The document discusses the internal campaign for The Alma Agency. It was created by five students to promote the client FEMAMA, a breast cancer organization in Brazil. The Alma Agency chose its name to represent qualities like kindness and understanding. Their logo depicts eyes to represent qualities like truth and strength. The agency aims to understand how audiences think and feel in order to create effective strategies. It provides background on breast cancer rates and social media usage in Brazil. Research involved a questionnaire of NGOs working with FEMAMA and an interview with a Brazilian student. Insights found a need to recognize participation and implement calls to action on social media using relatable messages.
Using Public Relations to Improve Strategic Practice - MidtermMatt Gilhooly
We were asked to deliver a keynote to a meeting of chief executives. The speech centers on five main take-aways for effective public relations management that I learned from the course readings in the first half of the course.
The document provides information about a half-day public relations workshop for non-profits sponsored by the West Michigan Chapter of the PRSA. The workshop will take place on September 17, 2009 from 8:00 am to noon at Grand Valley State University and will feature three one-hour sessions on topics such as guerrilla marketing, developing strategic plans, and social media. It also provides brief biographies of some of the workshop presenters who are professionals in fields like public relations, marketing, and communications.
The Corporate Social Media Summit New York 2010Nick Johnson
A complete brochure for the first Corporate Social Media Summit, held in New York in June 2010.
The brochure highlights the 30+ corporate speakers contributing (including Whole Foods, Nokia, McDonald's, Johnson & Johnson and more), and the core topics discussed over the two days (including implementing an internal strategy on social media use, controlling reputation online, and establishing social media value).
For more on the Corporate Social Media Summit series, go to http://events.usefulsocialmedia.com/conferences/
A Strategic Communications Campaign_BFKS_MorrisseyOlivia Morrissey
This document provides an overview and introduction for a strategic communications campaign created by Olivia Morrissey for Big Brothers Big Sisters of Greater Columbia. The campaign aimed to increase fundraising, awareness and participation for the organization's annual Bowl For Kids' Sake event in order to help stabilize its funding. Morrissey conducted research among Bigs and staff to understand motivations and barriers for event involvement. She then developed goals, strategies and tactics to encourage participation through targeted messaging using various communication channels. Evaluation after implementation would assess if the campaign met its objectives of gaining more match and staff involvement in BFKS 2015.
National Center for Missing & Exploited Children Marketing StrategyMikenna Kossow
The National Center for Missing and Exploited Children (NCMEC) needs to improve its marketing strategy to better target donors and volunteers. Currently, NCMEC's marketing focuses more on supplemental programs rather than its core mission of finding missing children and helping exploited children. The summary proposes that NCMEC create public service announcements, advertise volunteer opportunities more clearly, and appeal to donors' emotions with slogans to increase donations and societal involvement. Using frameworks like BCOS (Benefits, Costs, Others, Self-Assurance), NCMEC can overcome people's selective attention and motivate more support through positive messages about the impact of volunteering and donating.
Employee Engagement and Reputation Management: MemoMatt Gilhooly
We were asked to prepare an employee memo to address a potential internal/employee issue threatening the reputation of Whole Foods. In the memo, I discuss two ways to measure employee attitudes and six internal strategies that I planned to use to align employee values with the company mission.
Using Public Relations to Improve Strategic Practice - MidtermMatt Gilhooly
We were asked to deliver a keynote to a meeting of chief executives. The speech centers on five main take-aways for effective public relations management that I learned from the course readings in the first half of the course.
The document provides information about a half-day public relations workshop for non-profits sponsored by the West Michigan Chapter of the PRSA. The workshop will take place on September 17, 2009 from 8:00 am to noon at Grand Valley State University and will feature three one-hour sessions on topics such as guerrilla marketing, developing strategic plans, and social media. It also provides brief biographies of some of the workshop presenters who are professionals in fields like public relations, marketing, and communications.
