Project Possible

Igniting the spark

Not-for-Profit

The warning signs were already there when ROPE invited us to tender for an overhaul of their brand. An international development agency with a proud legacy but shrinking supporter base, the threat was real: reinvent or risk extinction.

During the pitch we didn’t pull any punches (talk of ‘red flags’, even the use of a klaxon horn!). The result? We were appointed with a clear mandate to not only refresh the brand, but help the organisation rediscover itself.

We tapped into our experience serving as brand partner for charity change projects in the past (as well as our MD’s personal experience of community development work overseas), guiding the ROPE team on a journey that involved redefining (i) the charity’s mission/purpose; (ii) their overseas projects/partnerships; and (iii) the overall brand (strategy, messaging, creative).

Our task was to listen extensively (leadership & trustee workshops, discovery calls with overseas partners, analysis of research with supporters) and to ensure all the different strands tied together into a coherent chord.

Remembering that small is beautiful

We knew the aid & development charity market was a crowded one – with everyone clambering for attention. But we also knew the sector was facing an acute crisis of trust, with donors increasingly skeptical of where their money was going and the impact it was actually having.

Through our research and listening we saw an opportunity for the charity to tack left whilst other charities tacked right – to embrace their size, instead of running away from it; to turn a perceived weakness into a distinctive strength. In a world where development charities all seem intent on coming across as big and corporate, we wanted to free up ROPE to be small and personal – to be themselves.

Lighting the blue touch paper

Initial focus group research around this new positioning – along with the charity’s decision to focus on helping overlooked communities launch their own micro-enterprises – was well received. But we were still missing that secret ingredient – the ‘brand truth’ around which we could build.

The answer came in the form of a throwaway line buried deep within the focus group presentation. The phrase “they just need a spark” was seized on by several respondents as the thing that had captured their imagination about the work the charity was doing, and the prospect of being involved.

The big idea at the heart of the brand was born. ‘Be the spark’ – an invitation to do something small that sets off a chain reaction; a reminder that families in the toughest parts of the world have the desire and potential to find a way out of poverty. They just need a spark.

Small, tangible and personal

Soon the rest of the pieces of the puzzle began falling into place. The name (‘Project Possible’) was inspired by the new development approach (bite-sized, time-bound projects to launch community micro-enterprises) and fundraising model (one-off targeted giving to your ‘spark project’ of choice).

The logo and visual identity captured the ‘spark’ of possibility that happens when generous supporters get behind the creativity and determination of local entrepreneurs forging a way out of poverty. We wanted a brightness and lightness to the look & feel – to move as far away from the ‘poverty porn’ feel that still marks too many smaller overseas aid and development charities.

Throughout the process we were guided by an internal positioning statement – the plumbline we used for every aspect of the brand. We wanted everything that we created and communicated to be permeated by these three words: Small. Tangible. Personal.

To possibility and beyond

We launched the new brand with staff and supporters whilst the world was still shaking off the effects of a global pandemic. Yet despite this challenging backdrop, the response to the new brand was overwhelmingly positive – with one particularly enthused supporter exclaiming: “I finally get what you are about…and I love it!”

There is plenty of work still to be done. Increasing awareness of the brand, finding a new generation of supporters, pursuing new income streams to support the overseas projects. But the charity has exchanged red flags and warning sirens for a renewed hope and a sense of expectation around the possibilities that lie ahead.

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That the launch has gone so well is a testament to the spirit of teamwork we were able to achieve and the excellent and professional input from said & done. We move forward with a spring in our step, largely due to all the exciting changes we have introduced with your excellent help.

Andy Yong
CEO