3. Context analysis
British Heart Foundation is a widely known and well-respected charity- the
largest heart health charity and the 19th
largest charity in the UK (Rogers,
2012). BHF is large and contuniues to grow; donations are increasing year on
year providing opportunities for adventurous, widespread communications.
More is needed, however, to keep stakeholders engaged and loyal past any
initial involvement stages (i.e. one-time donations, sponsoring a friend).
A swot approach has been undertaken to summarise the main issues
which were addressed in the bhf brand analysis report:
Strengths
Face to face engagement through events
& stores helps enforce & sustain a
believable brand personality
High salience – BHF has become a
‘household name’ with high levels of
awareness
Online communications have consistency
in tone, style & visual cues
Weaknesses
Donors have little control and lack of
updates of where money goes through
online or offline communications
Difficult for potential investors & donors to
gain specific understanding of real-time
research efforts and projects
Shock tactics still used for above-the-live
advertising, with current TV promotions
not making use of established visual cues
Opportunities
With campaigns such as
#IceBucketChallenge proving popular,
BHF could utilise social media reach to
drive conversation
Engage with the long-term ‘fight for every
heartbeat’ research efforts to entice brand
loyalty
Threats
Consumers are becoming more sceptical
of where donations go and could be
persuaded by charities that provide
digestable, easy to find information of
such
Large health charities like Cancer
Research UK are already extremely
educational, offering detailed information
on and offline of current research projects
1
4. Business Goal
As mentioned in the previous
brand analysis, indications
have been made that the
cognition facet is currently
under-utilised. Whilst
awareness of the charity is
good, information is needed
in order for cognitive learning
to ensue and for consumers
to gain brand understanding.
The main problem currently
facing BHF is the lack of
comprehension that both
industry professionals and
potential/current donors have of
what BHF do, what milestones
they have achieved and what
their overriding function is.
Therefore, awareness of BHF as primarily a research charity must
be raised in order for stakeholders to have an informed
understanding of the charity on which to build a relationship.
Considering such, the primary business has been formed to
address this need:
Primary Goal
Increase understanding of BHF’s primary
function as a research charity by 30%%
Fig 1: Facets Model of Advertising Effects,
adapted from Wells & Moriarty, 2007
2
5. Communication objectives
To achieve this business goal, it must be considered that
there are different groups of people who communications
should be aimed at. This can be broken into two distinct
groups; the public (including patients, friends/family,
donors etc) and professionally based stakeholders
(researchers, medical professionals, & governmental
bodies).
Whilst the public is the more important group in which a
perception shift is needed in this instance, professionals
must have easy access to research details to reinforce
what they know about BHF already. Three objectives
have been cumulated which serve as a benchmark of
success in targeting both groups through a varied use of
media:
Achieve 100,000 app downloads within first month
of launch, with 50,000 people tracking donation as
a result of purchasing in store.
Increase engagement from stakeholders on social
media by 15% after 3 months of campaign launch.
Increase average daily visit rate on website
research section by 10% within a month of
campaign launch.
3
6. Strategy
Primary strategy - profile
The campaign adopts predominantly a profile marketing strategy,
since this is the most appropriate technique when the intended
outcome is a change in overall perceptions and increase
awareness of a certain point (Push, pull & profile strategies, 2015).
A mixture of above-the-line & below-the-line strategies will be
enforced, aiming to primarily attract interest, inviting the audience
to seek more information, which is offered on different platforms.
Using such a strategy entails addressing all stakeholders, which
suits the current needs of the British Heart Foundation. This
involves creating and engaging in dialogue with stakeholders
through online communications such as the website, the app &
social media.
Secondary strategy – Pull
Pull strategies such as a large-scale television advertisement fulfil
the need to put out a message to the public. Integration with in
store promotions will help to ensure that all messages aim on
‘pulling’ the consumer in and making them actively search for
information. This is an appropriate strategy for speaking to
consumers since charity donations involve a high amount of
involvement when making a decision, and so consumers need to
be persuaded before action is taken.