The Corporate Social Media Summit New York 2010Nick Johnson
A complete brochure for the first Corporate Social Media Summit, held in New York in June 2010.
The brochure highlights the 30+ corporate speakers contributing (including Whole Foods, Nokia, McDonald's, Johnson & Johnson and more), and the core topics discussed over the two days (including implementing an internal strategy on social media use, controlling reputation online, and establishing social media value).
For more on the Corporate Social Media Summit series, go to http://events.usefulsocialmedia.com/conferences/
A Strategic Communications Campaign_BFKS_MorrisseyOlivia Morrissey
This document provides an overview and introduction for a strategic communications campaign created by Olivia Morrissey for Big Brothers Big Sisters of Greater Columbia. The campaign aimed to increase fundraising, awareness and participation for the organization's annual Bowl For Kids' Sake event in order to help stabilize its funding. Morrissey conducted research among Bigs and staff to understand motivations and barriers for event involvement. She then developed goals, strategies and tactics to encourage participation through targeted messaging using various communication channels. Evaluation after implementation would assess if the campaign met its objectives of gaining more match and staff involvement in BFKS 2015.
National Center for Missing & Exploited Children Marketing StrategyMikenna Kossow
The National Center for Missing and Exploited Children (NCMEC) needs to improve its marketing strategy to better target donors and volunteers. Currently, NCMEC's marketing focuses more on supplemental programs rather than its core mission of finding missing children and helping exploited children. The summary proposes that NCMEC create public service announcements, advertise volunteer opportunities more clearly, and appeal to donors' emotions with slogans to increase donations and societal involvement. Using frameworks like BCOS (Benefits, Costs, Others, Self-Assurance), NCMEC can overcome people's selective attention and motivate more support through positive messages about the impact of volunteering and donating.
Employee Engagement and Reputation Management: MemoMatt Gilhooly
We were asked to prepare an employee memo to address a potential internal/employee issue threatening the reputation of Whole Foods. In the memo, I discuss two ways to measure employee attitudes and six internal strategies that I planned to use to align employee values with the company mission.
Deck presented to college access and education professionals at the Washington College Access Network conference 3-28-12. Content includes how-to's on branding, brand identity, and social media.
Chapter 4 social media in public relationsLaura Cognat
The document provides an overview of social media in public relations. It discusses key concepts like the Edelman Cloverleaf model for classifying media, the history of PR, important PR theories including agenda-setting and cultivation theory, and how credibility is developed. It also covers topics like social capital and conflict/collaboration, social media tactics, corporate social responsibility, and examples of successful and failed PR campaigns using social media. Discussion questions at the end explore how PR is changing with social media, integrating different media types, and important CSR issues related to social media that may change in the future.
Chapter 4 social media in public relationsSasaTodorovic8
The document provides an overview of social media in public relations. It discusses key concepts like the Edelman Cloverleaf model for classifying media, the history of PR, important PR theories including agenda-setting and cultivation theory, and how credibility is developed. It also covers topics like social capital and conflict/collaboration, best practices for social media tactics and PR newsrooms, examples of successful and failed PR campaigns, and the role of corporate social responsibility and how it may change in the future. Discussion questions address how PR is changing with social media, integrating different media types, and important CSR issues related to social media.
This document is a collection of articles from various social media experts on creating great social experiences for brands. It includes interviews with practitioners from Whole Foods, U.S. Cellular, and Caterpillar discussing their social media strategies. Other articles provide advice on developing customer loyalty through social interactions, creating engaging content, and measuring the impact of social programs. The document aims to address common questions brands face in expanding their social media presence and building relationships with customers.
"Investigación internacional promovida por Corporate Excellence - Centre for Reputation Leadership en colaboración con Cees BM van Riel, profesor de Comunicación Corporativa de la Rotterdam School of Management - Erasmus University, para conocer los factores de éxito de los Chief Communications Officer (CCO). La investigación fue realizada entre junio de 2011 y diciembre de 2012 mediante cuestionarios y entrevistas en profundidad a 117 Directores de Comunicación de grandes empresas de Estados Unidos, Reino Unido, Alemania, Francia, España, Italia, Países Bajos, Brasil, México y Chile.
