Singapore Children's Society: Delivering the Brand Promise By Wee Beng Geok & Yvonne Chong

Publisher Ref No:	ABCC-2010-001	Pub/Rev Date:	2010
Industry:	Non-Profit Sector	Case Length:	19 pages
Teaching Note Ref:	ABCC-2010-001(TN)	Teaching Note:	8 pages
Organisation:	Singapore Children's Society	Period Covered:	2002 - 2009
Country:	Singapore	Level:	Undergraduate/ Postgraduate

Publisher:

The Asian Business Case Centre, Nanyang Technological University

Abstract

Reflecting a more crowded Voluntary Welfare Organisation (VWO) landscape in Singapore, some charities have seen the need to 'brand' the charity in the minds of a widening spectrum of stakeholders and the community at large. However, 'BRANDING' of a charity could present new challenges other than those encountered in branding exercises by for-profit organisations.

This case discusses how a corporate communications exercise evolved into a broader branding exercise that took the charity on an internal organisational change process that included the reframing and articulation of its values, role and profile in the VWO environment in Singapore.

For the charity, the 'branding' process was often not clear-cut or particularly systematic, as it dealt with staff understanding and perceptions about the branding initiative. The process was often ad-hoc and reactive, as the charity's leaders and staff responded to changing demands in their environment.

For Singapore Children's Society, success in branding also meant that it would have to confront questions from its multiple stakeholders regarding the effectiveness and impact of their programmes. Whilst successful branding could increase the level of stakeholders' support, it also raised their expectations regarding what the charity can or should do.

For the leadership and management, this implied a need to link the charity's mission to intended impacts and to continually fine-tune programmes and activities to achieve this.

Issues: Formulating and implementing a branding exercise in a charity; To follow through a successful branding exercise and its implications for the VWO, including perceptions of multiple stakeholders with regard to the impact of its programmes and activities

About the Authors