4
7. Positioning statement
To the public and
industry professionals, British
heart foundation is the health
hcharity leading the battle against
cardiovascular disease due to
unprecedented dedication to
research both past
and present.
5
8. Positioning
BHF as the market leader
As analysed in the previous brand report, BHF have good
levels of visibility and salience, with the public aware of the
charity on a basic level. Understanding of BHF’s status as
‘the largest heart health charity in the UK’ is universally
accepted. This is partially due to excellent physical presence
in the form of charity shops and events ran throughout the
year, alongside lack of strong competition specifically as a
‘heart’ focussed charity.
Positioning strategy will therefore be based on BHF
compared to competitors in the minds of the audience. BHF
will be presented as the market leader in the specific area of
cardiovascular health research. This aims to make
stakeholders percieve BHF as the best option to make a
donation towards if they wish to make a difference, becoming
involved in the ‘fight for every heartbeat’. The campaign
offers substantiators for BHF’s reputation, giving the
audience evidential reasons to believe that the charity is
making a difference by funding and undertaking pioneering
research.
6
9. Communication tool Mix
App
→ Central point of campaign, with the majority of
supporting communications informing of this new
feature
→ Creation of dedicated “Track your pound” app, giving
users the opportunity to choose and track where their
money is spent when making a donation through the
app
→ Can facilitate both one-time and monthly donations
→ Users get updates on the research project they have
donated to, and can browse through current projects
→ Information categorised (By project, researcher, area of
study, place of research) for accessibility as suggested
by Chaffey (2015)
→ Integration with JustGiving to enhance omni-channel
offering
Why?
1. Helps to establish BHF as an important research driver for
cardiovascular disease
2. Cultural shift; more people are donating digitally, with
younger generations even more inclined to get involed online
(Mintel, 2015)
3. Addresses consumers’ need to know where their money is
going
4. sense of involvement in the long-term mission could
increase amount of monthly donors
7
10. Communication tool mix
Television advertising
→ Above-the-line TV Spot to promote App
→ Two part series of advertisesments running alongside
eachother
→ First serves as an informational piece, informing
consumers of app launch and details of new feature
→ Second series shows real-life cases in which sufferers
have benefitted as a result of BHF research, with call to
action to donate through app
Why?
1. Creates an emotional connection with audience as charity
donations are mostly driven by emotional resonance
(Mintel, 2014)
2. Mainstream channel to reach a large scope, suited to the
large target audience
3. Steers away from most recent shock-based campaign, not
received well due to being ‘overly distressing’ (ASA, 2015) &
focussing on negative imagery
8
11. Communication tool Mix
In store promotion
→ Corporate partner (i.e. Tesco, Santander) will add 10% to
any in-store purchase when money is ‘invested’ in a
project and tracked through the app
→ Customers able to scan reciept for ease of use, shortens
process
→ Since the campaign is information based, offline
promotions will help give it a ‘face’ consistent with BHF’s
brand personality
Why?
1. Offers consumers different ways to give who may not
already have a digitally-based relationship with brand
2. Consumers get opportunity to track research and can
access beneficial features of the app without having to
donate more money than they would have with purchase
3. Allows for revenue generation whilst still aiming to
achieve primary goal of increasing understanding of BHF
as a research charity
9
12. Direct mail sent to professional bodies, prominent figures &
current/prospective funders within the industry inviting
them to visit updated site. Fulfills need to inform all
stakeholders to withold credible image as a research charity
Communication tool Mix
Online
→ Promotion of app through social media sites Facebook &
Youtube
→ Excerpts from television advertising summarising main
features of app and patients’ success stories
→ Continuation of visual cues and ‘Fight for every Heartbeat’
slogan across all touchpoints. Ensures cohesion &
reinforces strong visual identity
→ Updated flagship site with adapted separate pages
targeted at industry professionals and general public.
