Harvard Case - Cycle for Survival (A)
"Cycle for Survival (A)" Harvard business case study is written by Das Narayandas, Kerry Herman, Noah Fisher. It deals with the challenges in the field of Marketing. The case study is 12 page(s) long and it was first published on : May 2, 2014
At Fern Fort University, we recommend Cycle for Survival (CFS) adopt a multi-pronged strategy to achieve sustainable growth and expand its reach. This strategy involves enhancing brand awareness, diversifying fundraising channels, and leveraging technology to optimize operations and engagement.
2. Background
Cycle for Survival (CFS) is a non-profit organization dedicated to raising funds for rare cancer research at Memorial Sloan Kettering Cancer Center (MSK). Founded in 2007, CFS has grown significantly, organizing indoor cycling events across the United States. The case study focuses on CFS's efforts to expand its reach and impact, facing challenges related to fundraising, brand awareness, and operational efficiency.
The main protagonists in the case are:
- Jennifer Smith, the founder and executive director of CFS, who is passionate about the organization's mission and committed to its growth.
- The CFS team, who are dedicated to organizing successful events and raising funds for rare cancer research.
- MSK, the beneficiary of CFS's fundraising efforts, which provides cutting-edge cancer treatment and research.
3. Analysis of the Case Study
To analyze CFS's situation, we can utilize a framework that encompasses both internal and external factors:
Internal Analysis:
- Strengths:
- Strong mission and purpose driven by a passionate founder and team.
- Established network of supporters and participants.
- Positive brand image associated with health, fitness, and community.
- Successful track record of raising significant funds.
- Weaknesses:
- Limited brand awareness outside of core supporters.
- Reliance on a single fundraising model (indoor cycling events).
- Potential for event fatigue and limited growth potential within existing model.
- Lack of robust data analytics and technology integration.
External Analysis:
- Opportunities:
- Growing awareness and interest in rare cancer research.
- Increasing popularity of fitness and wellness activities.
- Advancement in technology and digital marketing tools.
- Potential for partnerships with other organizations and businesses.
- Threats:
- Competition from other non-profits and fundraising initiatives.
- Economic downturns impacting donor contributions.
- Changing consumer preferences and evolving fundraising landscape.
SWOT Analysis:
| Strengths | Weaknesses | Opportunities | Threats |
|---|---|---|---|
| Strong mission & purpose | Limited brand awareness | Growing awareness of rare cancer research | Competition from other non-profits |
| Established network | Reliance on single fundraising model | Increasing popularity of fitness & wellness | Economic downturns |
| Positive brand image | Event fatigue & limited growth potential | Advancement in technology & digital marketing | Changing consumer preferences |
| Successful fundraising track record | Lack of data analytics & technology integration | Potential for partnerships | Evolving fundraising landscape |
PESTEL Analysis:
- Political: Government funding for cancer research and non-profit regulations.
- Economic: Economic conditions impacting donor contributions and event participation.
- Social: Growing awareness of rare cancers and interest in health and wellness.
- Technological: Advancements in digital marketing, data analytics, and online fundraising platforms.
- Environmental: Sustainability considerations for events and operations.
- Legal: Non-profit compliance and legal requirements for fundraising and operations.
4. Recommendations
To address CFS's challenges and capitalize on opportunities, we recommend the following:
1. Enhance Brand Awareness:
- Develop a comprehensive marketing strategy: This should include targeted advertising campaigns across various channels, including digital marketing, social media, and traditional media.
- Strengthen brand positioning: Clearly articulate CFS's unique value proposition, focusing on its impact on rare cancer research and the personal stories of those it helps.
- Implement a content marketing strategy: Create engaging content that resonates with potential supporters, such as blog posts, videos, and social media campaigns highlighting the impact of CFS's work.
- Leverage influencer marketing: Partner with relevant influencers in the fitness, health, and philanthropy sectors to reach new audiences.
2. Diversify Fundraising Channels:
- Expand online fundraising platforms: Utilize platforms like GoFundMe, Crowdrise, and Facebook Fundraisers to reach a wider audience and provide convenient donation options.
- Explore corporate partnerships: Partner with businesses that align with CFS's mission to sponsor events, donate resources, and promote fundraising efforts.
- Develop a tiered membership program: Offer different levels of membership with varying benefits, providing ongoing support and engagement opportunities.
- Implement a peer-to-peer fundraising program: Encourage supporters to organize their own fundraising events and activities, leveraging their personal networks.
