Competitor reaction Cadbury should develop new products and promote them domestically as well as internationally. Such product/market growth approach will ensure that the company has diversified range of products which are available and well-recognizable in many countries of the world [17] . Such strategic choice will provide the company with enormous comparative advantages over its competitors and will help it to better cope with the hurdles of the global economic crisis. Most importantly, such strategic step will erase the common stereotype claiming that consumers mostly associate Cadbury with chocolate. Evidently, ‘Chocolate is Cadbury’ marketing approach much facilitated the company’s success over the last decade. However, considering the challenges of the global competitive markets, this strategy will not be suitable any longer. Hence Cadbury should transform it into more powerful and innovative global image. The variety of new high-quality and reasonably-priced products will add value to the business activity of Cadbury and will win new overseas markets for the company. This task would require the company to carefully design and develop innovative brands of its products which are not yet present on any of the foreign markets, and which will be potentially demanded by the consumers (i.e. target markets) [18] . While developing innovative products and penetrating overseas markets, Cadbury should initially consider the demand-side of its target markets. Among the most important criteria are the following: (1) Average income; (2) Average spending amount on one-time supermarket/store purchasing; (2) Average amount consumers are ready to spend on chocolates, candies, cookies, and/or sweets; (3) PESTLE analysis of the target market with the consideration of the adverse affects caused by the global economic meltdown; and (4) Porter analysis of the targeted market. Such wide coverage of strategic issues will win Cadbury competitive advantage and increase its share on the foreign markets. 5) Preferred strategy Cadbury’s choice of the optimal marketing strategy should consider their chances of success in terms of market diversification. To reach optimal market diversification, the company should ensure that its new product adheres to the customers’ needs and preferences. Extensive market research will help Cadbury to explicitly identify its potential target markets for a new product. Herewith, Cadbury’s marketers should consider the following strategic factors: (1) Financial health of the targeted market; (2) Purchasing capacity of target market; (3) National and individual preferences of target market; (4) Previous experiences of target market in terms of buying and tasting the similar products produced by competitor companies; (5) SWOT analysis in each individual case will ensure that Cadbury eliminates all the possible constraints to the minimum and transforms the threats into potential opportunities. Realistic and achievable strat

1. Canadian Red Cross

2. Executive Summary
This report is a general overview of the Canadian Red Cross (CRC) ranging from it
responsibilities locally and globally, the organization capacities and some of major achievement
and evolution it has undergone to achieve its current status. Though funding for the organization
has been on the rise, disasters too have been rising and thus for this reason. The PEST analysis
concludes that the CRC has been in good position political since it was enacted by an Act of
Parliament in 1909 to act as the Canadian Government in rendering humanitarian assistance.
Economically, funding since 2000 surpassed $1B while still, it has over 800,000 donors.
Socially, despite the blood donation mishap, the CRC is working tirelessly to build trust among
Canadians. Technology is the other factor demonstrated through innovativeness during the 2013
Alberta Flood when it electronically transferred $47.6M to more than 38,000 households who
have been affected by the floods and needed help.
Following the SWOT analysis too, there is no doubt that CRC is on the road to more success to
deliver relief when emergency hit. The final parts of the paper identify the funding strategy
whereby $100M investment is proposed to help the CRC seal the gaps that are hampering the
Charity organization in building a resilient community in Canada. The paper concludes by
ascertaining that if the $100M is invested over the next five years, it will result to a more
resilient Canada where individuals will be able to assist their neighbor and families in time of
disaster.

3. 1. Introduction and Location
The Canadian Red Cross Society was founded in 1896 to improve the lives of most
vulnerable populations not only in Canada but also to the other parts of the world. This
organization is one of the 190 Red Cross and Red Crescent Societies found around the world
with headquarters at Ottawa, Ontario Canada. The organization raises funds from both the
Canadian government department as well as from private entities (Smith, 2014). The Red Cross
Society empowers volunteers with skills them responds to emergency and disaster as well as
providing injury prevention services like free first aid safety training. The society via the network
of Red Cross aids the world most vulnerable including helping those whose livelihood has been
ripped apart by disasters as well those in armed conflicts (Duguid, 2013). The Canadian Red
Cross volunteers and guided by seven basic principles laid down by International Red Cross and
Red Crescent Movement under acronym HINIVUU. Currently, the Canadian Red Cross CEO is,
and president is Mr. Conrad Sauvé. The Canadian Red Cross physical address is 170 Metcalfe
Street, Ottawa Ontario and can be reached via telephone number (1) (613) 7401900. Further
contact details can be reached at web: http://www.redcross.ca/. CRC chief communication officer
is Mr. Michel Leveille.
Missionand Vision of CRC
The Canadian Red Cross mission is to improve the lives of vulnerable people by mobilizing the
power of humanity in Canada and around the world. Furthermore, CRC vision

