and personal ecosystems of the donor. CSR rationale and emergency
relief such as the Haiti earthquake are two more reasons that lead to individual donations to MSF.
Unfortunately, the largest proportion of the major benefactors donate on the basis of an unspecified
motivation, thus it is difficult to estimate a future response rate to a call for aid.

Cause 2: becoming irrelevant to corporate donors
Based on internal classifications of MSF Greece, a corporate donor is any company that has donated
money to the NGO. According to our investigation at the hq of MSF and the analysis of data
provided by the fundraising department, it becomes evident that the major revenue from donors
range between 1.000€ to 30.000€ per company, at any given year.
Shedding some additional light on the roots of this donation fatigue, in the 1.000 - 5.000€ bracket
there is a 24% reduction in the total revenue between 2010 and 2011. 44% of the total donors were

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either new or re-appeared in 2011 while 56% were active at least until 2010. There were 87
corporate donors in 2010, while corporate donations represent only 21 out of 138 total donors in
2011 (active or inactive). Only 20% of the corporate donors in 2011 kept their donation status for
2012.

Corporate donors income split %, MSF Greece FY 2009-2012
Source: MSF Greece

Cause 3: external factors influencing donation fatigue
Donation fatigue derives not only from mutating preferences and changing economic indexes at the
micro level, but also from new economic, political, social and legal data in the target country.

1- The economic framework
The past five years have been challenging for Greece due to the ongoing financial crisis.
Specifically, the crisis has affected the entire country at many levels, therefore, the situation as a
whole has had a significant impact on MSF (and most NGOs) as well. Moreover, insecurity and
subsequent paralysis of all economic activity affected financing of MSF to a great extent. The
middle class was affected the most. It is indicative to underscore that the MSF Fundraising

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Department, there was a 26.6% downscale revision for all enumerated fundraising goals and
objectives.
2- The legal framework and red tape
The change in the taxation system of Greece influenced the number and the volume of donations,
leading to a considerable drop in final contributions. According to the new framework, donations
that correspond up to 10% of the donor’s income, are not taxed. However, donations exceeding
10% of the donor’s income are considered proof of additional assets and are highly taxed.
Consequently, red tape and unfavorable legislation led to a high decrease in donations during 2012.

3- Sociocultural parameters
In the midst of a harsh economic crisis, the structure of Greek society is currently undergoing a lot
of changes. In other words, the financial crisis has led to many changes in the spending habits,
priorities and perceptions as well as in many other fields that are bound by external variables, one of
which is migration. Particularly, the Greek society is split over the issue of immigrants, with an
emerging and considerable number of people supporting right-wing extremist, nationalist parties.
Despite the understanding and embracing of the Greeks towards pro-immigration causes,this recent
trend/change is a significant parameter that needs to be taken into consideration.

4- Politics
Over the past few months, political instability was also one of the major issues with a negative
impact on all sectors. Specifically, the elections in April and the failure of the political parties to
form a government seem to have had an effect on the May 2012 donations.

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5 OVERVIEW OF AVAILABLE FUNDING STRATEGIES
Every NGO should have a set view on its future. A core and personalized fundraising strategy is
probably the most essential part of a non-commercial business model. The correct mix of the NGO
fundraising model entails a) retaining the original donors, b) attracting a vibrant mix of project
funders, and c) developing independent income streams.

Strategy 1: The strategic funding
The strategic funding of the NGO comes from regular, reliable funders who make an open-ended
commitment to an organization. In the case of MSF Greece, those are “major donors” who are
mainly individuals who receive high income and have provided the organization with a large
amount of money once; some of them are willing to continue supporting financially the
organization in the future or even on a regular basis. The advantages of this approach are numerous
as it provides continuity and doesn’t require too much effort to be put into time-consuming
fundraising. However, donors are reluctant to enter into too many of these commitments as it leads
to ‘silting up’ in their budgets, reducing the proportion of their funds which can be applied flexibly.
Having said that, strategic funding very rarely increases in value. The first gift usually dictates the
level of future repeated donations. For this reason, strategic funding will usually not grow in size as
the NGO grows. It may help to get the NGO created and established, but it will usually decline as a
proportion of the future income.

Strategy 2: Overheads into projects
Apportioning overhead costs into project budgets is a method that helps the NGO divide up its
overheads across a number of projects. Each project budget is expected to make a contribution
towards overhead. This is sometimes referred to as the business model, as it is a common formula
for determining product pricing. Apportioning overheads will always be a significant way of
funding core costs for most organizations. For growing organizations the apportioning model is
usually the most dominant one. It allows NGOs to grow on a project funded basis and break free of
the limitations of strategic funding. But sometimes this can lead to unacceptably high overhead
allocations if an organization has only a small range of projects. In the above example, if one

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project ceases, then either the NGO must find a replacement, or spread the overhead cost across the
remaining projects. This can make the project costs unacceptably high for donors. It can also lead
the NGOs to develop projects just with the aim to fund core costs. In this situation, it is easy to be
‘funding led’. MSF Greece uses this strategy with the Malaria project, where it seeks donations that
would be used especially for this purpose (e.g. a major donor, has been approached to donate for the
Malaria project after his company - well known shipping company - donated to the organisation in
2012).

Strategy 3: Self-generated income
The self-generate income strategy is where part of an NGO’s core costs are funded by activities
within its own control - where the donors don’t specify how the funds are to be applied. There is no
connection between the levels of income from these forms of fundraising and the numbers of
operational projects. The sources of self-generated income should be entirely independent from the
levels of operational activities run by the NGO. At the moment, MSF Greece lacks organizing
consistent and effective fundraising events or actions. The organization is working towards reformatting its fundraising and marketing plan trying not to limit it only to conventional
communication methods.

Strategy 4: Developmental funding
In the developmental funding approach, the core costs have increased substantially as the
organization has grown. The core funding from the projects is insufficient to fund the increased
costs. The NGO has to fund the investment in the organizational infrastructure. This can achieved
through developmental funding. This is where a donor agrees to invest in the transformation of an
NGOs infrastructure for a defined period. The funding can be applied toward core costs and it is
explicitly intended to help an NGO transform and grow. On the other hand, it is crucial to have an
agreed ending of the funding. By its very nature this form of funding is time limited. The donors
usually have been previous supporters of the cause and they may well want to take a ‘break’ in
funding after the development period. For this reason it is a good idea to build in plans for selfgenerated income into the developmental funding proposal. Developmental funders will need to be
re-assured that your organization can meet the increased revenue costs of an expanded NGO.
Investing in self-generated income (from one’s own resources) will help achieve this. It is perfectly

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reasonable to ask the developmental funder to pay for the investment costs of one’s self-generated
income programme. MSF Greece has initially been founded under the umbrella of a specific culture
that promotes assistance provision to people in need without access to health support and relevant
infrastructure. However, the evaluation of current fundraising strategies has revealed the need for
the organization to re-evaluate and re-form the current strategies of communication; this would
eventually require adequate training of staff and reorganizing the structure of the NGO.

Strategy 5 : Cost cutting
The fifth strategy presented herewith does not revolve around clear cut fundraising, it is rather an
astute financial management practice aimed at reducing core costs to an acceptable minimum.
Securing gifts in kind and volunteers are excellent ways of minimizing costs, as long as these gifts
and the volunteers are effective in ensuring that core activities are delivered. However, constant
attention has to be given to the cost of negotiating gifts in kind and of training and supervising
volunteers. Sometimes, it’s easy to spend more time and money managing these additional gifts
than the value of the savings actually offered. MSF Greece seems to have significantly limited those
expenses, as all wannabe volunteers have to go through a strict evaluation process which involves
assessment measuring their ability to communicate effectively in foreign languages, work within
teams, be flexible, manage stressful circumstances and be available to assist the organization when
an emergency situation occurs. Having said that, the information and communications technology
(ICT) costs, includes any communication device or application, encompassing: radio, television,
cellular phones, computer and network hardware and software, satellite systems and so on, as well
as the various services and applications associated with them, such as videoconferencing and
distance learning.) - especially communication costs- can be significantly reduced through the use
of new tools and a VOIP based communication.

No matter what your fundraising model or your organizational priorities are, funders want to know
that an NGO is credible before they reply to its request for funding. Establishing credibility doesn't
take money, but it does take time, effort and personal attention. First and foremost, a successful
NGO is a very good networker with formal and informal relationships supported by local media,
universities, associations, regional government offices. Hence, it requires effective interactions both
at the business and personal levels. In addition, the online presence of the NGO has to be clear and

13

easy to navigate through, with a full range of information about the organization such as its field of
work, mission, objectives and project descriptions. Transparency is achieved by including fiscal
years’ budgets, and message targeting by plugging smart content into the website. Bottom line:
every single visitor has to “recognize” a piece of information relevant to his/her background and
personal endeavours. Donors give money because a) they want and b) because they’re asked to do
so.