¿Qué determina el éxito del Chief Communications Officer (CCO)? ¿Hasta qué punto las habilidades personales juegan un papel en ese éxito? ¿Cuáles son esas habilidades necesarias? ¿En qué medida el negocio en el que opera la organización es importante? ¿Es un perfil más operativo, táctico, estratégico o una combinación de todos ellos? La investigación señala tres aspectos fundamentales: el CCO debe jugar un papel relevante tanto en su desempeño interno, como directivo de la empresa, así como tener impacto externo a través de su gestión de la comunicación. Y además, debe desarrollar habilidades personales que le permitan ocupar funciones cada vez más estratégicas."
An international research study sponsored by Corporate Excellence – Centre for Reputation Leadership in collaboration with Cees BM van Riel, Corporate Communication Professor at Rotterdam School of Management - Erasmus University. The study addresses the success drivers of Chief Communications Officer (CCO). It was carried out from June 2011 to December 2012, and it used questionnaires and in-depth interviews with 117 Communications Director from large corporations in the U.S., UK, Germany, France, Spain, Italy, the Netherlands, Brazil, Mexico and Chile.
What determines the success of Chief Communications Officer (CCO)? To what extent do personal skills play a role in that success? What are those skills? To what extent does the business in which the organization operates play a role? Is it more operational, tactical, strategic or a combination? The research points out three main aspects: the CCO must play an important role both internal and externally, the CCO should implement an impacting communication, and he or she should have the personal skills enable them to carry out strategic tasks.
The communication function is evolving, with responsibilities increasing but budgets and headcounts expected to remain the same. Communication leaders reported mixed satisfaction with their function's structure. While responsibilities are growing in areas like media relations and social media, over 40% said their function lacked sufficient resources. Moving forward, communication leaders want more resources and better collaboration, with nearly half seeking increased budgets and headcounts. Their relationships with other functions also impact effectiveness.
The Language of Diversity: A Report on How Communication Leaders are Defining...Sarah Jackson
The survey found inconsistencies in how PR professionals define and discuss diversity, equity, and inclusion (DEI). While most agreed language influences workplace culture, over half were uncomfortable with their organization's DEI language and definitions. Common terms like "diversity" and "inclusion" were confused. Few organizations formally define and publicly share DEI definitions. The report provides standardized definitions and suggests organizations clearly define and regularly update DEI language to improve discussions and initiatives.
This document provides an overview of the author's career leading marketing communications. Some key accomplishments include:
- Developing content management software at Health Net that saved millions through an efficient communications system.
- Architecting complex communications infrastructures that convey messages to all audiences efficiently.
- Building and leading marketing departments for numerous organizations, expanding small teams into large divisions.
- Developing highly effective public relations campaigns that shifted perceptions and garnered millions in free publicity.
IPR Sapphire Anthology | Collection of 65-word Reflections and Predictions ab...Sarah Jackson
This document provides a collection of 65-word reflections and predictions from the IPR Board of Trustees about the future of IPR and public relations as IPR celebrates its 65th anniversary. The responses touch on topics like the importance of research, challenges around misinformation, evaluating the value of PR, and how COVID-19 will change the PR profession by requiring more agility, emphasis on purpose and societal issues, and adapting to remote work. IPR's history is praised for continually reinventing itself and providing relevant data-driven insights.
Gummy Industries - We make your brand a social brandGummy Industries
This document outlines 15 steps to build a brand's social media presence. It discusses listening to customers, assessing the brand, benchmarking competitors, tracking key metrics, developing a branding and marketing strategy, establishing a content plan and community management process, defining a tone of voice, engaging influencers through digital PR, choosing advertising platforms, and being prepared to pivot the strategy based on changing conditions. The overall approach presented is to listen first, then develop a plan to thoughtfully engage and converse with customers and communities online.
