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Case Study #1: PA Orphan Care Alliance
Rebranding to Reflect Larger Mission
Pennsylvania Orphan Care Alliance worked with Weebuma to achieve their rebranding goals in Fall of 2022. PA Orphan Care Alliance was a growing organization, which originally started as the Centre County Orphan Care Alliance in Centre County, PA. As a Christian-based organization, they wanted to help support foster families to provide better homes for vulnerable children. They knew that 90% of foster families quit within two years, because accepting kids from hard places into your hope can be very hard work. However, they started providing engineered care communities (a group of assigned, local volunteers willing to help) to wrap around and support some of the local foster families, providing everything from meal prep to transportation to tangible needs to simple prayer support. 90% of foster families who had a care community assigned to them fostered beyond two years. An impressive turnaround and impact work they wanted to share in other counties. Centre County Orphan Care Alliance added ten more counties in a year's time frame, which led to renaming themselves Pennsylvania Orphan Care Alliance.
But they wanted to go further. The organization wanted to help all foster, adoptive, and biological families with children in PA's Child Welfare System. They wanted to support all vulnerable children, not just orphans. Across the foster and adoption landscape, the word "orphan" is also being replaced since many children in the Welfare System are not orphans by definition, but still need help.
Weebuma helps provide everything from logo generation, website design, technological conversions, introduction and implementation of a donor relationship platform, social media management, promotional materials and more. One of the highlights is that Weebuma designed the site to be able to easily accommodate the growth of additional counties where Keystone Family Alliance operates. With Pennsylvania consisting of 67 counties, the website and materials needed to be designed to easily accommodate future growth for the client, avoiding an entire undertaking every time a county is added to their alliance. Through the use of dynamic pages and datasets of connected fields, the client is able to add counties within seconds, automatically generating the new page, formatting all the text, links, and images, as well as automatically adding the new County Coordinator to the team page. This avoids having to manually create new pages from scratch in the future.
Case Study #2: Dixon Golf
Strategic Pivot in Approach
Dixon Golf Inc. is the manufacturer of the world first high-performance, eco-friendly golf balls. Dixon Golf has developed a niche with relatively little competition - the charity golf niche. While all other major golf brands spend hundreds of millions in advertising to the competitive golf sector, Dixon has been able to grow by serving nearly 8,000 charitable organizations across the country each year. Being a golf ball company, Dixon and its team facilitate on-course fundraisers to provide entertain value, prize value, and fundraising value to lessen the burden for tournament organizers. Naturally, a cross sell Dixon implemented was the sale of custom logo golf balls.
The initial strategy was by selling golf balls to events who needed logo balls to give out in their goodie bags. However, the introduction of a a more dynamic sales approach has lead Dixon's custom product sales to increase 5x each year in recent years. Rather than attempting to sell custom products as goodie bag items, we tested the notion of selling logo balls as a sponsorship item. The majority of tournaments that Dixon sponsors are local organizations who are attempting to raise money for their cause.
The shift in the sales paradigm was simple: don't sell golf balls for $500, sell the idea of the tournament organizer advertising a $1,000 or $1,500 "Logo Ball Sponsorship", and then we can complete their order for $500. This means Dixon Golf clients are guaranteed to make money anytime they order from them. The implementation of this model lead to 5x in custom logo ball sales in the first eight months, and Dixon expanded their offerings to include everything from custom logo divot tools, towels, hats, golf polos, hole-in-one insurance, putting contest insurance, and various accessories in the effort to be a one-stop-shop and consulting their clients on best practices for fundraising.
The second sales paradigm shift was influenced after the introduction of a full line of custom products. Now that a full line was made possible, how to we increase revenues per customer? The solution was to use the sponsorship model and "bundle" items together. By offering custom product bundle, clients were able to save, get free sponsorship, and continue to attract new supports and increase the amount of units sold. This bundle concept increased custom product order revenue from $272.46 per order to $751.56 per order in a single year.
As the viability of this approach was confirmed, our version of the script was adopted in training manuals nation wide by Dixon Golf. All new trainees were trained on the sponsorship sales model, and the expected growth of the custom products sales channel was estimated to eclipse that of their traditional sales models within several years. However,
the real winners were the charities who benefited from the sponsorships they were instructed to sell. First, they received zero expensive, consulting fees. The service was completely free from Dixon Managers and Consultants during their routine sales calls. Second, they were ordering product only if they sold sponsorship, meaning they were guaranteed to make money anytime they ordered from Dixon. Previously, seeing a $2,000 bill for custom products would scare tournament who typically net $5,000 from their charity function. But if they sold custom a logo ball sponsorship for $1,500, a divot tool sponsor for $2,000, and a golf towel sponsor for $2,500, outings were willing to collect $6,000 from sponsors and then use Dixon to fulfill their $2,000 order. Then adding on their traditional fundraising... it is very common that the new model is able to double Dixon Golf's clients fundraising in one year. Over 100 clients in Pennsylvania and a significant core in Pittsburgh can attest to the mutually-beneficial relationship, which leads to repeat and further business for Dixon Golf.
Rebranding and Fundraising Strategy
Case Study #3: Greater Washington County Food Bank - Creating a Comprehensive Brand Identity
Greater Washington County Food Bank has been Pennsylvania's lead innovator for the food banking model in the last five years. Food banks and food pantries, by nature, tend to evoke empathy for those who are less fortunate. Greater Washington County Food Bank wanted to not only distribute food, but provide resources and education to empower food bank clients towards being self-sustaining. By operating a educational training center, providing a thrift market for low-cost goods and clothing, as adding in a fully-functioning 22-acre farmstead, the resources made available to weaken the chain of events that leads to food insecurity are plentiful. However, the general public knows very little of the innovative approaches.
Growing into a full-service entity, the Food Bank needed to turn their facility into a destination rather than just a place for packing boxes and donating food. By providing an altruistic destination, each program is able to grow independently and without hindrance from being overshadowed by the food bank program.
Through strategic planning and branding research, the new parent brand for the programs (and for the destination which houses the programs) is:
Food Helpers provides a call to action as the first call for people facing food insecurity to ask for help. Food Helpers identifies staff as someone positioned to help solve numerous problems a client may be facing, while offering all-encompassing solutions rather than just a box of non-perishables. Food Helpers positions all volunteers and donors are individuals who are actively helping solve the hunger issues facing Washington County, PA. The hypocycloid symbol combines the representative color palettes of each program and gives a nod to the beginnings of the Food Bank, as is began over 30 years ago to assist steel workers laid off by the collapse of the steel industry in the Mon Valley. A full rebranding campaign and a complete website overhaul leads to a more professional web presence, attracting a larger potential scope of grants and donors by highlighting the various programs equally, and creating a more use-friendly interface to provide the web presence of the most innovative food banking model in the state of PA. Full brand implementation included logo development, web development and SEO, social media management, and marketing material updates. The rebrand was launched with a $25,000 marketing campaign through local media and through paid social media ads with engaging messaging to attract more donors, users, and general publicity towards the cause.