6 THE INTERNAL vs EXTERNAL ENVIRONMENT OF MSF
Breaking down the reasons, the stakeholders and the future actions move fast toward economic
autonomy, the internal v external environment cleavage could help us get a better understanding of
ongoing dynamics inside and outside the organization.

6.1 Internal environment
In order to get a better perspective of MSF, a well-rounded view is required on its internal
environment. In particular, the following factors must be examined: a) actions and priorities of the
organization, b) profile and competitiveness, c) supporters and donors.

6.1.1 The organization
MSF provides almost full medical coverage to people in need all over the world. More specifically,
the regions of operation span from Africa to Asia and Europe, as well as South and North America.
The organization deal with natural disasters, epidemics, long-term crises, displaced populations/
migrants, warfare, emergencies and restoration of disaster zones. The actions of MSF cover a wide
range of health-related areas as well as the welfare of people. Some of them include diseases that
were considered “rare” or “disappeared /(long gone)” such as cholera, meningitis, malaria and
measles, while others fend for anything from vaccination to famine, and water purification to sexual
education, to name just a few.

6.1.2

Target Audience

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While MSF enjoys high awareness and good reputation amongst all Greeks, the primary age group
of donors is the one of 45-54 (according to the 2009 research). At the same time, the younger age
group of 18-24 years is mainly non-donors which hints towards a potential new focus, considering
that younger people tend to be more idealistic and keep a “romantic” attitude towards helping others
and helping make this world a better place, despite their low income. Furthermore, the youth of
today will in time turn into the future elderly, something that could lead to a more proactive finding
of donors, rather than the current (reactive) one.

Two more clues that could be of utter significance (audience-wise) concern the distribution of
donors all over Greece and their education level. As far as the former is concerned, the majority of
“MSF Greece” donors live in Athens (40%), while barely 30% lives in rural areas. This points to
intensification of operations in the countryside, which may also require education prior to this, as
well as active integration of these areas in the general IMC plan. On the other hand, the bigger slice
of the pie of MSF donors is occupied by higher/highest education level individuals. As a result, this
could serve as a filter to the dispatch of cold mailings in the future, should they be retained.

6.1.3 Positioning
“Where there’s need, there’s MSF.”

6.1.4 Comparative Advantage
MSF is a unique NGO with a strong code of ethics and value system. It is also significant that it is
recognized by other organizations as effective, in terms of well-organized operations (“getting the
job done”). Finally, what may also distinguish MSF from other NGOs is that it filters the donations
it receives.

6.1.5

The Voice of your Eco-System

6.1.5.1 Volunteer’s Perspective
Based on our discussions with internal and external stakeholders, here are the main points made
regarding the fundraising strategy and prospects of MSF, as well as specific suggestions that could

15

be incorporated in the course of actions in the near future. The interview conducted with an MSF
volunteer and proved to be of special interest. In this interview the focus was set on the emotional
part mainly. The MSF volunteer was a nurse volunteer for infectious diseases and epidemiology in
the Balkans, Armenia, Caucasus, Serbia, Bosnia, Fyrom, Kosovo, Columbia, Latin America and in
many other places. The main point of this interview was that in terms of values, saving a life is the
most important thing in the world. Therefore we should be focusing on this statement in order to
attract future MSF volunteers since this position can provide the starting point for the messages
MSF wishes to communicate to all prospective audiences in the future. According to the MSF
volunteer, it would be easier to attract doctors and nurses and persuade them to become MSF
volunteers by boosting the major significance and the scope of their occupation. This can be done
by approaching relatives, close friends and people from the close social network. The MSF
volunteer believes that MSF should renew or replace the existing communication methods and find
ways to reinforce the NGO’s reputation/popularity. In the end, he mentioned some successful
concepts that they had used in the past such as “Trailer Concept” and the music festivals.

6.1.5.2 Corporate donor’s perspective
The interview with the Head of CSR (Corporate Social Responsibility) of a retail market company
was revealing of the general status MSF enjoys within corporate organizations, and reinforced its
image as a trustworthy and reliable NGO. The company supports MSF and has been a donor for
more than four years. Although the company donates to other NGOs alike, still, it maintains a
special relationship with MSF in terms of the company’s corporate social responsibility. Delving
deeper into the gist of the interview, according to the interviewee, people keep a low profile but
they do not consider themselves adequate so as to express their opinion on this issue. However,
there was a suggestion about finding something easier to attract people in order to make donations;
something easy, fast and without a complex process, and thus, suggested text messaging. It is also
worthwhile to mention that many corporate donors do not want to mention nor communicate their
donation initiatives. Nonetheless, they suggested that some clients may be influenced by this.
Rather, they do share the frequency of donations without sharing the respective sums of money.
According to the Head of CSR it would be better for MSF to further boost its actions within Greece
as compared to abroad. The Head of CSR also suggested that it would be better to be more active in
Greece sharing widely the full scope of its activities abroad. In this context, provided that there is a

16

well-thought and carefully planned concept, co-branding could be a good tool with positive
externalities for the company.

6.1.5.3 Major Donor’s perspective
The Major Donor interviewed has been a donor since 1975 when she started donation to the MSF
cause in Paris. Because of the trusting relationship she strongly believes in the mission of this
organization and is very sensible to its actions. A psychoanalyst by profession, she believes in
human life and aid. With regards to other NGO’s she supports Action Aid (adopted 4 children) and
WWF, but she is closely related to MSF because of her work. It is significant to note that she offers
her services (psychological support) to MSF volunteers when they come back from an action
abroad. This donor mentioned that when she came back to Greece, it was her who approached MSF,
not the other way round. Moreover, after she had made the first donation in Greece she did not hear
from MSF and it was her, who approached the organization again. After so many years of donations
she maintains a friendly and close relationship with MSF. In terms of communicating with donors,
the donor is satisfied about the hot mailing but she strongly believes that they should use new
methods in order to promote their actions. An effective way for doing this, would be by being more
active in Greece, not only with articles but also with videos, documentaries, use of internet and
more events. She believes MSF should focus on activities oriented in the countryside. Areas like
Patra, Crete, Thessaloniki, Larisa and Volos are not affected so much from the financial crisis.
Moreover she believes that many people in the countryside do not even know about MSF and she
shared a variety of examples in that regard. Therefore, she recommended that MSF should focus on
the countryside and find ways to promote their action there.

When asked whether she would like MSF to make a tribute to donors through special publications,
placates or other means, she mentioned that she does not want to advertise in any way. She wants to
help MSF and keep her anonymity.

6.1.6 SWOT ANALYSIS
SWOT analysis is a strategic

planning

method

used

to

evaluate

the

strengths,

weaknesses/limitations, opportunities, and threats involved in a project or in a business venture. It

17

involves specifying the objective of the business venture or project and identifying the internal and
external factors that are favorable and unfavorable to achieve that objective.
Setting the objective should be done after the SWOT analysis has been performed. This will allow
achievable goals or objectives to be set for the organization. Strengths are characteristics of the
business, or project team that give to it an advantage over others. Weaknesses (or Limitations) are
the characteristics that place the team at a disadvantage relative to others. Opportunities are the
external chances to improve performance (e.g. make greater profits) in the environment. Threats are
the external elements in the environment that could cause trouble for the business or project.

Strengths
The well-respected history of 22 years of MSF partly explains why the NGO is one of the most
active organizations in the sector. As such, it has earned very high awareness from people of all age
groups, regardless of the target audience. Among these people, the integrity and trustworthiness of
MSF, as well as the deep appreciation of the mission of the organization which neither
discriminates nor depends on funding by the state, have led 8 out of 10 people to express
satisfaction from the MSF programs.

Weaknesses
Medecins Sans Frontières is an NGO which is active mainly abroad, and not as active in Greece.
This means that its action is oriented to what many companies may seem disinterested to fund (ie.
non-domestic operations). These programs are not rated as “first priority” for companies in Greece
especially this period (for instance, recession has led to 15%-25% decrease of the disposable
income of Greeks). Moreover, despite the high level of awareness there is still a lack of deeper
knowledge around the exact mission of MSF. It is also worthwhile to mention that 2 out of 5 have
stated that have absolutely no idea what MSF programs do. The remaining percentage of donors
discontinue their donations/support, due to the undifferentiated, standardized communication
methods of MSF. Moreover, besides the weakness in the means of communicating their message,
MSF is rather latent in addressing society as a whole and, instead, is focused on isolated efforts to
approach major donors and organisations. As a result, this does not help build a strong, healthy
database of donors who - at their own discretion - will be there for the NGO. Even more so, there

18

are only a few annual events in which MSF participates throughout the year, especially when some
of these are of a smaller scale (eg. local level).