1. The author discusses the value of a consumer tweeting about a brand after participating in an experiential marketing campaign.
2. While experiential marketing can successfully boost brand awareness and sentiment, it is difficult to directly tie those outcomes to sales without additional brand support.
3. The author argues that the true value of a tweet comes from supporting it with a consistent brand message across all consumer touchpoints, not from the tweet alone. A great experiential event without follow through does not benefit the business or consumer experience in the long run.
Social media provides new opportunities for marketing research through tools that allow analysis of online conversations. While there were few social media monitoring tools three years ago, there are now over 1,000 applications available. No single tool fits all needs, so marketers should evaluate options. Social media research can provide real-time and cost-effective primary and secondary research through strategy, development, and evaluation phases to identify influencers, enhance products and measure campaign success through metrics like reach and sentiment. A case study highlights how Universal Orlando used social media to reach over 350 million people about a new attraction by targeting seven influential bloggers.
THis is the presentation on social media and its role in driving loyalty that I gave while at The Planning Agency, at the SM conference organised by Pacific Conferences in Singapore and Hong Kong.
NTC 2013 - Using Text Messaging to Achieve Your Missionjwilson_strength
Presented April 13, 2013 at the Nonprofit Technology Conference in Minneapolis, MN. Jason Wilson from Share Our Strength; Sheryl Ray from World Vision; James Servino from HRC; and Sam McKelvie from Mobile Commons
Fundraising Success: Integrating the Internet with Direct Mail to Bring in Mo...Ignitus
To raise money in the 21st Century, you have to get creative. But that doesn't mean leaving direct mail behind. They key is to focus on integrating direct mail fundraising campaigns with internet media.
In this presentation, you'll learn how an environmental nonprofit integrated direct mail with online media to:
* increase its average gift by nearly $50
* triple the number of donations from the previous year
* raise $450,000 in 6 weeks
There are many applications of social media outreach, and this session will look at its application to non-profit objectives such as public relations, constituency building, citizen engagement, health behavioral change campaign, or fundraising.
The workshop will comprise presentations with case studies, one paper-based exercise, and open question time. We wish to run a needs assessment before the workshop to ensure the workshop meets participants' expectations.
The workshop will provide participants with a brief overview of communication models, social media trends, and a bigger picture view on how social media has changed the rules of online engagement. It will help participants better appreciate social media, assess its pros and cons, and evaluate if their organization should use or expand the scope of their social media activities.
Topics will include background information on social media; how traditional (one-way) communication paradigms no longer work in interactive media; and how two-way communication models operate online.
A key focus will be to help organization evaluate the pros and cons of social media, and then assess if social media offers any benefits to their organization. Participants will be asked to assess how social media can advance their organization's mandate, whether it is a viable channel for their constituents, its pros and cons for their situation, and then to review other relevant assessment criteria. Midway through the workshop, participants will be invited to complete a paper-based form to help them assess if social media offers enough benefits for their organization to adopt or expand the scope of their social media outreach.
The remainder of the presentation will focus on practical guidance for organizations that wish to implement or expand the scope of their social media outreach. Topics covered will include reassessing organizational goals; researching constituents; starting an incremental approach to social media outreach; defining the scope of your social media activities; mainstreaming into institutions; daily operations; responding protocols; institutional policies; tools of the trade; and methods for prioritizing resource allocations.
The document discusses strategic concepts for non-profit marketing and advertising campaigns. It emphasizes understanding the target group through research into their psychographics, behaviors, and decision making processes. Effective non-profit campaigns require an individualized message for each target group and using all available information to change attitudes and behaviors for social benefit. The document also discusses various strategic tools and methodologies to employ, including neuromarketing research to test creative concepts and measure campaign effectiveness.
