“Women Who Lunch” A Culturally Rooted Branding Program

1. Presented By:Kristin EstabrookMelissa StevensPamela Thompson MCM 454 | Communicating Corporate Image “Women Who Lunch” A Culturally Rooted Branding Program

2. Goals • Discover the optimal branding model for the WLP • Develop a culturally rooted branding program to: • Differentiate the WLP from their competition • Increase Donor Awareness & Participation • Increase Community Awareness & Participation

3. Stakeholder Groups Distinct Perspectives Board of Directors / Advisory Committee WLP Staff Current Donors Current Volunteers Potential Donors Potential Volunteers Guests Back Bay Neighbors Common Values • Emotional connection • Commitment to Core Mission

4. Donor Groups • “Big donors”: households +$100,000 • Average donations: $1,390, $4,559, $13,329 • Ages 40-69, in good health, highly educated, married, with children • “Moderate donors”: households $40,000-99,000 • Average donation:$1024 • Age under 40, higher education, single or married • Businesses • High technology, higher education, finance, professional, and business services

5. Comprehensive Shelter Service Providers • Rosie’s Place • St. Francis House • On the Rise • The Pine Street Inn • Crittendon Women’s Union Each offers significantly more services than The Women’s Lunch Place can provide

6. Shelter Services for Women • Day/Evening Shelter • Transitional-to-Permanent Housing • Meals, Showers, Laundry • Services (healthcare, legal, counseling) • Skills Training, Education • Enrichment/Empowerment

7. The Women’s Lunch Place is: • A “living room” in which women can begin to rebuild lives or simply just rest and be • A community where guests help each other • A warm embrace for those who need it the most • A place to let your guard down, to relax

8. WLP: Fulfilling Basic Needs Only when our basic physical and emotional needs are met can we satisfy our higher order needs Need for Self Actualization Esteem Needs • Acceptance & Belonging • Safety & Security • Meals, Rest, Shelter Belonging and Love Needs Safety Needs Physiological Needs Maslow’s Hierarchy of Needs

9. The Future of WLP • Opportunity to leverage every human’s need for Food and Human Connection • Opportunity to specifically leverage women’sunderstanding of these needs "Happiness is not so much in having as sharing. We make a living by what we get, but we make a life by what we give." --Norman MacEwan

10. WLP & Emotional Branding • Emotional Branding establishes a relationship with each stakeholder group • Fosters loyalty and long-term commitment to the brand • Identity value → Emotional attachment • 27% of donors are motivated by “fellow feeling” • donate 3% more of their income than religious donors • 2x’s more than other donor groups • “Fellow Feeling” donors need to feel a bond with the charity • Recognize themselves and relate to the cause they are aiding • Feel “care, love, compassion and desire to respond to human need”

11. Culturally Rooted Branding Model • Cultural & Political Authority • Emerging Cultural Contradictions • Populist World: Women Who Lunch • Understanding of Follower’s ID • Ideology: Women today have more power and ability to effect change in society than ever before. • Contradiction: While women have gained independence and power, changes in modern society have made it harder for them to use traditional channels to effect social change.

12. Myth Treatment • Myth Treatment • WLP calls on tradition of women effecting social change • Networking to provide food and social advocacy services • WLP offers all women the opportunity to see their gift in action • Provides a connection between women in need and women of means • Charismatic Aesthetic: “The New Women who Lunch” • Women with careers and their own sources of power who make room for charity/causes in their lives and have a different means of effecting social change.

13. Charismatic Aesthetic:Women Who Get Things Done

14. Brand Strategy Leverage the cultural and political authority of those already involved • Leadership • Members of the media • City councilors, state reps, etc. • Business leaders • Neighborhood leaders/activists • Opportunity • Additional press coverage for the shelter and its events • Credibility • Networking with other businesses • Networking in the neighborhood

15. Website Enhancements “Call to Action” on home page e.g. “Wish List” box Use quotes, first-person narratives for guest stories Make key concepts/messages stand out Add navigational layer between home page and detailed content Modify the “Giving to WLP” section to focus on relationship aspect Why do I give? Personal accounts from current donors Pictures/ stories about the people involved with WLP and the community

16. Newsletter Enhancements Share space between coverage of board and coverage of shelter Report on shelter events, activities, news Guest profiles or success stories Acknowledge donors and volunteers Add “Call to Action” such as calendar of upcoming fundraising events Promote capital campaign Acknowledge accomplishments since last newsletter

17. Brochures Create suitable brochure to leave behind/send to target donors Update the guide to giving Create thank you and reminder program for donors Emotional appeal and practical information  tell the story Look and feel consistent with website, newsletter

18. Events • Raise awareness of the WLP in the community • International Women’s Day Lunch • Achievers Lunch | Volunteer Achievers Lunch • Networking On Newbury • Programs for young professionals (5-7pm at WLP)

19. Capital Campaign & Fundraising • Extreme Makeover: Charity Edition • Like a modern-day Barn Raising • Neighbors helping Neighbors • Giving Back to Your Community • Other Activities • Greeting cards • Biodegradable, plant-able cards • “Old Bags” Auction • Spaghetti dinner • Speedo Run • Marathon support

20. Targeting Donor Groups • Call on women’s clubs in area to get more involved • Media solicitation • donated ad space around events: • Editorials • Press Release Coverage • WLP has resources in BOD and AC that can provide connections to these outlets

21. Conclusion • The “Women Who Lunch” program will attract strong, motivated and powerful women to the WLP • relies on women’s ability to network and create organizations to solve society’s problems • They will spread the message & increase awareness of the WLP • Women will identify themselves in the messaging • the WLP will become an identity brand • An emotional branding model in conjunction with CRBM will increase donor and community awareness