There is high evidence to suggest that the root of the communication disadvantage may be traced
back to the way MSF contacts/approaches its donors (corporate/major/individuals) in that it may
need to tailor its presentations and suggested plans of activity to the culture and requirements of a
company, instead of using a generic communication model.

It is worthwhile to mention that, as far as the competitors are concerned, other NGOs have
extremely aggressive communication methods and can raise much more money compared to MSF
thanks to their extroverted approach towards their donors. This happens because a good number of
these NGOs are active in Greece and their programs are based here as well (ie Chamogelo tou
paidiou). Last but not least, there is an extremely limited Corporate Fundraising budget and that
makes it even more difficult for MSF personnel to attract more donations.

Strengths and Weaknesses
The general context in which MSF operates does not pose create new opportunities in the context of
the SWOT analysis, nevertheless, there are certain cases which puts forward ideas of improvement
and future development.

ActionAid - Medecins Sans Frontières
To begin with, ActionAid may pose a threat in that it claims to have an agenda similar to that of
MSF, which may generate confusion to all audiences. More specifically, ActionAid starting from
the “Foster Parent” project and extending as far as providing people in need with food and water or
fighting HIV/AIDS, may have been a little too fast to diversify its scope. This could be a good
opportunity for MSF to revamp, reinvent and reintroduce itself to all audiences. Besides, the
trustworthiness of ActionAid has been questioned a number of times until now, whereas MSF have
maintained a clear record for the organization. It should also be kept in mind that ActionAid bears
the same colour identity as MSF (ie. red-white-black) which may in turn add to the equity of
ActionAid via a subliminal connection to the integrity of MSF.

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Medecins du Monde – Medecins Sans Frontières
Turning next to Medecins du Monde (MDM), there is a considerable number of points we need to
take into consideration. Initially, the name of the organization is in French (as is that of MSF) and
its translation is used widely in the Greek context (“Γιατροί του Κόσμου”). It can be deducted thus,
that the two organizations are affiliated, especially if one considers that Medecins du Monde may be
perceived in the minds of donors as the mother-organisation of Medecins Sans Frontières (due to
the umbrella term of the former).
its website is definitely less attractive than MSF’s. Particularly, the format of the site of MDM is
similar to that of a blog, while the latest posts are two years old.

Chamogelo tou Paidiou - Medecins Sans Frontières
The positioning of this NGO is very specific as it is active in a very narrow and specialized field,
that of child protection, especially in Greece. On the other hand, the MSF is oriented to humankind
through its universal actions, therefore there is no direct threat to the MSF. Nevertheless, in terms of
Chamogelo tou Paidiou being another NGO drawing money from the broader pool of money
intended for donations to NGOs, there should be discrete guidelines so as to face the deriving
competition., in favour of MSF.

UNICEF - Medecins Sans Frontières
Even though the orientation of UNICEF is similar to that of Chamogelo tou Paidiou, its scale is
different (global scale). What may be considered as an imminent threat is that the vaccination and
protection of children may be common with the images communicated by MSF.

6.2 External Environment
In order to design a detailed plan of actions for MSF, it would be central to get a good grasp of the
external environment and provide a thorough examination of, namely a) the competition it faces
from other NGOs, b) the details (profile) of the target audiences such as major donors and corporate
fundraising and finally, c) the general context.

a- the competition

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With regard to competition, there is a top 4 of NGOs that claim a slice of the pie of donations in
Greece, in particular, Action Aid, Chamogelo tou Paidiou, Medecins du Monde, and UNICEF.

Overall, the target audiences of the aforementioned NGOs mark various percentages in all three age
groups (18-34, 35-44, 45+), with Chamogelo tou Paidiou ranking first in the overall performance at
30%. Following this, UNICEF comes second at 23%, especially in the younger age group, while
ActionAid and Medecins du Monde come fourth and fifth respectively, after the MSF.

Having said that, it is significant to draw a map/outline of the positioning of the given NGOs, in
order to be able to conclude on the USP (Unique Selling Proposition) of each of them. The
positioning of these NGOs will be defined in terms of their programs and activities. ActionAid is
active in matters of food and water, HIV/AIDS, emergencies, women’s rights, peace, and the
“Foster Parent” project. This pays an 80-90% resemblance to the positioning of MSF, as well as that
of Medecins du Monde (MDM). More specifically, MDM seems to carry out the exact same
programs as MSF in similar destinations. On the other hand, the programs of Chamogelo tou
Paidiou and UNICEF are child-oriented and provide food and water, psychological support and
protection from trafficking, among other things.

As a result, there is the emergence of a unique feature for each of the NGOs which helps them stand
out and gives them a distinct space in the minds of donors. Specifically, the main characteristic of
ActionAid is the “Foster Parent” project, while that of Chamogelo tou Paidiou is child-centered
activities in Greece, as opposed to the worldwide scope of UNICEF. Lastly, MDM claims to be a
“genuinely Greek” organization.

Finally, the promotional tools that each NGO employs are indicative of the target audiences it wants
to reach. UNICEF and Chamogelo tou Paidiou are geared towards social media (Facebook and
twitter), while the latter also offers a number of SOS hotlines as well as a Mobile Polyclinic van to
provide services. By contrast, ActionAid employs a TV spot, an online blog, a Facebook account, as
well as ambassadors to reach its audiences, whereas the MDM has launched an emotionally
appealing TV spot with high ad recall rates.

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6.2.1 The Integrated Marketing Communication Plan
IMC intro
The Integrated Marketing Communications (IMC) plan is the outcome of the selection, combination
and integration of all the available and meaningfully related tools of communication over a given
period in a way that ensures efficacy and optimal use of resources. The relation between current and
future strategies is portrayed in the matrix below.

Improving the current communication strategy
The current communication plan of MSF with its donors involves hot and cold mailings four times a
year (April, June, September and early December), a magazine once a year every January, as well
as the “Anti Dorou” campaign to all corporations in October. To begin with, it should be noted that
these mailings are not inexpensive and that, given the current situation of MSF in Greece, a
reduction in their frequency should probably be considered in terms of cost-efficiency as well as
effectiveness of the message sent. More specifically, in order for the message to respond to the
requirements for which it was designed, it should be carefully manipulated and communicated
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throughout the year and the various occasions, so as to avoid saturation of the message (see burnout
of message). Subsequently, keeping a critical eye to the above schedule, it can be noticed that hot
and cold mailings reach their donors in what one may see as “too many times a year” (4 times).
Thus, it follows that the reduction of hot mails from 4 to 3 or 2, should be distributed in the year in
such a way so as to achieve optimal use of tools and messages.

As far as April and December are concerned, hot mailings should be by all means retained, given
their “strategically meaningful and purposeful” point in the calendar. On the other hand, both June
and September seem to be temporally awkward provided that these precede and follow vacation
time when business is rather slow in most sectors, or businesses reschedule/reorganize for the new
year. Subsequently, the proposed strategy recommends 2 gradual, successive rollouts of hot
mailings over the span of a three-month period (March to May) diffused in the corporate world.
However, instead of them being released simultaneously –as was the case- it is suggested that this
be done in two stages. In this way, the MSF will use phase difference in order to prevent or benefit
from external conditions that may hinder or boost performance of the MSF/donations.

With regard to the magazine which reaches donors at the beginning of the year, it is considered
cardinal that this method is kept and continued for a good number of reasons. Initially, the
magazine/newsletter serves as a reminder of the NGO. On another level, the newsletter
communicates the actions of the NGO in the past year while, at the same time, it sets and shares the
priorities/actions/plans of the NGO for the new year. Finally, it helps engage the donors in the
NGO’s future activities, by building on a solid relationship expectation.
As far as corporate methods of approach are concerned, one of them is “Anti Dorou”, the concept of
which revolves around making a donation instead of exchanging corporate gifts at Christmas time.
Until now, the idea has been for the MSF to release this suggestion/gift idea in October so as to
allow for time for the decision-making process by Christmas. The new proposition involves
releasing a “teaser” of this “Anti Dorou” campaign in one of the two preceding hot mailings, and
officially introducing the concept in the hot mails of October/November. In this way, the “teaser”
will serve as the first stimulus that will familiarize the donor with the campaign, and the “official”

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one will serve as the actual, tangible idea, which will also be presented in a classy, glossy format,
and as such, will be more likely to be well-received.