Successfully navigating a communication campaign in the not-for-profit sector...Connecting Up
This document outlines details of two successful communication campaigns for not-for-profit organizations: the 11th Hour Campaign for Ovarian Cancer Australia and the Touch of Teal Campaign also for Ovarian Cancer Australia. It discusses the objectives, challenges, rollout, and outcomes of the campaigns which achieved significant increases in media coverage, donations, website traffic, and community awareness through strategic use of public relations, advertising, marketing, and partnerships. Key elements that contributed to the campaigns' success included clear goals and messaging, stakeholder engagement, and measurable outcomes.
This document discusses 5 social networking tools - calendars, photos, blogging, videos, and maps - that can be used to promote campaigns and fundraising events online. For each tool, examples are given of non-profits that have used the tool effectively, such as Greenpeace using calendars on Upcoming.org to promote an event, and the NSPCC using maps on Google Maps to promote their "Be The Full Stop" campaign. The document encourages implementing one of these promotion methods for an organization within the next 6 months.
Deck presented to college access and education professionals at the Washington College Access Network conference 3-28-12. Content includes how-to's on branding, brand identity, and social media.
Chapter 4 social media in public relationsLaura Cognat
The document provides an overview of social media in public relations. It discusses key concepts like the Edelman Cloverleaf model for classifying media, the history of PR, important PR theories including agenda-setting and cultivation theory, and how credibility is developed. It also covers topics like social capital and conflict/collaboration, social media tactics, corporate social responsibility, and examples of successful and failed PR campaigns using social media. Discussion questions at the end explore how PR is changing with social media, integrating different media types, and important CSR issues related to social media that may change in the future.
Chapter 4 social media in public relationsSasaTodorovic8
The document provides an overview of social media in public relations. It discusses key concepts like the Edelman Cloverleaf model for classifying media, the history of PR, important PR theories including agenda-setting and cultivation theory, and how credibility is developed. It also covers topics like social capital and conflict/collaboration, best practices for social media tactics and PR newsrooms, examples of successful and failed PR campaigns, and the role of corporate social responsibility and how it may change in the future. Discussion questions address how PR is changing with social media, integrating different media types, and important CSR issues related to social media.
This document is a collection of articles from various social media experts on creating great social experiences for brands. It includes interviews with practitioners from Whole Foods, U.S. Cellular, and Caterpillar discussing their social media strategies. Other articles provide advice on developing customer loyalty through social interactions, creating engaging content, and measuring the impact of social programs. The document aims to address common questions brands face in expanding their social media presence and building relationships with customers.
"Investigación internacional promovida por Corporate Excellence - Centre for Reputation Leadership en colaboración con Cees BM van Riel, profesor de Comunicación Corporativa de la Rotterdam School of Management - Erasmus University, para conocer los factores de éxito de los Chief Communications Officer (CCO). La investigación fue realizada entre junio de 2011 y diciembre de 2012 mediante cuestionarios y entrevistas en profundidad a 117 Directores de Comunicación de grandes empresas de Estados Unidos, Reino Unido, Alemania, Francia, España, Italia, Países Bajos, Brasil, México y Chile.
¿Qué determina el éxito del Chief Communications Officer (CCO)? ¿Hasta qué punto las habilidades personales juegan un papel en ese éxito? ¿Cuáles son esas habilidades necesarias? ¿En qué medida el negocio en el que opera la organización es importante? ¿Es un perfil más operativo, táctico, estratégico o una combinación de todos ellos? La investigación señala tres aspectos fundamentales: el CCO debe jugar un papel relevante tanto en su desempeño interno, como directivo de la empresa, así como tener impacto externo a través de su gestión de la comunicación. Y además, debe desarrollar habilidades personales que le permitan ocupar funciones cada vez más estratégicas."
An international research study sponsored by Corporate Excellence – Centre for Reputation Leadership in collaboration with Cees BM van Riel, Corporate Communication Professor at Rotterdam School of Management - Erasmus University. The study addresses the success drivers of Chief Communications Officer (CCO). It was carried out from June 2011 to December 2012, and it used questionnaires and in-depth interviews with 117 Communications Director from large corporations in the U.S., UK, Germany, France, Spain, Italy, the Netherlands, Brazil, Mexico and Chile.