Fig 2: Main research areas, adapted from BHF
research strategy, 2015
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13. Scheduling & budget allocation
Promotional tool Month
(M) 1
M2 M3 M4 M5 M6 % Budget
Allocation (%)
App x x x x x x 20
In Store promotion x x x 10
Television advertising 1
of 2 in series
x x x 25
Television advertising 2
of 2 in series
x x x 25
Update of Flagship site x 10
Direct Mail x x x 10
Table 1: schedule of promotional methods
and budget split.
11
14. Evaluation
P.R Smith identifies monitoring and control as a final and
extremely important step when creating and enforcing an
IMC campaign. Considering the ‘Track your pound’ campaign
and associated elements, there is both short and long-term
evaluation which will help determine the success of the
endeavour. The initial communications objectives will be
measured against using varying techniques:
Achieve 100,000 app downloads within first month
of launch, with 50,000 people tracking donation as
a result of purchasing in store.
→ KPI: data received from app downloads to indicate number
of sign ups, donations and scanned receipts
→ To be analysed after 1 month of campaign launch
→ Performance analysis every subsequent 6 months to assess
whether app is still being used in light of the end of other
promotions
Increase engagement from stakeholders on social
media by 15% after 3 months of campaign launch.
→ Audience engagement to be measured through analysis of
likes, shares, comments & clicks received per post
→ Pre & post campaign evaluation would be necessary to track
the increase in such communication
→ To be analysed after 3 months of campaign launch
12
15. Evaluation cont.
Increase average daily visit rate on website
research section by 10% within a month of
campaign launch.
→ Use of online metrics tools such as Alexa / Google Analytics
to track page views on ‘research’ tab of website
→ Measured a month after direct mail is sent to professionals
to gauge whether interest was accumulated as a result of
tactic
To analyse the overall goal of changing perceptions, BHF
funding would allow for pre and post evaluation in the forms
of questionairres and focus groups. Results of a perception
question asked when researching for the previous brand
report offers indications of the current situation, as shown
below. Questionnaires would provide the quantitative data
needed to determine whether the increase of 30% in
recognition as a research charity had been accomplished.
Focus groups would allow for in-depth knowledge and
understanding of the brand image and whether this had
altered as a result of the ‘Track Your Pound’ campaign.
32%
23%
13%
23%
9%
What do you believe BHF's
primary function as a charity is?
Research
Patient support
Awareness of health
issues
Don't know
13
16. References
2015. Push, Pull & Profile Strategies. Studiowide Online, Available from:
http://www.studiowide.co.uk/push-pull-profile-strategies/ [Accessed 18 January
2016.
Burnett, J., Wells, W., Moriarty, S., Lwin, M., 2007. Advertising Principles and
Effective IMC Practice. Pearson.
Chaffey, D, 2012. Digital Marketing. 5th ed. Pearson.
Mintel, 2014. Charitable Giving - UK - 2014. London: Mintel Group. Available
from: http://academic.mintel.com/display/722022/ [Accessed 19 January 2016].
Mintel, 2015. CHARITIES GET A HELPING HAND FROM DIGITAL DONATIONS. Mintel
Online, Available from: http://www.mintel.com/blog/technology-market-
news/charities-get-a-helping-hand-from-digital-donations [Accessed 26
January 2016].
Radojev, H, 2015. ASA receives over 200 complaints about British Heart
Foundation advert. CivilSociety.co.uk, Available from:
http://www.civilsociety.co.uk/fundraising/news/content/20436/asa_receives_o
ver_200_complaints_about_british_heart_foundation_advert [Accessed 12
January 2016].
Rogers, S, 2012. Britain's top 1,000 charities ranked by donations. Who raises the
most money?. The Guardian Online, Available from:
http://www.theguardian.com/news/datablog/2012/apr/24/top-1000-charities-
donations-britain [Accessed 19 January 2016
Smith, P.R., 2015. SOSTAC ® marketing planning model guide. Smart Insights
Online, Available from: http://www.smartinsights.com/digital-marketing-
strategy/sostac-model/ [Accessed 25 January 2016].
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