This document outlines an integrated marketing and communications model with centralized and localized elements. Key points: - The model effectively allocates roles between centralized and localized functions, with research, insights, strategies, and creative work done centrally while allowing flexibility for local adaptation. - It establishes business hubs in existing markets to provide coverage across regions in a scalable way through dedicated teams. - The activation team will support PR, creative, digital and media workstreams by providing insights, feedback, and implementing client activation requirements. - Training and management processes are described to ensure promoters are properly qualified and campaigns are effectively implemented and reported on.

1. Email: athy@motseleng.co.za

4. Keep it Simple - We implement with ease, efficiency and experience.
The currency of great marketing and communication is the insight.
Insights + Consumer relevance = Engagement

5. GLOBAL + LOCAL = GLOCAL

6. Use of Established Business Hubs
(ready to go)
Existing Infrastructure
Building World Class Network, Skills &
Client Support
Central Coordination & Cluster
Implementation

7. LOCALISED
Trade Marketing - Retail
/Wholesale / Informal
implementation
PR Implementation
Activation Implementation
Strategy - activation
and PR (with local
inputs)
Thematic Campaigns
Finance & Control
Retail Templates
Trade Marketing -
Strategies
CENTRALISED
This Model Allocates Roles Effectively
Research / insights generated from the markets and collated at center
Guidelines / Strategic / Positioning / Pan African Creative work done / Produced at center
Flexibility for local market to adapt and initialize concept work within stipulated guidelines

8. Digital
PR
Activations
Trade Marketing
Existing Coverage in all client Geographies –
scalable to all of Africa
Managed via dedicated full service teams in
Hubs
Team & billing structure to provide costs,
speed of turnaround and ease of interaction
with Clients & internal work streams
The activation team will support the 3 main
work streams, PR, Creative digital and
Media.
By providing the insights and feedback
required AS WELL AS implementing &
delivering on all Clients activation
requirements

9. Differentiated
strategic roles for
central, different tiers
and markets
Content & Resource
Management - traffic
control
Dedicated back office so
all functional teams
operate as ONE
Structured to
MIRROR Clients
Central Organisation
Manage conflict
between central plans
.v. in market delivery
PRINCIPLES OF CENTRAL MANAGEMENT PROCESS

10. CENTRAL
CONTENT
MANAGEMENT
Through induction of brand
guidelines
STRINGENT BRAND GUIDELINES
Layout adaptation & release of
artworks as per brand guidelines
CENTRALIZED CREATIVE
DEVELOPMENT
Local learnings of consumer, market,
competition, action & results
CAPTURING & TRANSFER
OF LOCAL LEARNINGS

11. SOUTH AFRICA
Gauteng
Kwa-Zulu Natal
Eastern Cape
Western Cape
Northern Cape
Free State
Limpopo
Mpumalanga
North West

12. REACH INTO AFRICA
WEST
Nigeria
Ghana
Senegal
Sierre Leone
Angola
Namibia
EAST
Kenya
Uganda
Tanzania
Zambia
Malawi
Mozambique
Mauritius
SOUTH
South Africa
Botswana
Zimbabwe

13. WE CREATE MEDIA THAT Clients ‘OWNS’ AND ‘EARNS’.
THE CONTENT IS INTERGRATED THROUGH A SEAMLESS FASHION DRIVEN BY THE BIG IDEA
WE USE STRATEGIES, APPROACHES AND TOOLS TO OPTIMISE MEDIA PERFORMANCE
ANALOGUE DIGITAL
MASS MEYOUR CUSTOMER

14. Media Vision for Clients Africa
Interruption Engagement
Media Vision

16. Delivering timely and actionable insights in
every market
Engage and motivate employees
Compelling, consistent, and high quality
materials for use around the network
Build a coalition of support and understanding
amongst stakeholders, including governments
Strategic and proactive media relations
Market Intelligence
Content Engine
Internal Communications
Stakeholder Engagement
Media Relations
Understand reputational risks, prepare for
them and minimize impact
Issues Management
EventsUsing events and experiential activity to support brand
growth
CRS
Make CSR initiatives count and be credible, and have
immediate and measurable impact
CENTRALACCOUNT
MANAGEMENT

17. A deeper, more meaningful understanding of your customers is an obvious competitive advantage
Mo-Tseleng will turn insights into transformative business strategies, ideas, actions and results

18. Phase 1
Phase 2
Phase 3
Phase 4
Phase 5
PHASE 1
PHASE 2
PHASE 5
PHASE 4
PHASE 3

19. Identify starts with essential information
Your Value - why your customers need you
Your Audience – your ideal customer
Your Brand – your uniqueness & culture
Identify
Strategy
Creative
Execute
Report, Measure
& Review