What determines the success of Chief Communications Officer (CCO)? To what extent do personal skills play a role in that success? What are those skills? To what extent does the business in which the organization operates play a role? Is it more operational, tactical, strategic or a combination? The research points out three main aspects: the CCO must play an important role both internal and externally, the CCO should implement an impacting communication, and he or she should have the personal skills enable them to carry out strategic tasks.
The communication function is evolving, with responsibilities increasing but budgets and headcounts expected to remain the same. Communication leaders reported mixed satisfaction with their function's structure. While responsibilities are growing in areas like media relations and social media, over 40% said their function lacked sufficient resources. Moving forward, communication leaders want more resources and better collaboration, with nearly half seeking increased budgets and headcounts. Their relationships with other functions also impact effectiveness.
The Language of Diversity: A Report on How Communication Leaders are Defining...Sarah Jackson
The survey found inconsistencies in how PR professionals define and discuss diversity, equity, and inclusion (DEI). While most agreed language influences workplace culture, over half were uncomfortable with their organization's DEI language and definitions. Common terms like "diversity" and "inclusion" were confused. Few organizations formally define and publicly share DEI definitions. The report provides standardized definitions and suggests organizations clearly define and regularly update DEI language to improve discussions and initiatives.
This document provides an overview of the author's career leading marketing communications. Some key accomplishments include:
- Developing content management software at Health Net that saved millions through an efficient communications system.
- Architecting complex communications infrastructures that convey messages to all audiences efficiently.
- Building and leading marketing departments for numerous organizations, expanding small teams into large divisions.
- Developing highly effective public relations campaigns that shifted perceptions and garnered millions in free publicity.
IPR Sapphire Anthology | Collection of 65-word Reflections and Predictions ab...Sarah Jackson
This document provides a collection of 65-word reflections and predictions from the IPR Board of Trustees about the future of IPR and public relations as IPR celebrates its 65th anniversary. The responses touch on topics like the importance of research, challenges around misinformation, evaluating the value of PR, and how COVID-19 will change the PR profession by requiring more agility, emphasis on purpose and societal issues, and adapting to remote work. IPR's history is praised for continually reinventing itself and providing relevant data-driven insights.
Gummy Industries - We make your brand a social brandGummy Industries
This document outlines 15 steps to build a brand's social media presence. It discusses listening to customers, assessing the brand, benchmarking competitors, tracking key metrics, developing a branding and marketing strategy, establishing a content plan and community management process, defining a tone of voice, engaging influencers through digital PR, choosing advertising platforms, and being prepared to pivot the strategy based on changing conditions. The overall approach presented is to listen first, then develop a plan to thoughtfully engage and converse with customers and communities online.
1. The author discusses the value of a consumer tweeting about a brand after participating in an experiential marketing campaign.
2. While experiential marketing can successfully boost brand awareness and sentiment, it is difficult to directly tie those outcomes to sales without additional brand support.
3. The author argues that the true value of a tweet comes from supporting it with a consistent brand message across all consumer touchpoints, not from the tweet alone. A great experiential event without follow through does not benefit the business or consumer experience in the long run.
Social media provides new opportunities for marketing research through tools that allow analysis of online conversations. While there were few social media monitoring tools three years ago, there are now over 1,000 applications available. No single tool fits all needs, so marketers should evaluate options. Social media research can provide real-time and cost-effective primary and secondary research through strategy, development, and evaluation phases to identify influencers, enhance products and measure campaign success through metrics like reach and sentiment. A case study highlights how Universal Orlando used social media to reach over 350 million people about a new attraction by targeting seven influential bloggers.
THis is the presentation on social media and its role in driving loyalty that I gave while at The Planning Agency, at the SM conference organised by Pacific Conferences in Singapore and Hong Kong.