6.2.2 Objective S*M*A*R*T
Taking into consideration the problem breakdown, the objectives that derive are those described
below. Firstly, MSF has to take immediate action in order to come out of the downward trend it has
been showing/is estimated to show in the total revenue, by the end of 2012. At the same time, it is
critical that MSF make as many people as possible aware of the NGO and its actions, so that their
database of donors expands within the next year. Therefore, suggestions have to be made with
regard to finding innovative and directly applicable methods of approaching new and old corporate
supporters and major donors. Among the targets are the increase of corporate participation in
income at least to the 2011 level, as well as turning to major donor fundraising for the main source
of revenue for both 2012 and 2013. Finally, an exploration of the matching strategies is deemed
indispensable/essential to amplify awareness on malnutrition combining new and old methods of
approach with a three month span. The design of a strategy for the general awareness on the NGO’s
actions, applicable the next year is essential too.

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7 TOOLS AND IDEAS FOR SUCCESS
In this part of our strategy FL will present and analyze new ideas, tools and actions in order to
improve the donation performance of major donors, corporate donors and build awareness within
the general population. A strong ally throughout these strategies and actions is the media system of
the country, including press, free press, TV, radio and most importantly the internet. Although most
of paid time is out of reach for normal, commercial campaigns, the privileged legal framework
governing promotional activities of NGOs is a huge asset to explore.

7.1 Part 1 – New Tools for Major Donors
Major donors are those donating more than 1.000€ per year and are a key fundraising source of
MSF. As a result, a special treatment must be used for this particular target group. It is obvious that
the ways that will be used are much different than those of corporate donors.The main target is to
approach them in a way that will make them feel unique and responsible for the success of the
NGO. Below are presented five different ways to attract major donors and to achieve a long term
donation from them.

1. Gala for Major Donors
The “gala” span of activities will focus on existing MSF actions with an additional reference on
upcoming programs/actions. This event will be an excellent opportunity to analyze the current
problems that the NGO faces. As a target group we consider existing and old inactive donors who
have made a donation during the last five years. In this audience, additionally to the major donors,
journalists should be present to the gala along with people from the media, volunteers that have
participated in a mission and finally, MSF management personnel. In this context, MSF will
develop stronger and friendlier relationships with the major donors.

Benefits
It is a great opportunity to gather all major donors under the umbrella of an informative event. This
may reinforce the NGO’s scope. This kind of events will also show to the major donors that all
these years their donations contributed to “make world a better place’’. In this way, the major

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donors can also get an idea about the upcoming events/programs. Gala events with major donors
strengthen interpersonal relationships between MSF in a course of actions that represent an
immediate and fast way to collect donations more effectively. Major donors are usually people with
increased needs for attention and personalization of strategies, hence a special behavior/treatment is
needed.

Limitations
In this context, there are two things to keep in mind. Firstly, there is a remarkable difficulty in both
approaching major donors and ensuring that they will blend in an event. Secondly, mid-level donors
could envisage such an initiative as a provocation with negative connotations (negative impact on
the NGO recognition). Moreover, this gala has a variety of limitations such as: the low profile of the
NGO (the NGO in not lifestyle oriented), there is a fixed budget and the sponsors are unique. What
is more, there is a chance of being unsuccessful by having limited participation and it is extremely
difficult to schedule it earlier due to imponderable factors.

Communication strategy
This event refers to upper-class donors, therefore a special way to approach donors is required. In
this part it would be better to keep this event slightly under the radar, without exposing it widely.
The main approach will be to send invitations to upper-class donors (personally, confidentially) and
also making call invitations. In the audience there will be volunteers that have participated in a
mission, MSF management journalists and media coverage but the whole event will be published
after the event has been completed.

Target Group
By this event, we focus mainly on existing and old inactive donors who had made a donation over
the course of the last five years. This gala will be a great opportunity to improve relationship
between MSF and existing major donors.

Budget
As we mentioned before, this event refers to major donors and this gala requires a mid-level budget.
It is a good (mid-level budget) investment and refers both to the short and long term horizon. Main

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costs are related to catering, hotel/conference room, audiovisual equipment, souvenirs, flyers and
invitations/leaflets. In most cases the hotel provides the conference room without paying any fee.
But MSF has to use its staff and pay people from the hotel’s catering. Assuming that ten more
people will be needed for this service, the cost range around approximately 30* 10=300 €. In case
of audiovisual equipment, the hotel may provide this equipment therefore there is no cost. But in
case we have to rent this equipment, we will have to pay around 1.000 €. Invitation cost will be also
minimal because it will be sponsored. Catering cost per person will be around 30€. Than means 30
(catering cost)*500 (number of people) = 15.000€. There is also a souvenir cost which estimated to
be 500(pieces)*1(cost per unit) = 500€. The delivery cost of invitations is estimated at 300€.
Maximum Total cost: 300 + 1000 + 1325 + 15.000 + 500 + 300 = 18.425 €

2. Participation in Annual Events
As an annual event is defined any social, economic or athletic activity that takes place once a year
or even in some cases at longer intervals, but always periodically. These are open events where
anyone can participate, meaning the middle class up to the most affluent people of the country.
Among these events could be the following: Classic Marathon, Thessaloniki International Trade
Fair, Olympic Games, Championship, Posidonia, Cup football final, Cup basketball final,
Tsiklitiria, Vardinogianneia, Athens cycling tour. By “participation in annual events” that
Corporations and/or Major Donors attend, it is suggested that the MSF will be discreetly present in
organized events.

Benefits
There is high probability rather than mere possibility that big donors will be there. In particular, by
domino effect, many if not most of the attendees should contribute to the fundraiser. Nonetheless,
the presence and communication of the MSF actions there is critical for the outcome, making it
crucial for the MSF to be well-prepared (presentation skills, communication).
In this way the MSF image, brand and logo are not at stake, left intact (since things are done the
silent way and the MSF will receive little or no media coverage, while making the wider community
aware of the organization’s activity to the desired target group), at no or low cost for the NGO.

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In addition, creative actions such as having an athlete running for MSF’s benefit in Classic
Marathon or running a well-organized “highest bidder” aim to bring major donors within MSF
community. In any case, it is a unique opportunity to communicate with people that cannot be easily
contacted.

Limitations
MSF has to exhibit their activity in a distracting environment and within limited space, therefore a
thorough preparation is needed before reaching the event. Apart from volunteers or the “face to
face” team, members of MSF’s management team, must be present to provide further support.
Another critical reason that might affect the desired effect is the presence of other NGOs, especially
if their activity is currently more widespread (i.e. Chamogelo tou Paidiou). Another drawback could
be the contraction of the upper class donors to participate in open public events planned by MSF in
order to extract donations.

Ιn order to achieve a higher awareness of the presence of MSF in these events, the administration
should cater to send newsletters to local media informing for their participation in this event (The
communication of the participation of the MSF will depend on the type of the annual event; “open”
(Marathon) VS “closed” (Posidonia). For the first option (open event), any means of spreading this
message is necessary, like Facebook, Twitter, Linkedin, MSF website advertisement and
announcement in the internet. Furthermore, all moves should be mastered skillfully, eg. informing
through newsletters the corporations participating in the event and at the same time the local
authorities and the related institutions. Media coverage is very important before, during and after
the event and the best outcome would be managing to interview a major donor/ corporate
representative.

Target group
The audience attending annual events varies from corporates launching their products and activities
to middle and upper class people, intellectuals, scientists that may be potential donors. In such a
mixed audience any kind of donors should be expected: existing, old inactive, new.

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Budget
The highest cost is the rent needed for a kiosk (if needed) which mounts up to about 700€ to 1000€.
Except this, there is a 500€ cost for audiovisual and technology equipment, plus the cost of the
leaflets and souvenirs that could be easily sponsored.
* The remuneration of staff is included in the annual budget of MSF.
** These kind of events have direct return to income and can be easily characterised as short, mid or
long term action.

Case study: participation in Thessaloniki International Fair
In this annual event we expect to approach mainly major donors such as companies and
entrepreneurs (but not only this category of donors). The ultimate goal will be to sensitize new
major donors. To achieve this, the MSF management has to be in prominent and easily distinctive
place, willing and capable to inform the high level executives about the NGO’s action. The MSF
team will stand at a certain place, the MSF kiosk, which be visually and technologically equipped.
This means that a video player showing MSF’s actions and some kind of platform (e.g. i-pad) in
order to collect donations are needed. The volunteers and the ¨face to face¨ team are there to
inform for a specific programme that currently runs and tell people they can contribute in various
ways either by just giving an amount or by taking part in more alternative activities (ecrowdsourcing). When leaving the kiosk everyone must take a souvenir. Any sponsorship must be
prominently displayed. The cost of this event is not very high. According to real data the costs are
approximately the below:
Kiosk rent: 700€-1000 € or zero if it is provided from the Exposition
Audiovisual equipment: 500 €
Technology equipment, in our case an i-pad is needed that will cost around 200€
Leaflets’ cost: 0,50€ * 3000 (items) = 1500 €
Face to face team: included in the annual budget of the organisation
(it should be clarified how many people can travel to such an event without overcoming the
annual budget of MSF for staff, including travel needs of management)
Souvenirs: 500 € for 2000 cards
The maximum cost is estimated at: 1000 + 500 + 200 + 1500 + 500 = 3,700€

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Note: This cost is an average maximum cost for the first day. For any extra day you have to take
into consideration an extra amount of 1000€ which is the cost of rent.