4. states that the organization is the leading humanitarian organization through which people
voluntarily demonstrate they are caring for others in need (About the Canadian Red Cross, n.d).
The CRC has been on a journey towards improvement through seeking processes that assure
accountability, innovativeness, efficiency, effectiveness, participation, and transparency.
Furthermore, CRC is striving to serve in inclusive and equitable respects.
Strategy of CRC
Following this, the launch of Strategy 2020 is geared toward changes in organizational culture to
create a ‘One Red Cross' to the standards, priorities as well as organization strategic direction.
To sum up, through the strategy 2020, the Canadian Red Cross aims to; first, adapt andcreate
greater adaptability, innovate to improve and increase the use of technology to be in a position to
serve and streamline service delivery and finally build capacity that enhances effectiveness in the
way the organization undertakes its duties. Finally, strengthen the capacity torespond to
increasing disasters not only in Canada but also globally via increased engagement and training
of delegates and volunteers. A fundamental part of Strategy 2020 by CRC is refining its focus on
prevention and safety, health and emergency management.
The Current situation of CRC
The CRC has total 3,200 employees, 20,000 emergency response volunteers, and an estimated
800,000 donors. Since 2000 to 2016, CRC has raised over $1B, and the figure is still rising.
Worth noting is that CRC has strong agreements and relationships with over 800,000
municipalities spread over eight provinces. As an active organization, CRC responds to disasters
after an average of every 3.5 hours and helps over 100 Canadians in a day. Additionally, the

5. Organization has continued to respond to the needs of populations both domestically and even to
foreign countries. In Canada, whether it is to evacuate people from fire or flood, teach people
first aid skills or educate children about bullying; the organization is there to ensure that the basic
needs for human survival are met. Based on the Strategy 2020, CRC is currently focusing on
there its areas: emergency management, community health and wellness, and prevention and
safety.
In 2015 alone, CRC responded to 2,700 Canadian disasters and assisted approximately
40,000 Canadians. Also, the organization held over 1,500 disaster preparedness platforms and
provided disaster training to over 220,000 Canadians. In the same year, CRC maintained over
5,000 volunteers. The other key area that CRC has performed is in prevention and safety. In
particular, the water safety, first aid, swimming, and abuse prevention program have become
synonymous among the Canadians, and it attracts approximately 2.4 M participants annually.
Through education, training, and awareness, CRC innovations created a water safety instructor
training. Additionally, the society minds the mental health of Canadians, and the introduction of
Let's Talk program aims at helping participants to identify individuals with mental health
problems who are then consequently helped.
A closer analysis of figures, the prevention and safety programs in 2015 trained first aid
to 630,000 citizens and maintained estimated 8,000 first aid instructors. The final key area that
the Society is involved in concerns the community health and wellness. Currently, society
predicts that over a third of the Canadian population will have turn above 65 by 20150. As such;
CRC is putting in place measure that will help the aged live comfortably. In 2015 alone, the Red
Cross Community Support services that comprise the adult day programs, nutrition,

6. transportation safety, and home maintenance were a beehive of activities. Internationally, CRC
have been involved in helping the Syrian refugees since the conflict broke. Working
collaboratively with UN and other NGO's, over 16M people were supplied with clean water
while 2.6 M were distributed with food and 0.5M supplied with essential household items.
History of Canadian RedCross
Formerly known as the National Society for Aid to the sick and wounded in War, the society
was established in 1896 as an associate of British Red Cross Society. Canada’s St. John
Ambulance Association founder, George Ryerson oversaw the founding of the organization. Not
until 1909 when the Canadian Red Cross Society Act that legally established the Red Cross
based on the Geneva conventions. The first international role that the CRC undertook was
helping the wounded and sick during the Boer war in South Africa (Vance, 2011). By the end of
WW1, the society began training public health caregivers and around the same time the Junior
Red Cross, a program aiming at healthy living was introduced in schools all over Canada. Over
the decades, Canadian Red Cross had been responsible for collecting human blood from the
donor to help victims with Blood Services Canada operating from the Metcalf street.Later they
relocated to Plymouth Street, and it was until 1988 that CRC stopped this service as a result of
flaws in the blood collection process. CRC celebrated its centenary celebration in 2009.
Case for Support
The Value Proposition of the Canadian RedCross
As for any charitable group, the CRC strongest value proposition that maintains the donor
streaming in lies in the values that the organization holds. First, CRC is established under

