Evolution or revolution: brands that deliver


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Max du Bois, Spencer du Bois
Brand development conference

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Evolution or revolution: brands that deliver

  1. 1. Evolution or revolution?
  2. 2. Right brand
  3. 3. Brand Brand is a way of building and using your reputation to persuade people to act in a way that will help you achieve your goals
  4. 4. Why?
  5. 5. Year No. of charities £bn No. of big charities % 2013 163,915 58.48 958 57.3 2008 168,354 48.4 747 53.0 2003 164,781 31.62 460 44.9
  6. 6. The squeezed middle Large Size Small Generalist Specialism Specialist
  7. 7. Market changers
  8. 8. If you immediately ceased to exist, what would the difference be? Short term Long term Unique Important
  9. 9. Your goals What you do How you do it Coverage
  10. 10. Goals
  11. 11. • However, for every pound that we spend in a country we are able to lever in an additional £12 from international or government funding sources, or by persuading governments to use the funds they have in support of family-based care. This helps us to reduce the problem by a factor of 12 down to £800 million. [£9.6 billion/12]. • If we approach this problem over the course of our lifetime, say 30 years, then we can reduce the cost further to £27 million a year job [£800 million/30 years]. • So in order to leverage additional funding in for reform at one to 12 over thirty years in a way that will see the eradication of institutional care we need to be able to spend £27m per year. We estimate that the annual we will require to achieve this level of impact sustainably, year on year, is £31 million. • So Step 4 - closing the gap - sets out how we will lift income from around £27 million a year to £31 million a year. 8 million children every year, and b) raising £31m pa to achieve this in a way that leverages £300m pa for use by governments, NGOs and others for global child care reform. In addition to the evidence which suggests that significant funding will be made available for global child care reform, there is further evidence to suggest that there is scope for significant growth in revenue of medium sized (£1m - £10m) UK charities. For example, between 1999 and 2011 the number of charities which became large (>£10m) almost trebled from 307 to 901. During this same period the sector’s gross income increased from £23.74 billion to £55.87 billion. Even in spite of the recession, overall, income across the charity sector has remained resilient with a slight increase of 1.5% by 2010 on pre-recession levels in 2006. Meanwhile, in the NCVO 2011 survey, children and overseas charities were ranked third and fourth in what people continue to give to. x £1,200 per child s problem to: 1:12 leveraging reduce 0 million £9.6 billion / 12 £80 £27m per year r year need to spend £31m pe quired Investment of £11m re reach - Organisational strategy. Institutional care of children damages children, families and society. It’s an injustice that violates human rights. It’s unacceptable and unnecessary. Love is an evidentially proven necessity for the development of7.2 How we will secure the resources that w children’s brain function. need to deliver this work over the next five Family based care isorder to deliver this work we will need In the best way to to generate and secure the necessary resources. deliver love. £9.6 billion problem £800m / 30 years national child care reform, and we will ii. Gathering th further expand our impact, indirectly, and solution through technical assistance and harnessing as well as co regional networks to influence global policy. establish the We will also work across a network of validate the partners to establish the foundations for a based care f coordinated global movement that will set be delivered about the eradication of the institutional care for children. iii. Developing and partners In achieving this goal, by Dec 2017 our policies and deliverables will include: the transitio to family-ba i. The development and implementation of Country Strategies which will map out iv. Developing how we will achieve the eradication of the capacity institutional care in each country, what reform by ex progress will be made toward it over the and develop next five years, and how this progress Asia and So will contribute to strengthening a regional fundraising s including the identification trends. Our goal (2): Institutional care cannot do this.have grown the By December 2017 we will annual voluntary and grant income available for spending on our programmes and advocacy to between £6.3m and £9.7m pa, and we will be generating enough revenue overall to ensure an increasing surplus that can be made available for reinvestment in further sustainable growth toward enabling us to achieve our programmes and advocacy spending target of £26.7m pa ii. Developmen a plan that w on year inves capability. We’re leading partnerships that bring people iii. Developmen five together to work with children to develop a year stra investment t current inco range of ways that will eradicate institutional grow ne and iv. Increase our care for good. In achieving this goal, by Dec 2017 our front line fun deliverables will include: i. Completion of market assessments across existing and prospective ensure that the revenue develop our Developing our global rea
  12. 12. What
  13. 13. Hunger is about more than people think Tackling hunger takes less than people fear
  14. 14. Identity in action Our leaflet and posters combine all the elements of our brand. It is through our literature that people will find out more about us and our mission. Our materials can use a combination of images, graphic shapes and our icons to allow you to target different audiences and tones of voice, while remaining distinctly Concern. Use Rockwell for headings and subheadings. They must be engaging, informative and concise. Avoid writing long headings. The typeface family includes a variety of weights, offering extensive design flexibility. Typography should be strong, distinctive and clear. Headings have no fixed size. Bold text and colour can be used to provide emphasis. There must always be good contrast between text and the background colour/ image. If using type on images the background must be clear with excellent contrast and visibility. Raising awareness Leaflets and posters