3. Adoption Programs
This is a strategy which includes the commitment of a major donor or a group of major donors who
will be responsible for funding a specific programme or activity of the NGO from the beginning till
the end, e.g. Cover the costs of treating malaria disease in Peloponnese area in Greece.

Benefits
The major donor is acknowledged by the wider community. Adopting a specific programme ensures
quick and more effective implementation of the proposed actions because the source of funding for
the specific project is more direct and well defined. The organisation does not need to spend time to
allocate funds from a general account. In case of urgent situations the specific source of funding
allows quicker response to the needs of the project. The major donors feel more confident that their
funds will be utilised for a specific project because they can have access to the programme’s
accounts. Any extra money can be used for similar projects given the donor’s permission.

Limitations
Before “adopted”, the NGO must provide full cost breakdown for the project and then advertise it to
possible donors or organisations that would be willing to provide full funding. Then the donor will
usually have to get in line with the project cost. Moreover, the cost of big projects is usually very
high and therefore it is difficult to find a single donor. In this case, collaboration between more than
one donors should be established; therefore effective matchmaking is required between the
available donors. The NGO may have limited power on the decision making about how the money
will be spent within the project. E.g. in case there is a funding gap in another project the money
cannot be transferred there.

The NGO will use this program as an additional leverage to convince donors to come on board with
actionable and time sensitive options. Instead of just contributing money in general, donors now
will have the opportunity to contribute toward a specific goal, hence creating a feeling of concrete

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ownership of the results and the efforts. Additional publicity of names and brands that have back an
“adoption program” is also a strategy to take into account, should the benefactor wish to see his/her
name on a list of special contributors (not always the case, though). In this context, the donor is
recognised by the local community and may be announced as local benefactor.

Target group
The NGO should mainly aim at approaching donors of older age with high income. Local high
income families are also potential targets since those have an additional motive: assist the
development of places near their home towns (geographic based donation).
Case study: “Malaria” project at Peloponnese area in Greece
This is an important issue mainly faced at the Southern parts of Peloponnese that needs immediate
consideration. The southern part has recently started being developed and therefore maintaining a
stable growth of tourism is a viable requirement. Therefore health issues and maintaining a feeling
of security against epidemic diseases is very important. Local investors would be potential
supporters of any programme that aims at developing the living standards of the Peloponnese.

Budget
The estimated expenses that have to be taken into consideration are firstly related to the
advertisement of the NGO. Flyer or brochures that advertises MSF actions regarding specific needs
will cost approximately 0,47 per unit and the cost of the invitations is 0,50 euro per unit. Moreover,
there will be expenses such as tv or radio advertisement to promote events held on behalf of the
organization through the sponsors. In addition, travel expenses to meet up the local investors or
accommodation costs will be estimated almost at 400-500 euros.

4. Calendar Partnered Actions
Calendar Parented Actions are events that take place on specific days during the calendar year. The
NGO can approach major donors and organisations that can provide joint funding for events held on
specific global or national awareness days.

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Benefits
The NGO can take advantage of national and international awareness days, when it can organise
Interrelated events. The co-relation with particular dates or periods within the calendar year would
help the NGO communicate more effectively its work and therefore can be organized around
annual (regular) events. When an event is related to a well recognised cause it ensures easy access
to possible donors, as large number of people attend an event with a particular purpose. Donations
are more likely to be received by people that are emotionally related to that date and the popularity
of the organisation is further reinforced.

Limitations
Calendar partnered actions usually attract small donations rather than concentrated large amount of
money, while some calendar events are not popular enough. The communication and approach
methods should be carefully studied in order to comply with with principles set by the other
organisations and convince them to include fundraising for the NGO.

The actions of the NGO have to be clearly showcased during the event by a respectful and
trustworthy representative, i.e. a well-recognised individual, such as an artist or a local principle.
While advertising the event, it must be clearly stated that the MSF is being present and that it seeks
support.

Target group
Major donors and organisations who are emotionally related with that specific day.

Budget
The expenses surrounding the organization of an event such as the audiovisual material and the rent
for an event room will be almost 900 euros for a high capacity room. The rent usually is for free.
Moreover, costs for brochures that advertises the NGO and describes the theme of the day will cost
0,47 euros per unit so the total cost depends on the number of flyers. Finally, drinks for the guests
will be either a sponsorship or will cost no more than 200 euros.

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5. Global Targeting
This strategy includes the contribution of people who are Greek and live abroad or those who have
a sensitivity for Greece and everything that take place there.

Benefits
It is obvious that this strategy will attract Greeks who have high income that especially
wish to contribute to help Greece overcome the current recession.

Limitations
It is difficult to establish contacts with Greeks abroad, as it requires having credible liaisons that
would promote the action of the NGO effectively.

During National anniversaries and religious celebrations the NGO should be involved in events
organised abroad.

Target Group
The target group that the NGO addresses in this way is mainly Greeks that have migrated abroad.
Moreover, every person independently of his region or religion who wants to help the NGO and is
affected by the Greek crisis.This category includes also Philhellenes who are prone to everything
that is related to Greece. Finally, Greek communities and the orthodox church are both significant
sources of donations.

Budget
The exact cost cannot be estimated because of the variety of ticket prices. In addition the NGO will
need to advertise the events using diverse marketing material, such as brochures, radio or TV and
local newspaper coverage that will be maybe for free apart from the brochures that cost 0,47 euros
per unit. Furthermore the organisation of the event includes several other expenses related to venue
hire (usually it is a sponsorship), audio-visual equipment which costs almost 900-1000 euro for a
500 people capacity event room, catering, invitations to guests (0,50 per unit), organising the

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accommodation for any VIPs and other participants of the NGO’s event. Finally, inviting guests
from abroad might prove to be a big expenditure as most guests would require to be reimbursed for
their travel expenses. The travel costs can not be exactly estimated because of the lack of the
information. Generally this tool for attracting major donors is expensive if sponsorships don’t exist.

7.2 Part 2 – New Tools for Corporate Donors
The strategies for corporate donors refer mostly to partnerships with some companies and an NGO
and methods of approaching corporations as tools to stimulate their donation.

For complete

strategies, as opposed to individual projects, creating options means positioning the NGO in such a
way that a wide array of opportunities become available. MSF can take advantage of strategic
partnerships to utilize other company's strengths, create awareness to a wider audience, create word
of mouth and build a trustworthy relationship with big companies which may be potential donors.
Traditionally, most of the big companies try to show their social responsibility. What is more, it is
very important to find attractive approaches to the companies, which try to reduce their costs due to
the economic crisis and this fact makes harder the mission of the NGO. Below we try to analyze
some of the possible strategies.

1. Linked in Social Network
A new, integrated marketing strategy to build a list of corporate profile list of donors through LI,
taking advantages of social networks and viral strategies. This would be a two-fold approach, using
a) a tailored list of pre-existing, ongoing and new corporate donors and b) identifying their contact
information and profile through all available information on the social network.

Benefits
Most companies’ executives have a Linked-In profile. On top of that, most corporate entities
do have a permanent presence on social networks to raise awareness and target their
message to the corporate environment. Thirdly, these actions do not require additional
consulting costs nor external advisors, and the program can be run internally making optimal
use of current personnel. Networking with companies-targets that want to improve their social
profile with no integrated costs is an interesting strategy, along with their employees who regularly

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receive updated messages and information on their corporate group. A hands-on way to identify and
engage electronically high level stakeholders within corporate entities usually not easily accessible
through cold phone calls or other traditional means. Targeting corporate entities pre-includes a subtargeting strategy of looking at their employees and people related to it.

Limitations
This strategy requires an active online engagement through LI, meaning that already existing
ressources would have to be attributed to this project. This platform is specialized for employee
searching & recruitment but could eventually also be used for b2b corporate communications
between charitable organizations and donators. Finally, not all companies or senior execs maintain a
profile on LI, meaning that these actions are the bottom base of the pyramid but should be extended
elsewhere as well.

Directo messages to LI accounts, following this script. “Hi, we wanted to give you a heads up
regarding our new corporate program XXX that involves high level corporate stakeholders of the
Greek business ecosystem. We thought that YYY could be interested in it in order to explore
options of mutually beneficial channels of actions. Let me know if we could send you a detailed
proposal regarding YYY through an email. Many thanks, MSF”

Target group
Companies and their employees that have a corporate profile on the social network LI.

