Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.

Abstract

Charity fundraising in the UK was a deep red ocean when Comic Relief's Red Nose Day started. Costs were up and donations were down. To stand out from the crowd, organizations had to work harder at fundraising and marketing. Yet Comic Relief's Red Nose Day rapidly achieved 96 percent national brand awareness and has now raised over GBP1 billion without spending anything on marketing. Its flagship event, held once every two years, is almost a national holiday in the UK. The case reveals how Comic Relief's Red Nose Day redefined the problem of the charity-giving industry - from how to get the wealthy to give out of guilt, to how to get everyone 'to do something funny for money' - thus reconstructing the market boundaries. It understood how to create new demand by looking to non-donors and what turned them off (the blocks to giving). In so doing, it erected formidable barriers to imitation - cognitive, organisational, economic and legal. Comic Relief's Red Nose Day enduring success relies on the alignment of its value, profit and people propositions. It can be used to teach the following Blue Ocean concepts: (1) the Buyer Utility Map; (2) the Three Tiers of Non-customers; (3) Barriers to Imitation; and (4) Disruptive versus non-disruptive creation. This case comes with a teaching note and a short video showing students what Comic Relief's Red Nose Day is. The video can be downloaded for teaching purposes (link in ‘Extra information’ section).

Video trailer

Time period

The events covered by this case took place in 1985-2017.

Geographical setting

Region:
Europe

Featured company

Anonymous company no. 1
Industry:
Non-profit organization management; Fund-raising; Philanthropy

About

Abstract

Charity fundraising in the UK was a deep red ocean when Comic Relief's Red Nose Day started. Costs were up and donations were down. To stand out from the crowd, organizations had to work harder at fundraising and marketing. Yet Comic Relief's Red Nose Day rapidly achieved 96 percent national brand awareness and has now raised over GBP1 billion without spending anything on marketing. Its flagship event, held once every two years, is almost a national holiday in the UK. The case reveals how Comic Relief's Red Nose Day redefined the problem of the charity-giving industry - from how to get the wealthy to give out of guilt, to how to get everyone 'to do something funny for money' - thus reconstructing the market boundaries. It understood how to create new demand by looking to non-donors and what turned them off (the blocks to giving). In so doing, it erected formidable barriers to imitation - cognitive, organisational, economic and legal. Comic Relief's Red Nose Day enduring success relies on the alignment of its value, profit and people propositions. It can be used to teach the following Blue Ocean concepts: (1) the Buyer Utility Map; (2) the Three Tiers of Non-customers; (3) Barriers to Imitation; and (4) Disruptive versus non-disruptive creation. This case comes with a teaching note and a short video showing students what Comic Relief's Red Nose Day is. The video can be downloaded for teaching purposes (link in ‘Extra information’ section).

Video trailer


Settings

Time period

The events covered by this case took place in 1985-2017.

Geographical setting

Region:
Europe

Featured company

Anonymous company no. 1
Industry:
Non-profit organization management; Fund-raising; Philanthropy

Related