What do corporates want?
 

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Liz Banks, Thames Water and Jess Sutton, WaterAid

Liz Banks, Thames Water and Jess Sutton, WaterAid
www.charitycomms.org.uk/events

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  • Every day, we supply 2,600 million litres of tap water to 8.8 million customers across London and the Thames Valley. We also remove and treat 2,800 million litres of sewage for an area covering 14 million customers.

What do corporates want? Presentation Transcript

  • 1. Developing Successful Corporate Marketing Partnerships Seminar Thursday 20 October 2011
  • 2. What do corporates want? A Thames Water / WaterAid case study
  • 3. Who we are...
    • Thames Water…
    • the UK’s largest water and wastewater services provider
    • a steward of the environment
    • WaterAid…
    • the UK’s leading water and sanitation charity
    • champion of safe water and sanitation provision in 26 countries
    • Since established in 1981 has helped to improve the lives of more than 15 million people
  • 4. The charity dating game
    • What to look for in a partner
    • Research your potential partner so you can sell yourself (GSOH always helps!)
    • What can you do for them?
    • Fit the company’s values and vision
    • Enhance programmes they already support
    • Enable them meet their CR objectives
  • 5. Try each other on for size
    • What can you do for each other?
    • Are there other opportunities to work together?
      • Employee volunteering
      • Work together through a third party
      • Work with existing partners / suppliers / contractors
    • Can you help build positive relationships with their customers/regulators/the media?
  • 6. Our partnerships
    • Some of the charities we work with…
    • Thames 21
    • Central Berkshire Education Business Partnership
    • Kew Bridge Steam Museum
    • Why we’ve entered into these partnerships
    • Environmental focus on the River Thames – direct fit
    • Local education organisation facilitating volunteering
    • Former Thames Water site, celebrating our heritage
  • 7. Starting out…
    • The National Trust
    • Established credible partner
    • Memorandum of understanding
    • Well-developed partnership plan
    • Funding going towards innovative projects
    • Volunteering opportunities
  • 8. The break ups…
    • Link through previous CEO – personal over professional
    • Lack of strategy - no long-term goal / objectives
    • Activities e.g. volunteering failed to live up to expectations
    • Change in corporate ownership – inevitable break up
    • Resulted in disappointment for both parties and potential volunteers
  • 9. Case study: WaterAid and Thames Water in partnership
    • Historical context – our unique relationship
    • Entirely suited to Thames Water’s values and Corporate Responsibility objectives
    • Has supporters at grass roots and senior executive level, both fundraising and awareness raising
    • 2010 – 11 raised over £336,000
  • 10. In good times...and bad times…
    • Facing the ups and downs
    • Challenges:
      • Change in ownership
      • Redundancy – loss of existing supporters and points of contact
      • Refocus of corporate values / core business
      • Emphasis away from charitable aims and objectives
    • Plan of action
    • Maximised the goodwill in the bank
    • Kept grass roots relationships alive
    • Bring out the big guns! Get senior level charity execs talking to senior level corporate execs
    • Make life easy for partner – take on the load
    • Remind partner of the love!
  • 11. The success stories
    • Employee-led events which engage staff and the wider community
    • High level participation in the WaterAid lottery and payroll giving
    • Corporate events: The Love Water Ball
      • record-breaking fundraising event!
    • Customer campaigns – unique opportunity to engage with Thames Water‘s customer base
    • Awareness raising – spreading our joint message of the value of water
  • 12.  
  • 13. How we make it work
    • Leadership
    • Company Steering Committee with high level corporate rep and WaterAid representation
    • Targets – very focused
    • Regular communication at senior level
    • MOU and strategy – shared objectives
    • Key points of contact at grass-roots and senior level
    • Formal part of Thames Water Community Investment role
  • 14. Keeping it fresh
    • Innovations through collaboration
    • Customer campaigns
    • Using our customers for research – easy ask for the company
    • Thames4Bangladesh
    • Skills sharing – the next opportunity we are working towards
  • 15. Keeping the love alive!
    • Acknowledge the hard times
    • Have a maintenance plan
    • Communication!
    • Understand the business point of view – a two-way street
    • Take the lead – educate the business in what works for you (e.g. managing fundraising events)
    • Look after your grass-roots supporters
    • Great supporter care!
  • 16.  
  • 17.