Budget
There is a free option as well as a businness account that cost 179,40€ annually.

2. e-Crowdsourcing
Crowd funding or crowdfunding (alternately crowd financing, equity crowdfunding, or hyper
funding) describes the collective cooperation, attention and trust by people who network and pool
their money and other resources together, usually via the internet, to support efforts initiated by
other people or organizations. Crowd funding occurs for any variety of purposes, from disaster

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relief to citizen journalism to artists seeking support from fans, to political campaigns, to funding a
startup company, movie or small business or creating free software. A variety of crowd funding
platforms has emerged to allow ordinary web users to support specific philanthropic projects
without the need for large amounts of money. Global Giving allows individuals to browse through a
selection of small projects proposed by nonprofit organizations worldwide, donating funds to
projects of their choice. Microcredit crowd funding platforms such as Kiva (organization) and
Wokai facilitate crowd funding of loans managed by microcredit organizations in developing
countries. The US-based nonprofit Zidisha offers a new twist on these themes, applying a direct
person-to-person lending model to microcredit lending for low-income small business owners in
developing countries. Zidisha borrowers who pass a background check may post microloan
applications directly on the Zidisha website, specifying proposed credit terms and interest rates.
Individual web users in the US and Europe can lend as little as one US dollar, and Zidisha's crowd
funding platform allows lenders and borrowers to engage in direct dialogue. Repaid principal and
interest is returned to the lenders, who may withdraw the cash or use it to fund new loans.

Benefits
On the more promotional and marketing side of usability, platforms such as www.kickstarter.com
and www.loudsauce.com provide the marketing and the tools to convert crowdsourced money into
actionable projects. For instance, Loudsauce is a crowdfunded media buying platform that lets you
spread the word about ideas that matter from a medium of advertising that primarily drives
consumption to one of civic participation. Their hypothesis is that funding advertising maximizes
your individual impact by reaching completely new communities for your favorite causes. In our
example, MSF browses campaigns and rewards, and choose an ad that matters. Then you choose
your level of funds, and help buy media space in places like billboards and national TV. Then the
campaign spreads the word via Facebook + Twitter, and then tune in or drive by as your ad runs.
Bottom line, this is a free marketing campaign based on public money that is asked and retrieved
online. Transparent actions are lead throughout the process. Corporate donors can contribute toward
the goal of a specific project (access to medicine, malaria etc) thus presenting new alternatives to
donations. If the money gathered online does not hit the goal toward a specific project, then the
money is reimbursed. It creates a safety net for donors and a very specific plan of actions that helps

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MSF pitch. Social media amplifies the viral effect of the project and creates a multiplier effect that
is for free.

Limitations
Needs a “smart” audience that is already online and is active in similar projects.

X needs you. We have the tools. You have the resources. Come with us and contribute X euros to
reach the goal of 10.000eur for Y specific action.

Target group
Younger and e-smart companies who want to see alternative options to see their money
go toward a good goal in actionable ways and concrete and measurable processes. Based on
the client, MSF can choose to release the name of the donor or not.

Budget
No cost in terms of money requested by MSF, depending on the platform approximately 10% could
be used as direct costs applied to the donated money.

3. Co-Branding with no Immediate Profit
Participation in promotion actions of companies in supermarkets etc. as a part of the promotion
activity independently.

Benefits
The benefits of co-branding initiatives are based on a solid engagement of the NGO with the
company, showcasing the competitive advantages of the company’s CSR strategies. Furthermore,
there in no new cost incurred for the company while word of mouth at the business environment is
generated through a regular flow of incoming clients. In this fashion, the NGO “steals” a small part
the company’s reputation and trust to add it on its own reputation wagon. The final goal is to build
awareness to a wide audience while forging a trustful relationship with the company.

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Limitations
This is a long term oriented strategy with almost no benefits in the short-term period, meaning one
gets the burnout (visual saturation) without the profit. By “burnout” we mean that audiences may
wrongfully perceive MSF’s retail presences as a token of financial strength. finally, potential
negative actions of the company may incur negative effects on the MSF brand.

We can have some volunteers to promote the NGO informing the audience for its actions or
exclusive missions. At the same time, we can put the name of the NGO next to the company’s name
only in the promotion kiosk to attract the potential “buyers” and to inform them through
sensitization. Labels writing along the lines of “By giving a little we can offer a lot”, the message
can be sent to targeted audiences.

Target group
Companies producing “Fast Consumption Consumer Products” .

Budget
No cost, or 30€ per day if we use a representative. We would suggest to find real volunteers of
every big town in Greece and employ them for 2-3 hours in order to avoid extra costs and
transportation.

4. Video Incorporated Ads
Online Ads placed before or during the live streaming of offline events, embedded in the MSF
website as well as in the websites of selected partners that wish to reproduce our message.

Benefits
No cost and free, specific and tailor made space for donors to “brand” an online broadcast. One
doesn’t have to do anything special to configure one’s live streams. We create tailor made
advertisement space in accordance to the topic and the location of the event, giving more options to

38

existing donors while reaching out to a new audience of ICT related companies that are not the
traditional stakeholders involved in MSF donations.

Limitations
The only limitation lies on the fact on that there should be a connection between MSF, the event and
the company’s profile as well as with the multiplier site that wishes to embed the player in their
own digital content and website. This creates an extra need in co-coordination among the different
involved parties and an integrated plan of their product should be designed and presented to the
company.

Depends on the thematic topic of the event.

Target group
Companies with actions related to MSF culture, who wish to differentiate their donation spending
and want to be perceived both as CSR friendly and tech-savvy.

Budget
No cost

5. Online Marketing Tools
Customizable, html rich and easily flexible platforms that allow to create impressive e-mail
newsletters and campaigns with web 1 and web 2 content, targeted to specific audiences that also
allow to measure success metric such as received/opened/replied etc.

Benefits
In the midst of an economic crisis, organizations need to focus on results and not on high costs.
MSF could gradually substitute high, one off mailing costs with smart online marketing tools
reaching new audiences, maintaining traditional donors, ride the wave of 0101 and in the long term
build a base of active and smart donors that help you re-brand or adjust your own campaigns based

39

on metrics. On-line communication is growing, people often prefer receiving information via emails that are personalized and efficient.

Limitations
A list of potential donors and volunteers must be created and maintained regularly, the organization
has to align its activities with a new online model. Good marketing and copyright is essential to this
tool.

Specific, tailor made headers and content that needs to be measurable and attractive to each targeted
donor.

Target group
All our donors, new, old and dormant!

Budget
The budget depends on the number and type of recipients and range with NO cost for no more than
12.000 email / month to a list of 2.000 unique recipients. Their most expensive plan cost 547,40
€/month for 100.000 until 250.000 recipients.

6. Testimonials
E-mails containing a questionnaire about donors’ opinions on MSF’s actions and how it
communicates it. There will be an option for companies to sign their opinions, so that other
companies and individuals learn about MSF support from a more objective source.

Benefits
There will be an interaction between the two parts, while increasing involvement of donors during
filling the form. We will receive feedback for MSF and show that we are a trustful NGO. A domino
effect could take place, while potential donors have the chance to read about MSF from other
donors’ opinions and get influenced by them while using statistics for advertisements. They will

40

also be satisfied by the fact that their opinion counts and is considered important. Furthermore, there
is a potential to send the form with a friendly way to the user.

Limitations
Unwillingness to fill the form - no feedback or consumers may become suspicious. Moreover, there
will be a potential willingness to keep their anonymity. Many people are not familiar with new
technologies. Maybe the form could be completed by the secretary, not by the donor himself. This
may generate confusion for other supporters, etc.

A friendly questionnaire which motivates the donor to complete it.

Target Group
Existing donors.

Budget
No cost, all we need is the e-mails of the donors. There would be an effort though to get these emails from the donors.

7.3 Part 3 – Building Awareness: “Retail” Tools
1. SMS Fundraising
Sms fundraising is a very useful and contemporary method of action in order to help a NGO. It can
be used by a wider group of age and is very easy to use.

Strengths
It is a user friendly tool since it is very easy to handle and the consumer is able to support the MSF
effortless. What is more, this kind of communication creates a feeling of emergency which is
usually an act that most people respond to.

41

Weaknesses
Sometimes people are afraid to send those sms because they don’t know the cost and they feel the
provider will charge them more than once (Charges may occur depending on the mobile service
provider).

Opportunities
The provider may use this method as promotion of its services. By using this method, the provider’s
social responsibility is boosted.

Overhead cost
1/2 month of mgt, internal cost of existing employee from fundraising department.

