Ali Sanders, head of brand, Macmillan Cancer Support Visit the CharityComms website to view slides from our past events, see what events we have coming up and to check out what else we do. http://www.charitycomms.org.uk

1. Investing in our brand
Ali Sanders
Head of Brand, Macmillan Cancer Support
22 October 2014

3. 0
100,000
200,000
300,000
400,000
2006
2008
2010
2012
2014
2016
2018
2020
Number
New cancer cases
Cancer deaths
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 want to occupy
cure
Cancer Research UK
Our brand idea: Life force

9. Wolff Olins

10. 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. How we made the case for the rebrand
•We used evidence to make the case for change and to support our new direction
•We dramatised the need (no sugar coating)
•We created a compelling vision for people to buy into
•We made sure trustees and directors weren’t just on board but were leading the change
•We tried to pre-empt potential criticisms
•We set up a Brand Steering Group
•We held our nerve

14. Investing in brand advertising

15. Our current Not Alone campaign

16. Charity Awareness Monitor results
NSPCC, 23%
British Heart Foundation, 23%
British Red Cross/ Red Cross,
26%
RSPCA, 33%
Cancer Research UK/unspec,
38%
Oxfam, 46%
Marie Curie, 12%
Save The Children, 14%
Barnardo's, 18%
Macmillan (All mentions), 22%
Mar 11 May 11 Jul 11 Sep 11 Nov 11 Jan 12 Mar 12 May 12 Sep 12 Jan 13 May 13 Sep 13 Jan 14 Apr 14 Jul 14
%
Base: 1,000 adults 16+, Britain
Source: Charity Awareness Monitor, July 14, nfpSynergy

18. Income: 2004-20132014 target: £200 million
£ in millions

20. How we made the case for advertising (repeatedly)
•Working closely with our agencies to create a compelling case for investment
•Demonstrating impact across a wide range of measures
•Always setting the context of competitor activity
•Quantifying the impact of our brand advertising on our income (via econometric modelling)
•Reinforcing the need for long-term investment

23. Cancer information publications

24. Working harder on digital

25. Infographics

26. How we made the case for a refresh
•We worked closely with colleagues in Fundraising and Services to help make the case
•We clearly demonstrated the need for the stretching the identity: infographics (a passion of the CEO), digital etc.
•We kept costs down by having our creative team work with our brand consultants
•We rolled out gradually to avoid wastage

28. Our latest refresh and new proposition
We’re evolving for the following reasons:
•To reflect the changing cancer story –more people being diagnosed with cancer, and living longer, with the issues ‘survivorship’brings
•To reflect the shift in the more open and frank way people talk about cancer
•To respond to competitors and ensure our brand is dynamic and sector-leading
•To become more engaging to even more people

30. Creative spectrum

32. How we made the case for another refresh
•We worked closely with colleagues in Fundraising to help make the case
•We backed it up with really robust evidence to demonstrate the potential for positive impact
•Our creative team again worked with our brand consultants so they could really own it and roll it out effectively
•We reminded people of how successful a dynamic approach to brand management has been for us.

33. So post-rebrand is it too early to reinvest?
•Is there a clear case –either a need or opportunity?
•Do you have the evidence to back it up?
•Have you done enough to embed the brand before making any changes?
•Have you got colleagues on your side?
•Are you building understanding that your brand is a dynamic, evolving thing and you management of it should be too?

34. What are your challenges?

35. Visit the CharityCommswebsite to view slides from our past events, see what events we have coming up and to check out what else we do. www.charitycomms.org.uk

36. Workshop
22 October 2014
London
#CaseForComms
Making the case for comms: unlocking the purse strings