Shelter

 Institutons/ Ownerships

England and Scotland. It provides advice, information and advocacy to people in need, and tackles the root causes of bad housing by lobbing goverenment and local authorities for new laws and policies to improve the lives of homeless and poorly housed people.

It's partnership with shelter cymru (wales) and housing rights service ( northern ireland)

Founded on 1st december 1966 by Bruce kendrick*

Focuses on the housing and homelessness

Revenue is worth GBP 60,902,000

*Envolving out of the work on the behalf on homeless people being carried on in Notting hill, London

Sources of funding

• Donations and legacies                                          54%
• Housing advice and support services                     29%
• Shelter shops                                                          14%
• Training and publications                                         2%
• other                                                                          1%

Fundraising costs: £ 18,852,000

Total cost of charitable activities: £44,022,000

Product Context 

• Target audience : Shelter mainly provides help for people in need of better housing therefore their target audience are ABC adults who are able to donate money into the charity. + the people who are homeless 
• Facts and figures: -Budget: Less than £150,000                                                                                          -Revenue: 60.9million GBP                                                                                                             -Shelter has always worked with people who, while not necessarily consigned to living on the streets, live in unfit, temporary, or insecure housing. But the public were largely in the dark about this huge - but hidden - problem of bad housing.
• To most people, Shelter was a well-respected "homelessness" charity, concerned with getting people away from living on the streets and into housing. Yet, in reality, "street homelessness" was only a small element of the charity's work.
• When Hooper Galton began working with Shelter, the charity's biggest problem was that its "issue" wasn't an "issue" in many other people's minds. All of this meant that Shelter was in danger of slipping down the league of "must-support" charities. With a very limited budget, it was felt that a bold approach was the only way forward. The strategy was to focus on the one million children living in sub-standard housing conditions in the UK. The agency decided to relate the message during moments when people were thinking about their own housing situations. 
• The UK spends more money per head on DIY and watches more home improvement television programmes than any other nation in Europe. This meant an array of touch-points existed to engage the public with Shelter's message, but it also left an opportunity for a focused campaign around one event in particular - the Ideal Home Show at Earl's Court during October.
• - Brand development : Before any media work could take place, the brand itself had to be tackled. Hooper Galton led the strategic process of reframing the way people thought about "homelessness". The agency developed a long-term strategy through workshops, team meetings and visits to Shelter's clients.The agency produced a brand strategy document, which gave the charity a fresh perspective on its brand personality. Shelter's voice is now louder, clearer and more intrusive.
• Brand identity: Hooper Galton then briefed the design agency Johnson Banks on the new corporate identity, with the two agencies working closely together before client presentation.