7. humanitarian values as illustrated in the fundamental principles, and next, the society is founded
on respect, dignity, and inclusiveness. Another significant value proposition for the Red Cross is
that the organization is also founded on transparency, accountability, integrity, adaptability, and
effectiveness. Lastly, CRC is guided by principles of quality and safety. As such, because of the
organization outstanding work, many donors who feel the responsibility of giving back to the
society will only associate with CRC as the best delivery of the services back to the society.
When corporate make donations via a partnership with CRC, you do not make a direct impact to
the society but also promotes volunteerism and humanity and most importantly add value to your
brand as well enhance the corporate image.
3.0 Canadian RedCross for PEST
PEST analysis is a framework related to macro-environment factors scanning. The
acronym stands for Political, Economic, Social and Technological. First, Political factors refer to
how government as a stakeholder of CRC intervenes. I can argue that since the Canadian Red
Cross is a charitable organization established under the Canadian Red Cross Society Act (1909),
the government does not tax donations offered to the organization and this is a major area of
success. CRC only need to adhere to rightful business practices since they are partners in areas
such as the provision of health services and education of Canada. The next factor deals with
economic analysis of CRC. Again the government works collaboratively with the organization
to ensure that the economy does not crumble in the face of disasters. For instance, the the
Alberta Flood in 2013 cost the country estimated $5B. After the innovativeness that the CRC
demonstrated in the aftermath of the Alberta flood by transferring $47.6M to 38,000 households;

8. a strategic partnership involving $70M was proposed to help Canadians in pre during and post-
disaster phases (Tizi, 2016).
The next factor in PEST analysis encompasses social factors. The CRC works
collaboratively with indigenous populations who are extremely affected by the effects of
disasters due to reduced capacity to manage disasters, lack of infrastructure as well as their
remote locations. The CRC is committed to developing respectful relationships with local
communities and well collaborates with them to strengthen existing strengths while also deciding
on the best approach for mitigating and lessening the impact of disasters. Currently, the CRC has
a program in over 200 Fist Nation to establish a relationship based on mutual trust, cooperation,
and respect. This follows the blood donor controversial that tainted the image of the corporate.
Finally, CRC is the center of technological innovation, and the organization is integrating this in
response to disasters. CRC demonstrated this during the Alberta floods 2013. The capacity to
implement digital assistance was demonstrated. It involved registering the beneficiaries (in
person, phone or online) the CRC would map their location, identify their needs and target both
on the ground and digital delivery to meet the needs of those affected by the disaster. It was the
only organization in Canada that provided such service (Tizi, 2016)
4.0 Canadian Red Cross SWOT Analysis
Through an Act of Parliament, the Canadian Red Cross serves as an ancillary to Canada’s
government by supplementing government resources to enable humanitarian assistance to
populations in need. The capacity has enabled the Society to serve the people for since 1909.
CRC spans all components of emergency operation from digital registration and digital

9. assistance while also providing assistance o affected populations, mobilizing resources across
public, corporate, key community members as well as from voluntary sectors. Moving on, the
Canadian Red Cross acknowledges the existence of incomplete catastrophic preparedness. Given
that there has been a rise in disasters from when 1900 as figure 1 in appendices shows, scientist
estimates that there is a 30% chance that a catastrophic similar to 2011 Japanese tsunami and
earthquake will hit southwestern Coast of British Columbia in next 50 years. Also, there is a 15%
chance that similar event will impact Ottawa, Montreal and Quebec City (Worldwide A.I.R,
2013). This points out to incomplete catastrophic preparedness in terms of finances.
There is also an imminent threat facing the Canadian Red Cross, and the first concern's
the Canadian population gap in personal preparedness. A study commissioned by CRC in 2012
suggests that 40% of Canadians indicates as having had first-hand experiences with disasters
(Canadian Red Cross, 2012). However, 53%of Canadians still do not have an emergency kit in
their household. As such, CSC needs to create more to reduce vulnerability since for $1 used
minimizing people vulnerability to disaster $7 are saved in terms of economic losses (UNDP,
2012). There also exists an opportunity that can lead to a turnaround of events and enhance
proper and improved coordination. Such include investing more in capacity building among the
indigenous who already perceive Red Cross did threat their life by distributing unscreened blood
that affected the population with HIV and Hepatitis B. There also need to increase catastrophic
planning and disaster response. Here, there is a need to improve on technology via R&D. At the
personal level and household, there need more training and capacity building.
Funding Strategy and Tactics

