Engaging a new Challenge


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Guidelines for an integrated communication strategy for a non profit English organization

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Engaging a new Challenge

  1. 1. Engaging a new ChallengeGuidelines for an integrated communication strategy
  2. 2. An overview on “The Challenge” (The Challenge, 2012)
  3. 3. An overview on “The Challenge” ACTIVITIES • The Challenge: a 4 part summer programme (‘The personal challenge’, ‘The Team Challenge’ , ‘The Real Challenge Design’ and ‘The Real Challenge Action’) • The Challenge Society: a year-round programme launched in October 2011 (social action projects, core programme development and youth led community projects) • Big events: the ‘Big Sleep Out’, ‘The challenge Festival’ and ‘The challenge sports day’ NUMBERS • 2009: 158 participants • 2012: 10,000 participants • 2013 participants will be 14,000 • In 2011: 97% places filled, 96% retention through end of 3 weeks full-time programme and 85% graduated after full 2 months programme(The Challenge, 2012)
  4. 4. Organizational structure Total staff: Head-Office: London 3 offices: over 170 people Programmes : 55 London, Birmingham (full and part time) Marketing: 45 & Manchester Staffing: 10 A Senior Programme Team that includes Programmes team: 15 programmepeople from Manchester, 33 assistant Birmingham and 3 managers that oversee 3 APM each programme managers, people from London 1/borough (North, South and West
  5. 5. Stakeholders Young people Government Staff Parents TeachersSponsors & Donors Community partners
  6. 6. Stakeholders • 96% increased confidence Young people • 91% better understanding of people different to them • 86% more likely to get actively involved in their community • The Challenge have secured fundings for next 2 years Government • Based the NCS on The Challenge • Over 50 people in the head-office Staff • 1,200 seasonal staff around UK in 2012 • 97% say it is a good use of Government tax money Parents • 99% say good use of own money Teachers • 91% said students benefitted significantly • 100% had better or same perception of youngSponsors & Donors people (55% had a better perception) • 85% wants to volunteer again Score the partnership 8/10 in its ability toCommunity partners further their missions
  7. 7. The “market”Main competitors:• Petroc (College): operates in 2 regions• Reed in Partnership: operates in 2 regions• The NCS Network - led by Serco: operates in 6 regions and includes 4 charities:Vinspired, NYA, UK Youth and Catch 22 • Every provider is allocated to a different area due to the bids they put in • Everyone is separated and nobody is allowed in the same area• The Challenge is confident in strength of their programme compared to others,evident in the fact that 2 of their staff are consultants to all of NCS• The Challenge has 2 years in advance before NCS (Civil Society, 2012)
  8. 8. What works… … and what could work betterStrengths WeaknessesEngagement with young people, How much staff is valued. Lack ofpassion, commitment from staff communication betweenbehind the scenes. Constant departments. Systems in place notgrowth (14,000 participants explained. Very casual, lack ofexpected for 2013) strategies (especially about communication/marketing) SWOTOpportunities ThreatsMore recognition as a beneficial Funding. Competitors (Serco).organisation for teens boroughs and What is the contingency plan,staff. Increasing brand awareness what happens if funding does dry(WoM). Good contacts with officers in out? Conservatives are voted out?different boroughs. Getting deeper inboroughs and working withorganizations/partners and also withyoung people
  9. 9. Some theory Pills of theory In Non Profit organizations,Publics consist of all people affected by stakeholders generally have a greaterthe consequences of an organization’s importance than in commercialbehaviour—either positively or businesses (Knox & Gruar, 2007)negatively(Grunig, in Muzi Falconi, 2008) Knowing which stakeholders really matter is central to built an effective marketing strategyCorporate alliances bring pressure on NPs (Knox & Gruar, 2007)and will expect deeper involvement in theNP organization and their joint projectsthan traditional donors (Knox & Gruar, 2007)
  10. 10. Some theory Pills of theory In Non Profit organizations,Publics consist of all people affected by stakeholders generally have a greaterthe consequences of an organization’s importance than in commercialbehaviour—either positively or businesses (Knox & Gruar, 2007)negatively(Grunig, in Muzi Falconi, 2008) Stakeholders Knowing which stakeholders really matter are the key is central to built an effective marketing strategyCorporate alliances bring pressure on NPs (Knox & Gruar, 2007)and will expect deeper involvement in theNP organization and their joint projectsthan traditional donors (Knox & Gruar, 2007)
  11. 11. Some theory Pills of theory – The 3 Steps1 Know the relevant stakeholders Stakeholder theory Build long-term and profitable Choose and use the right means2 relations to involve them 3 (approach+media) for the right public Relational marketing Two-way communication
  12. 12. Some theory 1° Knowledge – Mitchell’s Stakeholders Theory • Identify the stakeholders by their role and nature. 3 criteria: Power, Legitimacy & Urgency • Classify the most relevant stakeholders by their saliency. 3 categories: Latent, Expectant (Dominant, Dangerous, Dependant) & Definitive “The Challenge” DEFINITIVE  Teens & Government DEPENDENT  Staff, Parents & Teachers DISCRETIONARY  Sponsors donors & Community partners(Mitchell, 1997, in Muzi Falconi, 2008)
