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IDdagen 2013 - W3 - Campagnes & acties die het verschil maken
 

IDdagen 2013 - W3 - Campagnes & acties die het verschil maken

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IDdagen 2013 - W3 - Campagnes & acties die het verschil maken

IDdagen 2013 - W3 - Campagnes & acties die het verschil maken

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    IDdagen 2013 - W3 - Campagnes & acties die het verschil maken IDdagen 2013 - W3 - Campagnes & acties die het verschil maken Presentation Transcript

    • Change through confrontation Greenpeace, campagne-organisatie pur sang Joeri Thijs 28/11/2013
    • 1 Greenpeace = campagne-organisatie 2 Enkele basisprincipes 3 Case: Beïnvloeding van bedrijven – Nestle, Mattel
    • Kernwaarden Onafhankelijkheid Geweldloosheid Confrontatie Oplossingen
    • RESEARCH - ONDERZOEK L O B B Y BURGER/ CONSUMENT BELEID A C T I E BEDRIJVEN
    • 1 Greenpeace = campagne-organisatie 2 Enkele basisprincipes 3 Case: Beïnvloeding van bedrijven – Nestle, Mattel
    • Power analyse Critical pathway Motivational strategy
    • An example : Suzie's campaign Imagine Suzie, 8 years old, on a very very hot Sunday afternoon. Mum and Dad are sitting in the living room, reading, and Suzie's in the garden. It's so hot, Suzie decides to do something : • What is Suzie's objective ? • Who can give her what she wants ? • Who can she influence ? • What are Suzie tactics ? • What is the motivational message ?
    • Suzie’s campaign
    • The Problem
    • WHAT DO I WANT?
    • Who can make the change? SUZIE’S POWER ANALYSIS
    • Analysis • Who can give me what I want?
    • Analysis • Who can I influence?
    • Analysis • Who can I influence?
    • What will make him change? Strategy (Critical pathway)
    • SUZIE’S MOTIVATIONAL (communicating) STRATEGY You are a bad papa to neglect your daughter
    • What do I do to motivate him? Tactics (Motivational strategy)
    • Win
    • Power Analysis : the 3P's Players – Power – Processes 1 Players • Who might be involved ? • What is their power regarding the issue ?
    • - Influence • Key actors map Position +
    • Power Analysis : the 3P's Players – Power – Processes 2 Power • Who holds power (over whom and what) ? • Where does power flow to/from ? • Why would this change ?
    • Power Analysis : the 3P's Players – Power – Processes 3 Processes • Identify decision points • Look at trends, external events and anticipate these, make the best use of them when they happen
    • Critical pathway • Who can be our allies? • Who will be against the change? • Who will ‘normally’ be neutral? • Who influences these players? • Who can Greenpeace influence?
    • Critical pathway • Describes a series of ‘influence steps’ that will achieve your goal • Identifies which players need to be moved, kept where they are or ignored • Spells out who will influence other players to move, how they will do this and what the outcome will be • Start at the end and work backwards
    • Critical pathway Sometimes you need to... • remove or weaken the influence of a player (eg by discrediting them 'name&shame') • make sure neutral players stay neutral (and don't start working against you) • segment players or exploit internal divisions • introduce new players in order to shift the balance of power (eg leverage points)
    • Communications • • • • Campaigns are needed because there is an urgent problem which has to be made public in order to be resolved. Non-urgent problems may require education or information but they are unlikely to justify campaigns. Campaigns are communication exercises. Effective motivation needs simplicity in message and purpose. Communicate only one thing at a time. Use a simple unambiguous 'call to action' which requires no explanation.
    • KISS You all remember SWOT and SMART initials, but do you know what KISS stands for ? Keep It Simple, Stupid ! Start where your audience is, know you audience, tailor you message, KISS
    • Strategy without tactics is the slowest road to victory. Tactics without strategy is the noise before defeat. Sun Tsu
    • 1 Greenpeace = campagne-organisatie 2 Enkele basisprincipes 3 Case: Beïnvloeding van bedrijven – Nestle, Mattel
    • Problem Deforestation & peatland conversion in Indonesian rainforests for pulp & paper Target: APP: Asia Pulp & Paper Group
    • Objectives Contract cancellations by clients of APP APP engages in negotiations with Greenpeace on peat clearance and moratorium on forest conversion as a result of contract cancellations
    • Main strategies Investigate Global, step-by-step public pressure on APPclients with visible brands, like Mattel (Barbie)
    • Results Contract cancellations by Mattel, Lego & Hasbro & Disney + zero deforestation policies. In an agreement with Greenpeace, APP announced a new Forest Conservation Policy that “puts an immediate end to all natural forest clearing in Indonesia”. Greenpeace: “We commend APP for making this commitment to end deforestation, but it’s what happens in the forest that counts and we will be monitoring progress closely”.
    • Approach to companies 1. Commit – brand commitment, statement in corporate policy 1. Practice – supplier practice, act on supply chain 1. Advocate wider change – lobby for legislation or business agreements (level playing field)
    • Basic rules • Investigation • No one-shots • No permanent friends, nor enemies • Creative & sustained confrontation • Solution-oriented • Clear demands