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2nd Mar 2019

Developing Mindful Monsters

Aka what it takes to win 3 Gold and a Silver award at the DMAs

We had a big night at the DMA awards last night, where, alongside Scope and Open, we won three Golds and one silver for Mindful Monsters. We won gold for best creative execution, gold for best launch, gold for best health and wellness campaign, and silver for best charity campaign.

It was an amazing night!

 The challenge

We were approached by Scope to help them acquire new donors. Their challenge to us was big and broad.

“The ideas need to be ambitious enough to challenge the budgets we put into face to face fundraising, which we’re over reliant on. This isn’t simple. In fact, we’ve not cracked this for the last three years.”
Scope, and the wonderful team of Karen, Claire and Alex, were really open to where this could take them. They knew they didn’t want this to be another traditional cause-led DM campaign as those weren’t working well enough. In their words:

“Our cause can be a tricky one. Kids, cats, cancer – there’s lots of competition out there…. We’re really looking for a route that’s led by audience insight – and we’re happy for that insight take us where ever it will.”

It’s important to note that several agencies were involved in bringing Mindful Monsters to life. We uncovered the insight, developed the idea and how it would work, and then helped prototype the concept, Open then developed the creative execution and Media Lab and Equimedia did a great job of buying the media.

In this blog, we’ll take you through how we took the brief from a blank piece of paper to the concept of ‘mini mindfulness’ that had been prototyped and was loved across the organisation, and to where Open took over and developed the ‘Mindful Monsters’ creative execution with Scope.

How we got there 

We got to this (award winning) idea through an insight-led approach.

Whilst we love the agile, sprint based approach to innovation, there’s a fundamental requirement that to do this well you need to have a strong foundation. You can’t run a sprint without having a base level of knowledge.

We describe it as “think, then sprint”.

First, we needed to create some focus. Who should the target market be? What did success look like? What constraints existed? Through working with people from across the whole organisation – not just fundraising – and reviewing past research and data we developed a consistent view of success that everyone bought in to, as well as an agreement around the target audiences – families.

Scope didn’t have any insight into the target audience and how they might be able to relate to them and offer some form of value. Together we needed to get a foundation layer of emotional insight to develop ideas from.

So, we went off and spoke to loads of people. And we took the Scope team with us – we trained up them and they got stuck in to travelling the country and talking to people. For some, this opportunity to speak to their audience was the highlight of the whole project.

From this we created a series of insight platforms that articulate the needs and wants of the audience. These are essentially start points for ideas. A few leapt out, including one around mums wanting their children to resilient.  

We used these insight platforms to create a whole series of very early ideas over a couple of days. Using a series of tools including quant, online co-creation and stretch and build workshops we whittled these down to three big, new ideas.

Together we developed each of these into a concept paper that drew out the core idea, the features and benefits, the subscription business model, the insight, the audience feedback and the proposed supporter experience.

We then helped Scope design and plan how to prototype the three ideas. We knew that parents liked the three ideas in theory, but how would it play out in the real world. The team from Scope created minimum viable products for the Mini Mindfulness idea, creating the cards themselves. 

And it worked. The feedback from the prototyping on the Mini Mindfulness idea was amazing.

Responding to the idea, parents would say “I love the idea, if this works it will be a huge benefit to me as a parent”. Then, after the prototype, they’d tell us that, “yes, it actually worked”.

We heard all the insights reflected back to us, and we had some of the strongest feedback from a prototype in terms of both appeal and effectiveness. We had real world stories of mums and dads using the cards to help them on a day to day basis.

It also helped break down internal barriers. The prototype quickly and cheaply proved that the idea also worked for children with impairments and conditions, such as autism and learning disabilities, which ultimately helps their charitable purpose.

This then gave the Scope team the confidence to justify further investment in taking this idea forward, and Open were engaged to develop the creative execution. The rest, as they say, is history! The results are amazing, smashing all targets on acquisition volumes, acquisition cost, retention and payback.

We loved working on this project, and it’s a true testament to the power of insight-led product development.

“Working with Good Innovation has transformed the way Scope recruits regular givers. We learnt so much about innovation and know the approach works. They were such an amazing team to work with”. Claire Whitney, Supporter Marketing Manager at Scope











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