How a Go-To-Market Strategy Transformed Online Donations
Late last year, using our Go-To-Market framework we delivered a critical segment of strategy work for a new client, a non-profit UK Charity, who was in need of a boost in user numbers and online donations. I’m kind of amazed at the sheer quality and depth of output we achieved in such a short amount of time. And how darn useful it’s been.
I’ll be honest – at first glance, these activities might seem like just another exercise that is “just going through the motions”. Not true. Two or three days of focused research and analysis, followed by a couple of intense days mapping out a strategy, can truly work wonders when it comes to launching (or relaunching) a website, product, or service.
Using the data from over 300 survey responses
Given the timeline for our project, we found a survey was the most effective approach to get the feedback needed. What we didn’t expect was the overwhelming response – over 300 participants sharing succinct insights into what they wanted and what wasn’t working for them.
This data went through a few steps before landing on the GTM canvas. After mining through the data with human eyes and software, they were refined into post-it notes to be used in the Jobs To Be Done Template. This process helped the team refine the data and define the scope of the GTM strategy. This wealth of data proved invaluable, populating the template with the evidence needed to form the foundation for a strategy.
Organisation Overview
This particular template is broken down into three larger sections with smaller subsections to categorise the information, the first one being a review of the organisation itself. This model has served me well in the past because it strikes that crucial balance between organisational capabilities and user needs.
The true power of our GTM strategy canvas lies in its ability to transform abstract research into actionable insights. I’ll never forget the moment when one of our team members spotted a pattern in the Market Need post-its that perfectly aligned with our Customer Segments data, suddenly, donor transparency concerns had faces and stories attached to them.
The Strategy
As we moved into the central sections of our GTM canvas, the interplay between goals, messaging, and channels emerged as key pillars to the new strategy. Our goals section started with broad objectives like “increase donor trust” but quickly evolved into specific, measurable targets thanks to our survey data.
What began as standard nonprofit messaging transformed when we overlaid it with our user research. Instead of leading with generic impact statements, we developed “transparency touch points”, specific moments in the donor journey where we could demonstrate exactly how their contribution was making a difference. This was executed through an information architecture redesign that guided users to supporting content, especially to a renewed series of on-the-ground reporting.
AAARRR: The Product “Pirate” Metrics
The final section of the go-to-market strategy houses the AAARRR framework, (Awareness, Acquisition, Activation, Revenue, Retention, Referral) which we used to further refine the data to leverage existing wants and needs from the user base.
Awareness → Acquisition
Our journey began with a crucial realisation, awareness without proper acquisition strategy is like casting a net into an empty pond. Through our research, we discovered that potential donors were most likely to engage when they saw clear, tangible examples of impact. This insight led us to develop targeted content that showcased real-world results, significantly improving our conversion rates.
Activation
The data revealed a fascinating pattern in donor behaviour, people were more likely to complete their first donation when they could clearly visualise its impact. We restructured our user journey to include immediate feedback loops, showing donors exactly how their contribution would be used, which notably increased both initial activation and average donation values.
Revenue
Revenue tracking became more nuanced than simply monitoring donation amounts. We developed a comprehensive framework that considered donations in terms of frequency, loyalty and quantity. This approach helped us understand not just how much was being donated, but how effectively we were using our resources to generate those donations.
Retention
Perhaps our most significant discovery was how personal storytelling drove retention. We wanted to learn into charity’s strengths and made sure the information architecture and navigation brought the right users to their renewed on the ground reporting content.
Referral
Our survey revealed an interesting challenge, a hesitation among donors to share their giving journey. While we never pinpointed the exact source of this trepidation, we recognised an opportunity to reshape how referrals happened organically.
By treating each element of the AAARRR framework not as isolated metrics but as interconnected parts of a donor’s journey, we created a more cohesive and effective platform. The results spoke for themselves: higher engagement, increased donations, and most importantly, a more transparent and impactful giving experience for everyone involved.
Acting on the GTM
“Half the time people run research but don’t know what to do with it” – George Beverly
We leveraged insights from the discovery phase and the Go-to-Market Strategy Canvas to begin creating wireframes for both mobile and desktop platforms. The information gathered helped us understand user needs, business goals, and market positioning, guiding the layout and structure of each wireframe to align with key objectives. The purpose of these wireframes was to explore and establish a clear visual framework for content placement and user interactions, providing a blueprint for designing an intuitive and seamless user experience.
Looking Forward
What began as a straightforward strategy session evolved into a comprehensive digital transformation. Through careful analysis and continuous refinement, we turned data into actionable insights that drove real results. The framework proved invaluable not just as a template, but as a practical tool for aligning organisational goals with user needs.
Our journey from discovery to implementation demonstrated that when paired with robust user testing and strategic planning, these frameworks become powerful catalysts for organisational change. The end result wasn’t just a roadmap, it was a proven approach to building better digital experiences.
The strategy canvas
For reference here’s a copy of the GTM strategy canvas (if you click and save if should download at full resolution). Importantly, it’s freely available via the Miroverse along with some instructions! Of course there’s nothing quite like running a workshop.
