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Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
Cause Branding and Community Building With Social Networking Tools
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Cause Branding and Community Building With Social Networking Tools

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Presentation by Ed Nicholson of Tyson Foods. PRSA International Conference. October 18, 2010

Presentation by Ed Nicholson of Tyson Foods. PRSA International Conference. October 18, 2010

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  • 1. Cause Branding and Community Building <br />With Social Networking Tools<br />A Strategic Approach to Corporate Philanthropic Engagement<br />Ed Nicholson, APR<br />Director of Community Relations<br />@TysonFoods<br />http://www.facebook.com/TysonHungerRelief<br />http://www.tysonhungerrelief.com<br />
  • 2. <ul><li>Tyson Case Study—What worked for us
  • 3. Finding a strategic fit—the 4-step process
  • 4. Cause marketing/Cause branding
  • 5. Finding and Engaging Communities and Stakeholders
  • 6. Effective Tactics</li></ul>Where we’ll go today<br />
  • 7. Initial strategy<br /><ul><li>Began formally working in hunger relief in 2000.
  • 8. Prior to had donated food; also involved in many other worthy philanthropic efforts.
  • 9. “Executive pets”
  • 10. Efforts were spread thin.</li></li></ul><li>Why<br />?<br />We’re a food company. Feeding people is in our DNA.<br />We are “hard-wired” into national food distribution channels.<br />Food, as an in-kind resource, is more readily available than cash.<br />Protein is desperately needed by hunger relief agencies.<br />Tyson can be recognized as a leader in this cause.<br />
  • 11. Initial strategy—2000-2005<br /><ul><li>Goals
  • 12. Get positive attention (primarily MS media) for the contributions we were making.
  • 13. Early approach was very publicity-focused; brand-centric; brand protective; competitive.
  • 14. Let the agency do most of the heavy lifting.
  • 15. One partnership: Share Our Strength
  • 16. Wanted to be recognized by the hunger movement, but engagement and involvement wasn’t a critical part of the strategy
  • 17. Had a campaign mindset</li></li></ul><li>Tyson hunger relief strategy—brand-centric early approach<br />
  • 18. Tyson hunger relief strategy—how it evolved—what we learned <br /><ul><li>There is a phenomenal community already engaged in the issue (room for online community)
  • 19. Inspiring people doing selfless work (not always recognized)
  • 20. Can’t be accepted into the community overnight. Can’t “buy” your way in</li></li></ul><li>Tyson hunger relief strategy—how it evolved—what we learned <br /><ul><li>As we became engaged, our culture and our expectations changed
  • 21. Became more collaborative, more outwardly-focused
  • 22. No longer just a campaign for us</li></ul>The more we give in a genuine way—<br />the more we become truly and authentically engaged—<br />the more we get back.<br />
  • 23. What we learned<br />Hunger: <br />A complex, misunderstood issue. <br />
  • 24. Awareness an issue<br />
  • 25. Reviewed and revised strategy in 2005<br />(w/ Mitchell Communications Group)<br />Expanded partnerships<br />Became more collaborative and outwardly focused<br />Became more engaged, directly involved<br />Started engaging stakeholders<br />Team Members—104K in U.S.<br />Customers<br />Communities<br />Elected officials<br />
  • 26. The Collaboration Challenge<br />James E. Austin<br />How Nonprofits and Businesses<br />Succeed Through Strategic Alliances<br />
  • 27. Stages of Corporate/Non-Profit Partnerships<br />The Collaboration Continuum*<br />Philanthropic:<br />Charity, Little Stakeholder Engagement/Relationships<br />No Strategic Imperative, Minimal Expectations <br />Transactional:<br />Increased Understanding and Trust,<br />Value Delivered, More Relationships, Expectations<br />Integrative: <br />“We” mentality, High Mission Mesh, Broad Strategic Fit, Deep Personal Relationships, High Employee Engagement<br />*James Austin—The Collaboration Challenge<br />
  • 28. The Collaboration Continuum<br />Stages of PartnershipsPhilanthropic Transactional Integrative<br />Engagement level Low                 High<br />Importance to Mission Peripheral           Strategic <br />Magnitude of Resources Small               Big <br />Scope of Activities Narrow             Broad<br />Interaction Level Infrequent          Intensive<br />Managerial Complexity Simple              Complex<br />Strategic Value Modest               Major <br />*James Austin—The Collaboration Challenge<br />
  • 29. Recent Approach---More collaborative, outwardly-focused<br />
  • 30. Cause Marketing/ Cause Branding<br />Cause marketing—by itself <br /><ul><li> Transactional
  • 31. Strategic philanthropy
  • 32. Campaign focused
  • 33. Looks for the quick win
  • 34. Proprietary/competitive
  • 35. Focus on organizational objectives
  • 36. More often tactical</li></li></ul><li>Cause Marketing/ Cause Branding<br />Cause branding. <br /><ul><li> Long-term commitment
  • 37. Leadership Collaborative Engagement
  • 38. Can’t write a check for it; buy it
  • 39. Senior level support and ENGAGEMENT
  • 40. Strategic fit for the business
  • 41. How can a broader set of organizational resources be applied? Not just cash: in-kind, people, functional expertise.
