York University ADMS 4285 Brand Management 2015 Winter Report on MS Society of Canada.Group members - Ayako, Matthew, Aryana, Angel, Vishesh

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Energizing Your Brand.

2. Brand Audit conducted by Brandergize

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*BRAND INVENTORY
Overview
Fundraising Programs
Communication
Brand Identity & Positioning
*EXTERNAL ANALYSES
Category Analysis
Consumer Perception Audit
Competitive SWOT
*BRAND ESSENCE
Hierarchical Value Map
Positioning Strategy (Core Associations, Brand Mantra)
Positioning Implementation

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*MS Society of Canada was founded in 1948
*Donations used for research and to provide education and
services to people with MS, as well as their families
*Mission: Find a cure for MS and improve the quality of life
for persons affected by MS

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* Active online presence through various platforms including their
URL (www.mssociety.ca), Facebook, YouTube, and Twitter
* Updated with posts related to research, news stories that feature
MS, various events and upcoming campaigns
* Advertising and communications stresses the benefit that its
research and services offer to its stakeholders

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*In 2008, a new brand positioning strategy was launched called “end
MS” Prior to this, the positioning strategy was “living with MS”.
*The “end MS” positioning represents a commitment to end MS as soon
as possible; focusing on research into the cause, treatment and cure
of the disease as well as the services that the organization offers to
assist those who live with MS

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1. TECHNOLOGY
*Impacting how not-for-profits operate (i.e. mobile
browsing, SMS/text giving services) (Blackbaud, 2013)
2. YOUTH (MILLENNIAL GENERATION)
*Second largest demographic after Baby Boomers
(Millennial Impact, 2013)
*Important to find new ways of connecting/engaging
with the next generation of donors and volunteers
*Challenge is to inspire them and show that their
support can make a tangible difference

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1.PRIMARY
Qualitative interviews conducted with 6 respondents between the
ages of 20-30 who have had some experience with volunteering
for an NFP
2.SECONDARY
MS Society’s “Listening to People Affected by MS” surveys and
focus groups with one of the organization’s key segments:
females, aged 50, who have been diagnosed or have a family
member with MS and benefit from the services of MS Society

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*Functional and emotional benefits are somewhat understood and
positively evaluated by the youth
*Associations with walks, bikes, runs, and marathons make MS Society seem
“up there” (on parity) with the bigger NFPs
*Salience is fairly low, respondents had difficulty identifying clear POPs
and PODs between NFPs of different sub-categories
*Lack of perceived relevance to the cause is weakening the connection
with this segment in terms of consideration and resonance

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*Respondents felt a gap in support and accessibility from the organization
*Lack of trust and sense of dissatisfaction common amongst older segment –
referenced a poor quality of services or cuts in funding for support
programs (MS Society, 2013)
*Resonating well with local chapters, which provides them with information
and support services

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*Stronger ties towards older and more
feminine associations, amongst both
older (MS Society, 2012) and younger
respondents
*“If I’m 21 right now, I don’t want to be
seen in a support group with defeated
older women which may be where I’m
going to end up with this organization”
(Seto, 2015)

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Much effort is initially required in re-positioning the brand
in order to deepen its connection with the active Canadian
youth where it can be seen as being relevant to their lives.

17. *
Cystic Fibrosis CanadaCanadian National
Institute for the Blind
Juvenile Diabetes
Research Foundation
● Greater number of full-
time staff
● Higher revenue
● Greater research focus
● More government
funding
● Greater number of
Partnerships
● Greater research
focus
● Better charity
efficiency
● Greater number of full-
time staff
● Higher revenue
● More government
funding
MS Society Strengths
● Weaker fundraising
efficiency
● Weaker charity
efficiency
● Less youth engagement
● Shorter history
● Less number of full-
time staff
● Weaker brand equities
of corporate partners
● Less charity efficiency
● Less social result
reporting
● Weaker brand equities
of corporate partners
MS Society
Weaknesses

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*Older segment is unsatisfied with the quality of services
50% of older respondents in MS Society’s online survey referenced poor
quality of services or cuts in funding for programs, likely due to dollars being
allocated more to research (MS Society, 2013).
*Youth segment want to see their dollars making an immediate impact
on real people’s lives
According to Millennial Impact Research (2013), donating dollars towards
research-oriented NFPs is a long-term investment, whereas donating dollars
towards more humane NFPs yields a more immediate benefit in the form of
support services and programs (e.g. a new facility)

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Support
Programs/Services
Information and
Education
Research for Cure
Energetic/Feeling
Alive
Contemporary
Relevant to Me
MS Walk/MS
Bike/MuckMS
Canadian

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Emotional
Modifier
• Energetic
• Feeling Healthy
• Feeling Alive
Descriptive
Modifier
• Canadians who
possess the spirit
and drive to
overcome
challenges
Brand
Functions
• Beacon of support
for those affected
• Freedom to move,
freedom to live
life to the fullest

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*Social Media: feature more youth battling MS or youth volunteers
sharing their involvement with the organization
*Magazines: place articles featuring youth affected by MS in Canadian
magazines with a larger youth readership (e.g. Faze)
*MS Walk app: expand app to cover the organization in its entirety and
show video montages of families benefiting from event donations

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*Top Canadian brand known for its excellent corporate culture and
actively supports various charities (i.e. WestJet Cares for Kids
program) - cause marketing initiatives have many positive
associations
*Focuses on Canadian youth, building communities, and having fun
*Sponsor youth-oriented fitness programs with MS Society that
promote active lifestyles, encouraging healthy bodies and minds

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*Youth group is the least engaged with MS brand due to slow
responses on social space – not adapting quickly enough in this area
of communications
*Separate, dedicated team with personnel hired that are solely
responsible for the social media and digital marketing aspect of the
organization
*Always actively engaged with users connecting with the brand-
responding to tweets/questions posted on Facebook

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*Consider hiring younger personnel for other corporate positions
*These individuals will be able to better understand and breed ideas
that will help the brand connect with this target group and achieve
the recommended positioning
*The brand's move towards a more contemporary, youthful direction
will only be possible by first demonstrating internal commitment
within the organization

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RevenueFundraising
revenue
Program
expenses
Fundraising
costs
Government
funding
Research
investment
Charity
efficiency (program cost
coverage)
Fundraising
efficiency
Direct Competitors
MS Society55.9m54.1m30.9m22.8m1.3m8.1m67.0%43.2%
CNIB62.8m29.3m54.0m13.8m22.0m0.5m37.0%47.0%
Cystic Fibrosis18.2m15.3m10.1m5.0m-5.9m163.4%30.6%
JDRF24.6m24.2m3.8m11.3m-8.5m139.7%46.8%
Indirect Competitors
Canadian Red Cross293.3m146.3m272.7m28.7m130.2m-64.6%18.3%
Doctors w/o Borders49.0m38.9m37.1m7.6m5m-28.4%19.4%
Free the Children32.4m25.9m29.4m0.5m1.3m-13.7%2.1%
YMCA Canada241.1m9.2m183.6m3.6m84.9m-26.2%39.1%
Amnesty Int'l Canada11.6m11.5m6.9m3.6m--21.2%31.0%
Food Banks Canada44.0m43.9m43.0m0.7m-0.3m100.3%13.0%
Canadian Breast Cancer48.2m11.3m29.2m16.8m3.0m19.3m216.5%36.4%
Heart & Stroke Foundation185.4m114.5m88.9m21.9m6.8m33.8m120.6%46.7%
Canadian Diabetes51.7m26.7m25.8m12.2m6.0m7.2m57.5%39.4%