20. Clever strategy is the brains behind our ideas
and at the heart of every successful campaign
we run
We develop the right message, target the
right audience in the right way
Consumer relevance is at the core of strategic
thinking and is evident in the development of;
Brand positioning, target market evaluation
and select target market segments
The Big Idea
Communications strategy – Media,
Activations and PR
Trade Marekting Strategy
Identify
Strategy
Creative
Execute
Report, Measure
& Review

21. Our creativity is at the centre of everything
we do.
We get the right balance of "art & strategy"
needed to create standout ads and marketing
campaigns
It comes from our passion for delivering
inspirational ideas, eye-catching design and
innovative execution across all media
Identify
Strategy
Creative
Execute
Report, Measure
& Review

22. Work your strategy across your chosen
media channels
Planning – Deploy resources to achieve plan
• Implementation strategy
• Implementation timelines
• Implementation schedules
Identify
Strategy
Creative
Execute
Report, Measure
& Review

23. Track, report and adjust along the way.
Recap – What did my campaign deliver?
Overall campaign stats & analysis
of audience;
Reveal – Who did we reach?
Insights about our audience
React – Is my campaign generating brand
lift?
Sales conversions
Revolve - How did my campaign perform and
who did we reach?
Evaluation
Identify
Strategy
Creative
Execute
Report, Measure
& Review
ONGOING DATA ANALYSIS TO IMPROVE PERFORMANCE

24. Email: athy@motseleng.co.za

25. Client briefs
senior management
Final report
Post analysis and way forward
Weekly status
Senior management
briefs team
Revert with plans
Weekly status on progress

26. CAMPAIGNMANAGEMENT
ACTIVATION VERIFICATION PROCESS
• We implement three different types of verification processes
enabling us to report back to you, accurately and timeously
• Web based reports in real time
• Supervisor audits and photographs
• Promoter written report back
• Overall campaign performance and feedback

27. • We take full responsibility for the performance of your
brand ambassadors
• We take the necessary action against brand
ambassadors who are not performing
• We maintain a high level of communication with you
informing you of problems or opportunities
• All promotional items are securely stored and stock
inventory maintained
CAMPAIGNMANAGEMENT

28. • We develop detailed promotional schedules for each activation
• We liaise with the various authorities to ensure permission is
obtained for brand ambassadors to promote at appointed venues
• A work roster detailing dates and times is given to regional
coordinators
CAMPAIGNMANAGEMENT

29. PROMOTER CRITERIA
• The promoters need to have a clear understanding of the code of conduct
• The promoters need to be skilled in the use of brand educational tools
• The promoters should be able to talk and explain well in front of other
people, but also have the capacity to listen when others speak
• The promoters have a personality that creates trust
• The promoters are from the same cultural background as the local
population and speak their language
• All ambassadors are required to enter into an employment contract
to ensure that they are legally bound and committed to the promotion

30. • Attractive
• Promotions driven
• Articulate
• Educated (must possess at minimum
secondary qualification or studying
towards a tertiary qualification)
• Attractive
• Strong sales background
• Ability to push sales
• Comfortable with initiatives that
require a lot of customer education
• Attractive
• Selling skills are strong but not as
strong as Category B
• Articulate
• More suited to simple promotions that
are not as complex as Category B
• Use where footfall is low and product
is easy to explain
• This category requires candidates to
act more as a guide
PROMOTERCATEGORY

31. PROMOTER TRAINING TOOLS
Client supplies all
product information
Compiled once product
information and activation
mechanics are approved
A comprehensive breakdown of
all elements required to make
the campaign a success
All promoters are given a questionnaire and have to score 90% in order to qualify to promote

32. List expectations, and get a sense of the
level of knowledge present among
promoters.
Strong closing session will review aims and
expectations, summarize what was learnt,
commit to action and close with
appreciation and congratulations.
Trainer energises promoters.
‘Rules’ of the training workshop, (e.g.
mutual respect, one speaker at a time, no
mobile phones, etc.).
Familiarise promoters with each other and
with the brand they’ll be representing.
Ensure all participants understand the aims
and objectives of the training.
For every training block (1.5 hours) then
summarize key points.
Appearance, confidence, handling difficult
queries and what to do when something goes
wrong in-store are addressed.
‘Learning by doing’ is the approach that is
taken during training.
Role-play a bad promoter versus a good
promoter for contrast and clarity.
PROMOTERTRAINING

33. PROMOTER TRAINING PROCESS
Head of Operations Regional coordinators Supervisors Promoters

34. Email: athy@motseleng.co.za