  • 42. Takes a mature-thinking/acting non-profit to engage with a company truly committed to cause branding. Requires them to leverage resources beyond cash; work with partners to fit their work into the cause, sometimes beyond existing programs. </li></li></ul><li>Cause Marketing/ Cause Branding<br />Can have cause marketing activity within cause branding program: KRAFT. <br />Quite often, very successful cause branding start out as cause marketing efforts (transactional) and evolve (integrative). <br />
  • 43. The 4-step process is important<br />Research—Knowing the landscape. Knowing the community. Knowing the issue. Listening !<br />Planning—Developing a strategy based on all factors, not simply organizational objectives. <br />Execution—Are we employing effective tactics?<br />Evaluation—Where are we? Is it where we want to be? What have we accomplished? ROI? <br />
  • 44. Hunger Almanac Sponsorship Primary Research<br />
  • 45. Research<br />
  • 46. Research: Listening and monitoring<br />
  • 47. Research: Listening and monitoring<br />
  • 48. Research: Listening and monitoring<br />
  • 49. Strategies<br /><ul><li>Engage our people in very productive and visible ways.
  • 50.  Makes them feel good about the company. Creates people dedicated to the cause.
  • 51. Is another step toward being more authentically involved; humanizing the brand.</li></li></ul><li>Strategies<br /><ul><li>Leverage donations to go beyond publicity for Tyson.
  • 52. Generate awareness of the issue of hunger and of people and orgs.
  • 53. Create events that have innovative and attractive news angles.
  • 54. Bask in reflected light.</li></li></ul><li>Strategies<br /><ul><li>Utilize our communications resources to create awareness and build community around the issue.  Social media tools have been very effective toward this end. </li></li></ul><li>Executing the Strategy Online<br />Goals:<br /><ul><li>Humanize the brand
  • 55. Establish the company as a thought leader in the cause of hunger
  • 56. Grow a community that will recognize our voice as credible—and might defend us when we need it
  • 57. Leverage our in-kind donations
  • 58. Engage and nurture relationships with key stakeholders—the hunger community, team members, community leaders, advocacy partners
  • 59. Utilize our own publishing platforms in a credible, productive way—for others and ourselves</li></li></ul><li>Http://HungerRelief.Tyson.com<br />Online in 2007<br />Goals—<br /><ul><li> Tell stories of people working in hunger relief—Ours and others’—Archive those stories.
  • 60. Expand awareness of and engagement in the issue
  • 61. Help bring the existing community involved in hunger relief online</li></li></ul><li>Blog http://tysonhungerrelief.com<br />
  • 62. Tyson Foods Social Media – Twitter <br />
  • 63. Tools and Tactics – YouTube<br />
  • 64. Tools and Tactics– Flickr <br />
  • 65.
  • 66.
  • 67. Engaging the hunger community<br />Expanded Partnerships<br />Share Our Strength—DC-based hunger relief org that raises money and provides strategic grants to hunger relief<br />Feeding America—Nation’s largest network of food banks<br />Lift Up America—Partnerships with professional and college sports teams and athletes in creating hunger and poverty awareness<br />
  • 68. The Hunger Community<br /><ul><li>National organizations—SOS, Feeding America
  • 69. Policy Advocates—FRAC, Cong. Hunger Center
  • 70. Lawmakers—House and Cong. Hunger Caucus, Sen. Blanche Lincoln
  • 71. Local organizations—Food banks
  • 72. Local agencies—63,000
  • 73. Inspired, inspiring individuals—Hunger All-Stars</li></li></ul><li>Hunger All-Star<br />
  • 74. Hunger All-Star<br />
  • 75. Hunger All-Star<br />
  • 76. Social Media Informing and Validating <br />
  • 77. Social Media Informing and Validating <br />
  • 78. Tools—Facebook <br />
  • 79. Engage influencers–Guest posts<br />
  • 80. Engaging and connecting influencers<br />
  • 81. Engage Influencers<br />
  • 82. Engage Influencers<br />
  • 83. Engage Influencers<br />
  • 84. Engage Influencers<br />
  • 85. Engage Influencers<br />
  • 86. Engage Influencers<br />
  • 87. Engaging the community<br />http://hungerrelief.tyson.com/<br />
  • 88. Tools and Tactics– Flickr, YouTube <br />
  • 89.