Other cost
95% goes to the organization according to wind vodafone cosmote partnership

Case study
vodafone-cosmote-wind ΠΡΟΣΦΕΡΩ

2. Phone Call Fundraising
Phone call fundraising can be used by all individuals no matter the age and is the most simple way
to act in order to help an action.

Strengths
Some people, and especially the older ones, are not familiar with mobile technology and computers
so they are a need of other ways of communication, like direct calls. This tool has also the
advantage that there is a direct communication of the individual with the NGO.

Weaknesses
Individuals nowadays are usually negatively predisposed about hotlines (090, 80011, etc)

42

Opportunities
There is a positive correlation between age and donor giving.

Threats
People are unaware of costs of calls and they are always afraid of 090 lines.

Final cost of service
0

Overhead cost
1/2 month of management, internal cost of existing employee from fundraising department.

Other cost
95% goes to organization according to wind vodafone cosmote partnership

3. Online fundraising
This method is very common nowadays with a wide response from the people as it is very easy to
use just a click away. People specially at a younger age are very keen on using the internet and this
method can increase the awareness of MSF at this target group.

Strengths
The main characteristic of this method is that there is an extended reach to potential donors and that
there is a cost-effective donation compared with other methods. Moreover, there is an ease of use,
an immediate acknowledge and receipt of transaction which makes it more trustworthy and there is
a peace of mind in knowledge that the donation has been received.

Weaknesses
The drawbacks of this method are that it is very impersonal, something which leads to the fact that
it is hard to build relations with the organization. There is also a difficulty of keeping up with the

43

donors due to changing communication detail as well as a difficulty of stewardship over the
internet.

Opportunities
A very interesting opportunity that arises from this method is the creation of e-wom which comes
from the sharing of information over the internet.

Threats
There always concerns about the security which might lead to people not trusting the site
consequently not donating.

Fixed cost of service
Usually 1,5-1,7% for visa and 1,8-1,9% for marstercard per transaction for POS systems provided
by commercial banks of Greece.

Overhead cost
1/2 month of mgt, internal cost of existing employee from fundraising department.

Other cost
POS configuration could be charged but is usually free.

Case study
POS system for commercial banks or paypal

4. VIPs Starts & Social Media Campaigns
This tool is very famous and successful that can help a NGO increase its fundraisings from the
public. VIP stars are very famous to most people who usually consider them as idols and they
follow their comments and opinions.

Strengths

44

The strongest points of this method is that there are some opinion leaders that influence many
people, and especially young people through word of mouth.

Weaknesses
One has to find the VIP with the right background and message so that the NGO won’t be affected
by the image of the VIP.

Opportunities
Could influence more young people thus "winning" their hearts and minds for the years to come.

Threats
Once you engage with them you can't let them go - stable web 2 presence

0

Overhead cost
1/2 month of searching and recruiting the vip star form comms dpt

Other cost
Transportation from/to event or site 500 eur max

5. Keep the Change: Supermarkets
Supermarkets are a very public place that attracts people in an everyday basis and that could be a
very good ground to begin collecting some funds. There would be a basket at the tills so that people
can put the change from their bill. It might be small amounts every time, but at the end of the day, if
this can get in practice in most supermarkets the NGO will benefit.

Strengths
This way is a very effective and quick fundraising solution compared with others.

45

Weaknesses
It is very difficult to implement in real life. Also it is an expensive option for medium and low wage
customers, plus it creates a limited transparency of the company's finances and where the funds are
allocated.

Opportunities
Customers must be given options to accept or decline the donation

Threats
Company might lose customers if there is no appropriate information provided

TBD with bank and co-partner

Overhead cost
None

6. Keep the Change: Travelling
People travel a lot nowadays due to their work or needs. By giving them the option of taking into
consideration a NGO like MSF at their tickets is a very interesting approach and can bring large
amounts of money per ticket. This way, people get motivated and can do two things at the same
time.

Strengths
It is a very quick solution that will bring large amounts of money per flight.

Weaknesses
There are many administrative methods and negotiations with the airline companies. Moreover,
customers might need to pay by different methods, thus this method is tax and cost dependent.

46

Opportunities
May ask for donations from first and business class customers. There is also the opportunity to add
advertisements and spots on the airplane screens which will increase the awareness of the NGO.

Threats
Increased levels of discomfort when a first class customer is pestered to provide donation.

TBD with bank and co-partner

Overhead cost
None

7. Keep the Change: Utilities, Telecom Service Providers, Banks
Strengths
Indirect income from the majority of population

Weaknesses
People unwilling to pay more to banks and utility bills, Bureaucratic procedure, percentage of the
funds goes to taxes?

Opportunities
Especially for banks, many consumers that get paid straight from the cashier (entired), have the
chance to support immediately MSF.

Threats
Due to the current recession, taxes and bills have gone up too much already

47

To Be Determined with bank and co-partner

Overhead cost
None

8. The MSF Corner: Supermarkets, Hospitals & Schools
People are not very aware of the MSf as an organization or of its actions. Therefore, there is a great
need of a method to increase this awareness in the public sector and that could be greatly achieved
by having a corner in the supermarkets, hospitals, schools etc where people from the MSF can
inform people about the organization.

Strengths
Increased awareness, Sentimental approach to people with similar health problems

Weaknesses
Needs agreements with hospitals' managers, Costs may occur (space rental)

Opportunities
Patients and their relatives are driven by the psychological need to offer to community.

Threats
Increased competition from "Giatroi tou Kosmou"

Fixed cost
20 eur per stand per location

Overhead cost:
0 for MSF, covered by partner

48

9. Mobile Giving Platform
It is widely known that the majority of people at our age, if not all of them, are using smartphones.
Smartphones have intruded in our lives making it more easy and giving access to almost anything.
By creating a mobile platform, like an application of MSF, people can get in touch with the
organization, get to know its actions, who are they etc plus they could have the option of donating
money with a click of a finger.

Strenghts
Users can visit the mobile website and make donations or pay for events all through a mobile
browser. Registered users may also send a payment through SMS using the organization's short
code.

Weaknesses
In order to develop mobile application may be expensive

Opportunities
Emerging Use of Smart Phones: Big percentage of people use mobile applications for their
everyday activities

Threats
Security issues, maintenance, Compatibility to different mobile browsers

Fixed cost
2500 euros net for development on ready to use WP of Drupal template

Overhead cost
web overhead included by MSF employee

Other cost
maintenance can be done by MSF web

49

Case Study
www.gipht.me

10. Donate your Airmiles
Most of the people who travel a lot, have issued a frequent flyer card with which they collect their
miles. These miles can be redeemed at some specific shops and services. This tool suggests that
there could be a service dedicated to MSF where people can donate their miles to the organization;
those miles will be translated into money.

Strenghts
Has no cost for the donator. Encourages people who like more alternative ways of helping.

Weaknesses
This method has a quite limited target group, and there is no financial revenue.

Opportunity
Can cover transportation costs

Threats
Lots of private information is needed such as name, miles account etc.

50

8 THE THREE ACTIONABLE STRATEGIES
In this part of the strategy we will put forward three specific courses of action that can put theory
into practice and tackle concrete problems while setting goals and making use of the theoretical
frameworks explained before.

8.1 Strategy 1: Raising Awareness on Malnutrition
MSF is particularly sensitive about malnutrition wherever it may be encountered. In order to raise
awareness and increase revenue both in the short and the long term, a targeted strategy is required.
Based on the idea “adopt a program”, MSF will develop a web and web 2 campaign to sensitize as
many people as possible based on target groups and bring back to people’s mind the message of the
NGO.
Every possible means of communication, such as facebook and web 2 viral campaigns, linked in,
twitter, google and facebook advertisements, tv spots and online marketing tools could be used in
order to raise awareness. Ensuring a partnership with a celebrity is also a targeted action that could
reinforce the image of the NGO and thus, motivate a large proportion of people. A simple
phrase/motto such as “1 euro gives them an extra week of life” should be the trigger for a first flow
of donations. Simple tools accompanying this effort, such as sms and phone call fundraising can
produce immediate profits given the special framework regulating the free allocation of sms, calls
and air time to NGOs. However, in order to make the most out of it, two different kinds of actions
have to be pursued, as described below.

8.1.1 “Hit and run strategies”
The first action is the more aggressive one and consists of actions that are differentiated from the
traditional approach of donors and are pushing for rapid collection of donations. In this strategy we
make use of two such tools: e-crowdsourcing and co-branding.

8.1.1.1 E-crowdsourcing - Second tool in the category corporate donors

51

This policy can be used in order to attract companies to fund the marketing and promotion actions
of the NGO. For instance, they can fund the POP material (Point of Purchase Material) that is
needed for the promotion of the NGO as well as the funding of some ads that are of great need to
increase of the NGOs’ awareness. It can be connected with the specific policy of the malnutrition
to sensitize and attract those funds.
In this context, through this document we would like to put forward 4 thematic ideas based on the ecrowdsourcing model that makes use of the “hit and run” course of action.

