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Macmillan's 2006 rebrand
- 1. Our 2006 rebrand Ali Sanders Head of Brand and Creative October 2014
- 3. Cancer was changing ~0% annual rate of change ~ -1% annual rate of change Sources: Office for National Statistics; Information Services Division (ISD) Scotland; Welsh Cancer Intelligence & Surveillance Unit; Northern Ireland Cancer Registry; Cancer Research UK - Common cancers - UK mortality statistics; GLOBOCAN 2008 (IARC) (Accessed December 2010); Mistry et al (2011) and Olsen et al (2008)
- 4. source: OLR Research I’ve no idea where they are, what they do. I’ve no idea about them. All I’ve heard of is Macmillan nurses. …there was this very nice lady who just had a badge on – the usual clinic nurse. Then the penny dropped – Macmillan – and my blood froze. Luckily, touch wood, I’ve not had to have dealings with them.
- 5. 5
- 6. Our ambition and what we do Our ambition Macmillan’s ambition is to reach and improve the lives of everyone living with cancer. And inspire millions of other to do the same. What we do We are a source of support: providing practical, medical, emotional and financial support. We are a force for change: listening to people affected by cancer and working together for better cancer care.
- 7. terminally ill Marie Curie living Macmillan The space we wanted to occupy cure Cancer Research UK Our brand idea: Life force
- 9. Wolff
- 11. Learn – our online brand identity guidelines Make – for people to create their own materials Order information – pre-printed materials, booklets, reports, audio titles Order merchandise – from t-shirts to collection tins, signage to wigs
- 12. Thank you
Editor's Notes
- So back in 2004-2005 Macmillan had a big problem.
- For starters cancer was changing: 2 million people with cancer and rising – as a result of the ageing population More people living longer with their cancer or surviving it as treatments improve (but not always in good health) So more and more people needing better cancer care And needing that care in their homes and communities – not just hospitals Patients were changing too – more likely to help themselves and each other with the rise of online forums An urgent need for Macmillan to do more to reflect these changing needs (and our services had already started changing with benefits advice services, increasing number of information and support services etc) So that meant a need for even more people to give money, time, skills, and to share their experiences
- the public didn’t know who we were only 4% spont awareness (Cancer Research UK at 32%) 7th in income tables but 28th in awareness and only 1% got our name right people affected by cancer didn’t know what we could do for them people didn’t know how they could help And this is what people living with cancer were saying about us. Serious misperceptions – and the association only with end of life care – hampering our ability to support people. Why would you want to have anything to do with Macmillan when you were just diagnosed if that’s your perception?
- So – we needed to do something about it. The danger of us becoming really irrelevant to our audiences was plain to see. We explained the risks to our Trustees and Executive Strategy Team and involved them from the word go. Senior buy-in and leadership is vital for brand work. Find champions at a senior level who can persuade the doubters. We kept reinforcing that we needed to change: Tell people what we do Show people how we can help Become more relevant to people affected by cancer Be more accessible Encourage far more people affected by cancer to engage and be part of Macmillan
- So the work went way beyond the identity. We redefined ourselves – what we do and how we work. New ambition – dedicated to improved the lives of everyone living with cancer – families, too, from the moment first suspect you have cancer. Defined what we do in a really simple, easy to understand way.
- We worked out our brand positioning in relation to competitors, particularly Cancer Research UK and Marie Curie. We created the brand idea of ‘life force’. Encompasses the idea of energy and people as a force to support people living with cancer. We wanted to behave more like a movement that everyone could feel part of and that is part of people’s everyday lives. Because at one time or another we’re all affected by cancer, and we can all do something to help.
- That idea of the movement was embedded in our new name. The We is all the different communities that make up the Macmillan family. And we changed our name to Macmillan Cancer Support from Relief.
- We launched to staff – at our staff conference. Then we met every single fundraising committee f2f to take them through why we were changing. We launched externally with a hard-hitting report on the state of cancer care and a media story (rather than a story about the rebrand). And of course we used the results of our audience research so we could demonstrate that there were solid reasons for change.
- It’s not all about communications. Our new online community was one of the key ways of demonstrating how Macmillan would be different. In making the case for it – and again there was a lot of anxiety around it as it was the early days of discussion forums – we demonstrated exactly how it would bring the strategic thinking to life as well as being rooted in changing customer behaviour. It’s now the largest online cancer community in the UK.
- We also created be.macmillan, our brand site so we could give people the tools to engage with and live the brand. We wanted to ‘give the brand away’ and we’ve been trying to do that ever since.