3. Leverage Technology and Analytics:
- Invest in a robust CRM system: Collect and analyze data on donors, participants, and supporters to personalize communication and optimize engagement.
- Develop a data-driven marketing strategy: Utilize analytics to track the effectiveness of marketing campaigns, identify target audiences, and optimize resource allocation.
- Implement a digital event platform: Offer virtual and hybrid event options to expand reach and accessibility, particularly for those unable to attend in-person events.
- Explore AI and machine learning: Utilize AI-powered tools to automate tasks, personalize communication, and improve fundraising efficiency.
4. Enhance Operations and Efficiency:
- Streamline event management processes: Implement technology solutions to automate tasks, improve communication, and enhance the participant experience.
- Develop a sustainable event model: Focus on environmentally friendly practices and reduce the carbon footprint of events.
- Implement a volunteer management system: Recruit and manage volunteers effectively to enhance event operations and provide support to participants.
- Develop a comprehensive risk management plan: Identify and mitigate potential risks associated with events, fundraising, and operations.
5. Basis of Recommendations
These recommendations are based on a thorough analysis of CFS's internal strengths and weaknesses, external opportunities and threats, and current market trends. They are designed to:
- Align with CFS's core competencies and mission: By enhancing brand awareness, diversifying fundraising channels, and leveraging technology, CFS can effectively communicate its mission and impact to a wider audience.
- Meet the needs of external customers and internal clients: These recommendations address the needs of potential donors, participants, and volunteers, while also improving the efficiency and effectiveness of CFS's operations.
- Consider competitors: By adopting a multi-pronged strategy, CFS can differentiate itself from competitors and attract a broader base of supporters.
- Maximize attractiveness: The recommended strategies are expected to increase fundraising revenue, expand reach, and enhance operational efficiency, leading to greater impact and sustainability for CFS.
All assumptions are explicitly stated, including the need for increased brand awareness, the potential for diversifying fundraising channels, the availability of technology solutions, and the willingness of donors and participants to engage with CFS through various channels.
6. Conclusion
Cycle for Survival is a valuable organization with a powerful mission. By implementing the recommended strategies, CFS can achieve sustainable growth, expand its reach, and make a greater impact on the lives of those affected by rare cancers.
7. Discussion
While the recommended strategies are considered the most effective, alternative options exist:
- Focus solely on existing event model: This option would involve increasing the number and size of existing events, potentially leading to event fatigue and limited growth potential.
- Partner with a larger non-profit: This option could provide access to resources and expertise but may compromise CFS's independence and brand identity.
The key risks associated with the recommended strategy include:
- Lack of funding for implementation: Securing sufficient funding for marketing campaigns, technology investments, and operational improvements is crucial.
- Resistance to change: Overcoming internal resistance to adopting new technologies and strategies is essential for success.
- Market saturation: The non-profit fundraising landscape is competitive, and CFS needs to differentiate itself to attract donors and participants.
8. Next Steps
To implement the recommended strategy, CFS should:
- Develop a detailed implementation plan: Outline specific actions, timelines, and resource allocation for each recommendation.
- Secure funding: Identify potential funding sources and develop a fundraising plan to support the implementation of the strategy.
- Build internal capacity: Train staff and volunteers on new technologies and strategies to ensure successful implementation.
- Monitor progress and adjust as needed: Regularly track key metrics, analyze data, and make adjustments to the strategy based on performance and market trends.
By taking these steps, CFS can position itself for sustainable growth and make a lasting impact on the fight against rare cancers.
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Case Description
Katie Kotkins, director of Memorial Sloan Kettering Cancer Center's (MSKCC) Cycle for Survival fundraising event, had to determine the best avenue for continuing the event's success and momentum after its founder, Jennifer (Jen) Goodman Linn (HBS '99) passed away from MFH sarcoma. Jen and her husband, David Linn (HBS '00), had founded Cycle for Survival in 2007 as a way for Jen to give back to the community of doctors that had treated her since her diagnosis in 2003. The indoor cycling event had grown rapidly, and increased fundraising from $250,000 in 2007 to $4.7 million in 2011. After the event's second year, Jen and David made the decision to hand over control to MSKCC, partner with Equinox, and expand the event's fundraising efforts. At the time of Jen's passing Kotkins was focused on the 2013 event, but was faced with a series of strategic questions after losing the event's face and inspiration.
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