  13. 13. Some theory 2° Involvement – Relational Marketing • Involves creating, maintaining and enhancing strong relationships with stakeholders • Aims to deliver long-term value to stakeholders and costumers • Focuses on collaboration and interaction 3° The Right Means – Two-way communication Asymmetrical • Mostly persuasive • Focuses on achieving short-term attitude change • Used by an organization interested in having its publics come around to its way of thinking rather than changing the organization, its policies, or its views Symmetrical • Open two-way communication and mutual give-and-take • Organizations are willing to make significant adjustments in how they operate in order to accommodate their publics • Used more by non-profit organizations than by profit-driven companies(Kotler, 1999, in Muzi Falconi, 2008; Childers, 1989)
  14. 14. The Strategy MeansObjectives • Increase brand awareness • Define a budget. Plan in • Improve fundraising: advance private donors up £300K • Improve adv and PR (paid by end 2013 & earned media) • Participants up to 20,000 • Better usage of existing by end 2014 owned media • Win the competition (8 • Research on a regular basis regions in 3 years time) • Annual report • Enrolment of staff – • Communication with the planning in advance partners/sponsors • Improve internal communication
  15. 15. The Strategy Timeframe • FBWeekly • Twitter • Blog • Press ReleasesMonthly • Newsletters • E-Shots • Advertising for EnrolmentSemester • Workshops for Teens (Trial session) • Sponsor Easter, Halloween, sports day • Corporate Advertisement • Radio Discussions with CelebritiesAnnual • Dinner hosting at Schools • Conferences
  16. 16. The Strategy Internal communication• Develop a strong strategic narrative• Provide line of sight between people’s jobs and theorganisational vision• Get managers to communicate clearly and listen to people• Encourage employees to voice their opinions• Give people easy access to the information they need to dotheir job
  17. 17. The Strategy Internal Communication Level Directions Participants Contents The Challenge issues, goals, Top One way All employees objectives, new management communication developments, activities & achievements Project group Two way Employee- Project information, project issues, project colleagues communication employee development Two way Employee- Team communication employee Team task discussions colleagues Employees’ roles Line Two way Line Personal impact, e.g. managers/ communication managers- appraisal discussions, supervisors employees team briefings Stakeholders: Staff(Grunig, 1992)
  18. 18. The Strategy Public Relations Stakeholders Activity Content Frequency Dependent: Parents Updates for coming activities & Teachers Newsletters Monthly Events for recruitment Discretionary: Local Partners Discretionary: Press Releases/Press office About TCN Monthly Prospects Donors Networking Annual reports Dependent: Morning show with Celebrity Public Endorsement Like Tinnie Tempah Definitive: Radio Discussion to raise PR What’s coming up next for our young Twice Yearly Teens Social Networks generation Discretionary:Prospects Donors/ Partners Dependent: Staff Activities for interaction Building Skills Throughout Definitive: Workshops for training Getting involved programmes Teens
  19. 19. The Strategy Events Stakeholders Venues Functions Activities Giveaways • Sports days Teachers Parents & Teachers Branded gadgets: Parents meeting (Dinner Host) • Summer fete Key rings / pens/ Trainers & Coaches Local schools • Easter & Christmas break bracelets/ USB Interaction leading to sticks Teens Enrolment • Halloween Ball Brochures, Potential Business Local Chamber of Networking & • Seminars Leaflets, Annual partners Commerce Fundraising reports • ConferenceGovernment officers/ Government Through workshops Brochures, Annual (Delivers Brand exposureCouncil departments Authorities and lobbying Reports to Educational authorities) Key rings /Pens/ Teens Public places • Parks/ Sports clubs Enrolment Bracelets/ USB Parents Sticks
  20. 20. The Strategy Marketing and Adv Teens Guerrilla Parents STAKEHOLDERS ATLStaff General Public January-June TIME All year long July-September INTEGRATED MRKT Newspapers&Magazines Buzz & WoM Facebook Ads SYMMETRICAL & Low budgetRadio Enrol ASYMMETRICAL WebzinesInform OBJECTIVES Creative Awareness Involve
  21. 21. The Strategy Marketing and Adv Guerrilla ATL Conventional Newspapers&Magazines Buzz & WoM Facebook Ads Low budgetRadio Webzines Creative
  22. 22. The Strategy Web & Social Media Aim & Approach Improving the website• Improve owned media to gain visibility on earned • Highlight important informationmedia • Making it more interactive and• Inform & involve (symmetric communication) interesting • News regularly updated Social Media Blog • Post once/3 weeks • Encouraging students to have their say for us Facebook page says it all Updating the recent activities and photos of students once/1week Twitter • Tweets twice/1week • Following the related people like Partners and other Business people Stakeholder: General public
  23. 23. Suggestions
  24. 24. THANK YOU!
  25. 25. NoteThis presentation was designed to present a group project developed between October andNovember 2012 by Sara Belardi, Kowstubbha Chunduru, Anthony Majekodunmi and PreeshyMunisami.The project was developed for the “Corporate Advertising and Media relation” module taught byGloria Walker at the University of West London (MS Corporate Communication – Academic year2012/2013).Clearly the presented strategy simply represents a trial and a "scholastic" exercise.The parts of the project and the group members’ roles have been organized as follows:CONTENTS • Sara Belardi: Theoretical background, Marketing and ADV strategy • Kowstubbha Chunduru: Objectives and Means, Web & Social media • Anthony Majekodunmi: Introduction, Stakeholders’ analysis, Swot analysis • Preeshy Munisami: Internal communication, Public Relations and EventsEDITING and DESIGN • Sara BelardiGROUP COORDINATION • Sara Belardi