  • 90. Engaging and contributing to the community—be a connector <br />
  • 91. Engaging and contributing to the community—be a connector <br />
  • 92. Engaging stakeholders<br />
  • 93. Engaging stakeholders--customers<br />
  • 94. Engaging employees<br />http://hungerrelief.tyson.com/<br />
  • 95. Tools and Tactics--YouTube<br />http://hungerrelief.tyson.com/<br />
  • 96. Engaging the Online Community (many new to hunger) <br />
  • 97. Comment for Food Efforts <br />
  • 98. Engaging and informing—WeCanEndThisC <br />
  • 99. Is this stuff worth the effort? How we evaluate.<br /><ul><li> Online activity: Site traffic, blog posts, Twitter and Facebook activity
  • 100. Social media feeding mainstream media
  • 101. Continually updated archive of Tyson’s activity within the issue
  • 102. Reputation and relationships--</li></li></ul><li>Measuring—Blog posts/reposts <br />
  • 103. Measuring—Blog posts/reposts <br />
  • 104. Measuring—Blog posts/reposts <br />
  • 105. Measuring--Retweets <br />
  • 106. Results: Mainstream media<br />Events: 80 visual and engaging events<br />Coverage:<br />Quantitative: 40 million impressions, 260 stories including: Chicago Sun Times, Arizona Republic, New York Daily News, Richmond Times Dispatch, dozens of TV hits, online and special audience media<br />Qualitative: Is our brand front and center?<br />98% positive tone<br />85% mention Tyson in the top third of the story<br />41% mention Tyson’s ongoing commitment to hunger relief<br />Sales: Case volume increased 14.9% in test markets<br />
  • 107. Other good corporate examples<br />
  • 108. Other good corporate examples<br />
  • 109. Lessons learned<br />Many of the same principals of community-building we discovered as we integrated into our own communities and the hunger community worked well with integrating into online communities. <br />Listening Responding Engaging ContributingLeading<br />
  • 110. IMHO<br />It’s difficult for agencies to develop community for us. We need to be part of the process when it happens.<br />What they can do:<br />Help create strategy.<br />Help create content.<br />Walk alongside as participants in the conversation. Use their credibility to support.<br />If key agency people are not participating as thought leaders in the space, should they be advising you? They need street cred themselves. <br />Takes time to build credibility and community. Can’t buy your way in. <br />You can’t “control the message” (you never really could). But you can influence it. <br />You can control what you say.<br />Saying nothing speaks pretty loudly sometimes.<br />
  • 111. The tools will continue to evolve<br />Relationships and reputations transcend and survive technology changes.<br />There’s continuity in community.<br />
  • 112. Takeaways<br /><ul><li> Find the strategic fit
  • 113. Utilize all of your resources, especially in-kind
  • 114. Engage your stakeholders, especially your own employees—be a connector
  • 115. Adopt a long-term vision--think beyond the campaign
  • 116. Realize it takes time to develop communities
  • 117. Find the communities already engaged
  • 118. Listen to them—try to move beyond philanthropic expectations
  • 119. Become engaged with them
  • 120. Determine how you can make a contribution
  • 121. Find and engage influencers—reward them for their engagement
  • 122. Celebrate and archive your successes</li></ul>Connect with us<br />http://www.tysonhungerrelief.com<br />http://twitter.com/TysonFoods<br />http://www.facebook.com/TysonHungerRelief<br />http://youtube.com/TysonCommunity<br />ed.nicholson@tyson.com<br />
  • 123. Questions? Complaints?<br />Suggestions?<br />http://twitter.com/TysonFoods<br />http://twitter.com/ederdn<br />http://www.youtube.com/tysoncommunity<br />ed.nicholson@tyson.com<br />Extension 4591<br />Flat Building—Southwest Corner<br />
  • 124. Thank You<br />Support your local Food Bank<br />
  • 125. APPENDIX<br />

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