One for the World
This project was in partnership with my creative partner/brand designer, Stephanie Basoli, S.B. Studio.
Brand Strategy Elements, Launch June 2022
Discovery Sessions & Team Alignment
Surveys & Analysis
Brand Voice
Brand Strategy
Key Messaging & Brand Platform
Website Copywriting
Consulted on brand identity and implementations (Website, Merchandise, Social media
Brand Management Elements (2022-2024)
Social Media Content Management (LinkedIn and Instagram)
Digital Email Campaigns
SMS Campaigns
Brand Implementation in print and digital collateral
Website content management
The Results
An increase in the average time spent on website from 26 seconds to 158 seconds.
An average email open rate of 53.8% for donors and 58.6% for non-donors and a click conversion rate of 3.3% and 6.3% respectively.
An SMS campaign click through rate of 5%.
A pledged donation to confirmed donation activation rate of 76% over a multi-year time horizon.
Between 2022 and 2024, One for the World moved ~$5 million to the world’s most cost effective nonprofit organizations in global health and extreme poverty in part due to the revitalized brand and website relaunch.
The Context
I had been working full-time as Director of Communications for 4 months, when I proposed to our Executive Director that we align the team around a new brand strategy, hire a visual brand designer, and totally overhaul our website. I had spent my first few months building an incredible amount of trust, so our ED understood the investment, but the rest of the team would have to be brought along through 20 hours of training, facilitated discussion, and strategic planning over several months.
One for the World’s previous brand identity and website was suffering from a classic case of “nonprofit hires a relative to do everything”, with little to no updates in its 8 year lifetime. It was clear that the identity and messaging was not connecting with our growing target audiences and the changing cultural and social landscape on university campuses and in corporate offices. The website was also difficult to navigate and the language used was stuffy and unapproachable. We also needed to differentiate ourselves from our competitors that had similar value propositions to our own and shared in a homogenous brand aesthetic.
One for the World’s mission is to build a movement of people revolutionizing charitable giving to end extreme poverty through education, training, and community building.
One for the World’s vision is a world in which everyone fully embraces their opportunity to give effectively and therefore no one lives in extreme poverty through guidance from One for the World.
Recipient-focused & human-centered
We are always focused on the best outcomes for our beneficiaries and determined to remember the human stories at the center of systemic issues like extreme poverty. We also orient One for the World around our volunteers, who are the lifeblood of the organization.
Effective & data-driven
The idea of effectiveness is central to our identity. We only recommend the most effective charities, preferring impact to what might be most popular, or most moving, or most topical. We choose the most effective strategies for outreach; we aim to measure our own efficacy rigorously and transparently; and we’re unsentimental in serving our beneficiaries.
Celebratory
We are positive and we celebrate giving as an act of goodness. We encourage our donors to take advantage of the amazing opportunities of effective giving, rather than scolding them for giving from the heart. We celebrate our volunteers and our donors and invite others to join our movement.
Equitable
We want a world which is more equitable internationally, where people in high-income countries are aware of the suffering of extreme poverty and are committed to ending it in our lifetimes. We also want to be more equitable internally, valuing a range of perspectives and creating a diverse and welcoming environment for traditionally marginalized groups.
The Strategy
The fresh and cohesive new brand resonated with our Chapter Leaders (volunteers), who felt an even stronger sense of connection and identification with our work. This resulted in increased advocacy for our organization through the use of branded materials and leveraging the website as a landing page for recruiting new donor pledges.
Internally, the team experienced a newfound sense of alignment and purpose. Not only did we have an energizing visual representation of our brand, but we also developed a new mission statement, vision statement, values, and overall strategy that everyone could rally behind. Through this process, we unearthed aspects of our previous strategy that no longer served us well and adopted healthier ways of working together. This transformational part of a rebrand is often overlooked because it cannot be achieved if the proper time and resources are not dedicated by the team.
Moreover, the improved brand equity resulting from the rebrand allowed us to better evaluate our fundraising key performance indicators (KPIs). We were no longer held back by our brand which hindered our growth, but propelled by it.