10. Scope of Work
The Canadian Red Cross scope of work is based on three pillars: Preparedness, emergency
response, and recovery. During preparedness, our volunteers who live within the community will
keep the community motivated to learn and educate them about personal preparedness. Some of
the gift offered to the local population will entail first aid toolbox. In emergency response, the
CRC workers will offer assistance in terms of basic needs: food, shelter, clothes, reunification
and well-being support. Finally, the recovery phase entails our volunteers continuing to live with
the affected community to ensure they recover as well as help them develop resilience in case of
future disasters. Throughout the three phases of disaster, CRC provides support in terms of
finances as the Society strive to meet unmet needs. Therefore, this project run over five years
aims requires a proposed budget of $100M for substantial resourcing and capacity building of the
indigenous populations
Who to Contact
The government will raise 70% ($70M) while the private sector and voluntarily donor will raise
30% (30M).The CRC also calls for the support by the Canadian community who will act as the
volunteers. The Vice President, Disaster Management CRC Mr. Jean-Philippe Tizi will oversee
the Committee on Finance.
Proposed Activities
The proposed activities include but not limited to: If the following activities and among others
will be successful be implemented, it means that the community will be 80% safer than previous
in combating disasters.

11. Improving Coordination
Coordination among stakeholders is vital if the community will build a preventive mechanism to
lessen the impacts of disasters. Thus there is a need for coordination government (National, and
Federal). Additionally, there is a need to formalize function within National Emergency
Management to avoid duplication of duties.
Personal and community preparedness
Indigenous communities should be prepared through training; engagement tools as well improve
their planning capacities. On a personal level, individuals have involved and disaster risk
reduction initiatives and capacity building such as education on first aid skills.
DisasterResponse & Catastrophic Planning
Over the next five, the proposed funding aims at strengthening response capacity to reach
550,000 disaster impacted people through mass distribution and digital assistance. This means
that the Canadian Red Cross will still work on improving the digital platform to be able to
register, communicate and locate beneficiaries in need. Lastly, over the same period, CRC will
double the number of responders with priority in high risk areas. We will also incorporate some
1000 local inhabitants in the program. The current number of responders is 5000.
6.0 Canadian Red Cross organizational Capacity
The CRC has total 3,200 employees, 20,000 emergency response volunteers, and an estimated
800,000 donors. Since 2000 to 2016, CRC has raised over $1B, and the figure is still rising.
Worth noting is that CRC has strong agreements and relationships with over 800,000

12. municipalities spread over eight provinces. As an active organization, CRC responds to disasters
after an average of every 3.5 hours and helps over 100 Canadians in a day. More than 300,000
Canadian have been trained in emergency management. Also, CRC, there is a rapid deployment
hospital with 100 surgical beds and can serve approximately 60,000 in time of disasters
Conclusion
The proposed partnership with various stakeholders (the main stakeholder is the Canadian
government and over 800,000 donors) is in light of joint interest in emergency management amid
rising disasters not just in Canada but also globally that there exist gaps in capacity and
preparedness. The partnership advances Canada capacity in pre-disaster phase, during disasters
and posts recovery disaster phase through a $100M investment in areas civic coordination,
preparedness, disaster planning as well as disaster response within the next five years. Upon
completion of five years, Canadians will be in a better position to help their neighbors and family
in the event of a disaster than they are currently.
References
About the Canadian Red Cross, (n.d) available from https://www.redcross.ca/about-us/about-the-
canadian-red-cross on 15/4/2019.
Cross, C. R. (2012). Social media during emergencies. Powerpoint presentation.
Duguid, F., Mündel, K., & Schugurensky, D. (Eds.). (2013). Volunteer work, informal learning
and social action (Vol. 1). Springer Science & Business Media.

13. United Nations Development Programme [UNDP]. Putting Resilience at the Heart of
Development: Investing in Prevention and Resilience Recovery. UNDP, 27 June. 2012, p.
1.
Smith, B. H. (2014). More than altruism: The politics of private foreign aid (Vol. 1071).
Princeton University Press.
Worldwide, A. I. R. (2013). Study of impact and the insurance and economic cost of a major
earthquake in British Columbia and Ontario/Québec. Prepared for Insurance Bureau of
Canada..
Tizi,J.P.(2016).2017 Pre-Budget Consultation. Available from
https://www.ourcommons.ca/Content/Committee/421/FINA/Brief/BR8404192/br-
external/CanadianRedCross-e.pdf
Vance, J. F. (2011). Objects of concern: Canadian prisoners of war through the twentieth
century. UBC Press.

14. Appendices
Figure 1: Disaster on the Rise (Canada Red Cross, 2012)