8.1.1.2 The international voyage combating malnutrition
This course of actions contains elements of the e-crowdsourcing model that makes use both of the
geographical aspect of malnutrition as well as the relevant spending and economic differences
between different continents. The main idea is to create a “lost treasure” path against malnutrition
that starts in poor countries, with testimonials, video material and images, going through different
poor cities and collecting “sensitive” material based on feelings and human difficulties. During the
second phase of the voyage, the e-crowdsourced mission goes to the top 10 developed capitals (or
cities within Greece, at a local level) to sensitize and communicate the MSF’s message.

8.1.1.3 Video documentary
Another idea of crowdsourced actions is the creating (filming, editing, etc) of a documentary about
malnutriotion, using a comparative advantages and lenses between Greece and other target
countries.

8.1.1.4 The village to village project
Along the lines of establishing a brotherhood between different villages, the v2v project focuses on
fundraising money through sensitizations campaigns in one village toward the local needs of
another (similar) village, in a worst condition, eventually hit by malnutrition. Working hand i hand
with the local authorities bu talso its international allies and structure, MSF cou call the citizens of a
specific village or town to “help” in any way (food contribution, money, shelter etc) the “sister”
village in the same country of abroad.

52

8.1.1.5 Coordination of agricultural societies and co-ops
In Greece we have witnessed the informal creation of irregular and flexible cooperation links
between different agricultural co-ops that ended up distributing food on square at a final price that
ends up being considerably cheaper than the official shelf price. A good coordination of all these
co-ops under the “value umbrella” of MSF could lead to economies of scale and gradually develop
a new movenent of “give food for good” among stakeholder of the Greek society. A proportion of
this food could be geared and exported to countries in trouble, hit by nutrition problems and
diseases.

8.1.1.6 Super markets united for smiles - “Giving back to the community”
The central concept of this recommendation is the active involvement of the MSF in the operations
fighting malnutrition in Greece. In detail, a few operations have taken place on a local level with
farmers giving away their products to those who have recently been made redundant or are
financially challenged. According to this plan, the administrative staff of MSF Greece will contact
potential partners (ie. retail stores) who are “honourable Greek businessmen who now have the
opportunity to be part of a bigger project, unifying people and giving hands”, so as to provide
support to those in need. The MSF team should manage any kind of negotiations, oversee and staff
the operations with volunteers (even locally) under the umbrella of the NGO. For example a local
super market from Northern Greece can “adopt” a village in Northern Greece and either drop its
prices below production cost or provide free products to impoverished local populations.
On the whole, this presents a great “win-win” situation for all parties, showing potential benefits for
MSF as well as business partners. As far as the NGO is concerned, the notion of “sharing” and
“giving back” will be well-received by the daunted population of Greece and will also be inviting to
the rest of the population to help. A motto that would characterize this operation on the whole as
“harking the call for help of the Greek society” would immediately differentiate the MSF from the
rest of the NGOs and would create a positive public image for being considerable and
compassionate to those in need, in the country that has been helping them to help others outside the

53

borders. “Doctors inside and outside the borders”. Moreover, 1/10 of their givings will be sent
abroad to countries in need (“in kind donations”).

On the other hand, the benefits for the collaborating partners will be a deeply positive public image
which will skyrocket the rates of brand awareness and brand loyalty of the local people (of the
target areas) and will raise the brand equity of their retail stores.

8.1.1.7 Co-branding - Third tool in the category corporate donors
This policy concerns cooperation with corporations friendly to MSF’s cause that are specially
related to the food industry and can be well connected with the malnutrition campaign. The main
idea of this specific policy would be the co-operation of the two logos in one single package along
the lines “This box, aside from a BRAND NAME, also contains one life”.

8.1.2 “Stay and invest” strategies
Complementary to the more aggressive policy, are additional policies, applicable to a wider
spectrum of cases. These are fundraising initiatives through sms, calls, the internet, pieces of
hotmail, smart partnerships and world calendar days. Follows a detailed description of the rationale
put forward up to now, as well its relevant cost analysis that will help give the gist of priorities
potential actionable combinations in a nutshell.

8.1.2.1 Sms fundraising - First tool in the retail tools
Some tools already described above can be used in order to increase the awareness of the public
while increasing MSF donations. More specifically, a proposal to Wind Telecommunications (there
is already an ongoing co-operation with MSF Greece), to sponsor some text messages to its
subscribers raising awareness regarding the malnutrition campaign run by MSF could be a feasible
and immediate action. This would motivate a big group of individuals to actually either reply to the
message or visit the MSF Greece homepage and learn about the means of donating money for the
specific action. As a reminder, the three biggest telecom companies of Greece have partnered for
the PROSFERO campaign to provide (almost) free sms and calls during a set period.

54

8.1.2.2 Partnership with private schools - Second tool in major donors
Children play a vital role in influencing adults generally, and their parents more specifically.
Consequently, one option would be to establish connections with private schools and the parents’
club through active informative plans, so that major donors can be attracted and then put on board
with an MSF campaign. Targeting private schools is probably a more efficient way of nailing down
new donors since their relative purchasing power is considerably higher than in public schools.

8.1.2.3 World Food Day event and young chefs
The World Food Day is celebrated on October 16th and provides a common ground of reference
regarding awareness and mobilization to put an end to this tragic, ongoing drama called famine and
malnutrition.

The event could take place somewhere near the centre of Athens, for example in a conference room
at a central hotel. This place must be fully audio-visually equipped and there must be adequate
provision for catering. The cost could be passed over to a sponsor. Informative material including
leaflets and posters must be provided as well as souvenirs distributed to the participants. Aside from
general information on malnutrition, and the state of the problem around the world, special weight
should be given on the Greek case, creating bridges of understanding and communication between
the Greek and international cases.

The main participants to this discussion will be companies from the field of nutrition and other
relevant stakeholders, such as the Medical Association of Athens, Athens Medical School etc. All
parties will be invited through a delivered newsletter and wherever it is necessary through
telephone. Volunteers will attend the event in order to distribute informational material and
souvenirs. A full media coverage, before and during the event, is the key to spreading MSF’s
action. This is totally free of cost and requires only a newsletter to any relevant fund and the
presence of journalists the day of the event. An extra communicative tool can be the presence of
widely known people in the area of journalism, art, or sports who maintain a relationship of trust
with MSF and could convey to the public the message of MSF concerning malnutrition. On top of
that, it would be especially interesting to organize a culinary festival with local goodies for from the
10 worse nutritioned countries of the world. Ambassadors, chefs, even local kids could be brought

55

into this event in order to create a culinary gala of difference, understanding and malnutrition
awareness.
The ultimate goal of this event is to further sensitize on matters of malnutrition and reflate NGO’s
relationship with major donors. There can be an immediate outcome in the income revenue by the
donations made during the event. Finally, malnutrition campaign is completed after six months in
mid-December, when a gala is organized in honour of major donors. The procedure of organizing a
gala is fully described in the chapter ‘strategies for major donors’ of this report, except that the
theme of the gala will be focused in the problem of malnutrition.

8.1.3

Cost Evaluation of Strategy 1

Methods

Cost

When

Comm. with companies

No cost

Comments

15/716/10

E-crowdsourcing

No cost, approximately 10% direct 31/8-16/10 mid

term

performance

costs applied to
donated inc.
WIND sms

No cost

MKT Chimp

free

for

1/10-16/10

2000

recipients/6

per 1/10-16/10

recipient
Social media, internet, VIP

No cost

1/10-16/10

Private Schools

300 € (leaflet)

1/10-

raises awareness

16/10
Co-branding

No Cost

17/1030/10

56

high
return

revenue

Action empowered by e-

-

17/1015/11

crowdsourcing

targets to major
only

World Food Day Event

600 €

16/10

Gala Organisation

300 persons cost 12500 €

20/12

Gala
Organization
20/12/12

World Food
Day Event
16/10/12

Platform
30/8/12

' 12

Ιουλ
2012

Αυγ

Σεπ

Οκτ

Newsletter
23/12/12

Νοε

Δεκ

Today

30/8

Comm. with Companies 15/7
e-Crowdsourcing

31/8

16/10

Wind SMS

1/10

16/10

Online MKT Tools (MailChimp)

1/10

16/10

Social Media, Internet VIP

1/10

16/10

Private Schools

16/10

1/10

Co-Branding

17/10

Action Empowered by E-Crowdsourcing

17/10

57

30/10
15/11

' 12

Médecins Sans Frontières Greece

Médecins Sans Frontières Greece

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