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In the wake of the Egyptian revolution, the role of the youth and their sense of belonging, the level of their understanding and responsibility have all been reevaluated in the society at large. It was a general belief that the youth were disconnected from the surrounding political events, their living environment, their history and any consideration of the future. The revolution challenged many of these convictions and this resonated in educational institutions. This paper presents a design studio experiment where students were given an area at the heart of the city, which carries historical significance, both in terms of events and its built environment. The area witnessed drastic change over the years, transforming it from elegance to chaos, where listed buildings have come to decay, occupied by ill uses. The area rarely attracts the youth who instead are attracted to emerging hubs in the city.

The paper explores an important pedagogical query; the capacity of the design studio to reinforce issues of identity, sense of ownership and belonging. It also raises questions of the role of the teaching staff in fostering cultural responsibility. Literature strongly recommends relating academic scope to the students’ surroundings and environment and for topics to be discussed in an integrated manner. It also suggests that the studio offers the ideal setting for integrating knowledge; where synthesis and application, reflection and action take place and where a student’s architectural identities develop. Less is mentioned in literature of a student’s cultural identity and sense of belonging.

Through a project in 2012, the students were divided into groups tackling four main aspects for a given location (the social, economic, physical and environmental aspects), then discussed and debated among themselves, facilitated by the tutors, in an active learning environment. Students collected their data using surveys, interviews, observations and document analysis which informed their design of a master plan and single buildings in the area. A critical pedagogy was adopted in the studio, encouraging students to think critically about the area reflecting on experiences and social contexts in which they are embedded. The studio experience was assessed using focus groups, interviews and individual project content analysis at two stages over the students’ final year. Assessing the learning experience over a long term, clarified the changes that occurred to the students’ vision towards the issues and problems that their design projects dealt with as well as their affiliation with the historic area. Results have implications both to the quest of identity and to the methods used to support a critical pedagogy.

To write this case, several research methods were used. Most importantly, field interviews were conducted with employees at Banati foundation. The interviews were held with three different employees at different points in time, including the marketing manager, the executive manager and the head teacher working with the girls at the foundation. These interviews helped provide details regarding the foundation’s culture which is hard to get from secondary sources. In addition to this, one of the researchers was a volunteer at the foundation for 6 months before starting this research and so had strong background knowledge on the workings of the entity. Finally, secondary sources were used to provide accurate historical information and numerical statistics. These sources included the foundation’s website and annual reports as well as newspaper interviews with the Banati’s Chairperson.

This case poses the marketing dilemma faced by Banati Foundation, a non-profit organization (NPO) based in Egypt. Banati has offered child protection services to girls at risk since its establishment in 2009. In particular, the case focuses on the foundation’s strategy and operations in 2020. Since its inception, the foundation has been led by the main founder, Dr Hanna Abulghar. Under her leadership, the foundation flourished and won several international awards. The foundation became a home, a school and a support system to the girls who were once homeless. Yet even though Banati succeeded in improving the lives of many girls at risk, the foundation still sought ways to sustain its funds and to empower the girls to thrive after they left the foundation. As the key person responsible for setting the foundation’s direction and strategy, Dr Hanna faced marketing challenges that include overcoming social stigma, diversifying the donor base and increasing fundraising.

This case is suitable for undergraduate and Master’s students who already have an understanding of the basic marketing principles such as the marketing mix (4Ps)/market segmentation and have taken an introductory marketing course previously. Furthermore, the case presents an opportunity to apply marketing concepts such as segmentation, targeting, positioning and promotion within the context of social and NPO marketing. It is ideal for students studying social marketing, NPO marketing strategy, cause marketing, fundraising techniques and social inclusion.