  15. 15. How
  16. 16. The need One in seven people in the world live in poverty Last year VSO helped 20 million people fight poverty but there are still billions of people in Asia, Africa and the Pacific who desperately need our support. • 1.4 billion people survive on or below US $1.25 a day • Malnutrition affects 13 million children globally and kills 3.5 million children under 5 each year • Rising food and energy costs have pushed an extra two billion people dangerously close to the poverty line And the effects of poverty cut even deeper. Poverty denies people of choices and opportunities. It needlessly blights people’s ability to build a future. • There are 155 children for every primary school teacher in Ghana • There are only 17 anaesthetists for the Ethiopian population of 90 million people Poverty means chronic hunger and malnutrition. • More than 60 million people go to bed hungry every night in Bangladesh It means suffering preventable diseases such as malaria, measles and tuberculosis. It means not being able to go to school or a clinic. It means not having clean water or sanitation. • Women remain the poorest, the least educated and the most likely to have their health and security threatened But people around the world are turning back this tide and we are making progress. With VSO you can help use the power of people to continue to drive lasting change for more people. With VSO you can invest in people’s resourcefulness to tackle their poverty and build their own futures. How we make a difference In short Last year VSO helped 20 million people fight poverty but one in seven people around the world still lives in poverty. Poverty means chronic hunger and malnutrition. It means suffering preventable diseases such as malaria, measles and tuberculosis. It means not being able to go to school or a clinic. Poverty denies people of choices and opportunities and needlessly blights their ability to build a future. But we are turning back this tide and we are making progress. With VSO you can help use the power of people to continue to drive lasting change. VSO is the world’s leading independent international development organisation that works through volunteers VSO works in the countries where we can have the most impact tackling poverty. We work to understand the needs and challenges faced by people and then focus our resources and apply our expertise where we can be most effective. Our programmes are moulded around local need and context, and they are often very different from one country to the next. We know the best, most sustainable development is locally owned. The causes and symptoms of poverty are interwoven and we have developed major expertise in four development areas; health/HIV and AIDS, education, secure livelihoods and governance. We also work on issues which cut across all of these areas: gender inequality, climate change, youth empowerment and community participation. How do we make change happen? Edu Health To improve the quality and availability of essential health services we: • train community nurses, doctors, clinical officers, midwives and environmental health officers • provide skilled nurses, doctors and other health professionals to support local practitioners • help communities to engage with their government and service-providers to demand better health policies and services • train home based carers, community health volunteers and youth peer counsellors in HIV and AIDS work, including testing, counselling, quality care provision, laboratory techniques and addressing stigma and discrimination Our action leads to better healthcare for millions of people, lower maternal mortality rates, fewer deaths from preventable diseases and better national and regional health policies and services. Last year VSO supported our partners to reach 6,021,168 people with better quality health services and trained 6,495 health practitioners. With our partners, we also reached 2,657,085 people with HIV and AIDS services and trained over 7,439 HIV and AIDS practitioners. To im avail • tr te ed • pr de sc • su en pa an fo an • su th an w Last prac train mini from
  17. 17. Coverage
  18. 18. talk about it fundraise change the statistics stop this give you the facts raise awareness support you
  19. 19. Redefine
  20. 20. Re-engage
  21. 21. Positive Steps 08 7/ 00 2 Annual report and accounts 08 7/ 00 2 The Ramblers’ Impact Report Annual report and accounts 2009 Positive Steps The Ramblers’ Impact Report Get walking Keep walking 2009
  22. 22. Complexity to clarity
  23. 23. NUS brand positioning What NUS should be known for: Championing students. What we believe in: Representing the realities of students’ lives. The power of students to drive change. What we want: To shape the future of education to help create a fairer, prosperous society. What we’re doing: Ensuring students can thrive. How we act and how we sound: Pragmatically provocative Insightfully authoritative Energetically inspiring. The lasting impression we create: 7 million student voices.
  24. 24. Initiatives level 1 Initiatives level 2 TIONAL CE NA EREN CONF 2014 Initiatives level 3 ZONE ERENCES CONF 2014 DENTS’ STU S UNION 2014
  25. 25. Merge
  26. 26. Campaigning Fundraising proposition Products Products Products Brand Advocacy Service delivery
  27. 27. Preferences Behaviour Brand Communication Products Benefit of the doubt Audiences
  28. 28. Go for everyone, get no one
  29. 29. Audience: the main focus What action do we want them to take? What do they currently think about us? To make them act, what do they have to think?
  30. 30. DREAM Drop Retain Evolve Acquire Manage
  31. 31. Evolution or revolution Relevant Inspiring Goal focused Hard working Targeted
  32. 32. Q s