NTC 2013 - Using Text Messaging to Achieve Your Missionjwilson_strength
Presented April 13, 2013 at the Nonprofit Technology Conference in Minneapolis, MN. Jason Wilson from Share Our Strength; Sheryl Ray from World Vision; James Servino from HRC; and Sam McKelvie from Mobile Commons
Fundraising Success: Integrating the Internet with Direct Mail to Bring in Mo...Ignitus
To raise money in the 21st Century, you have to get creative. But that doesn't mean leaving direct mail behind. They key is to focus on integrating direct mail fundraising campaigns with internet media.
In this presentation, you'll learn how an environmental nonprofit integrated direct mail with online media to:
* increase its average gift by nearly $50
* triple the number of donations from the previous year
* raise $450,000 in 6 weeks
There are many applications of social media outreach, and this session will look at its application to non-profit objectives such as public relations, constituency building, citizen engagement, health behavioral change campaign, or fundraising.
The workshop will comprise presentations with case studies, one paper-based exercise, and open question time. We wish to run a needs assessment before the workshop to ensure the workshop meets participants' expectations.
The workshop will provide participants with a brief overview of communication models, social media trends, and a bigger picture view on how social media has changed the rules of online engagement. It will help participants better appreciate social media, assess its pros and cons, and evaluate if their organization should use or expand the scope of their social media activities.
Topics will include background information on social media; how traditional (one-way) communication paradigms no longer work in interactive media; and how two-way communication models operate online.
A key focus will be to help organization evaluate the pros and cons of social media, and then assess if social media offers any benefits to their organization. Participants will be asked to assess how social media can advance their organization's mandate, whether it is a viable channel for their constituents, its pros and cons for their situation, and then to review other relevant assessment criteria. Midway through the workshop, participants will be invited to complete a paper-based form to help them assess if social media offers enough benefits for their organization to adopt or expand the scope of their social media outreach.
The remainder of the presentation will focus on practical guidance for organizations that wish to implement or expand the scope of their social media outreach. Topics covered will include reassessing organizational goals; researching constituents; starting an incremental approach to social media outreach; defining the scope of your social media activities; mainstreaming into institutions; daily operations; responding protocols; institutional policies; tools of the trade; and methods for prioritizing resource allocations.
The document discusses strategic concepts for non-profit marketing and advertising campaigns. It emphasizes understanding the target group through research into their psychographics, behaviors, and decision making processes. Effective non-profit campaigns require an individualized message for each target group and using all available information to change attitudes and behaviors for social benefit. The document also discusses various strategic tools and methodologies to employ, including neuromarketing research to test creative concepts and measure campaign effectiveness.
Successfully navigating a communication campaign in the not-for-profit sector...Connecting Up
This document outlines details of two successful communication campaigns for not-for-profit organizations: the 11th Hour Campaign for Ovarian Cancer Australia and the Touch of Teal Campaign also for Ovarian Cancer Australia. It discusses the objectives, challenges, rollout, and outcomes of the campaigns which achieved significant increases in media coverage, donations, website traffic, and community awareness through strategic use of public relations, advertising, marketing, and partnerships. Key elements that contributed to the campaigns' success included clear goals and messaging, stakeholder engagement, and measurable outcomes.
This document discusses 5 social networking tools - calendars, photos, blogging, videos, and maps - that can be used to promote campaigns and fundraising events online. For each tool, examples are given of non-profits that have used the tool effectively, such as Greenpeace using calendars on Upcoming.org to promote an event, and the NSPCC using maps on Google Maps to promote their "Be The Full Stop" campaign. The document encourages implementing one of these promotion methods for an organization within the next 6 months.
The Youth Network is a non-profit organization that aims to help children develop self-esteem through various programs. It has a relationship with High Point University but lacks awareness and student involvement on campus. A marketing team conducted research and found that many students are unaware of volunteer opportunities and that fundraising sporting events would appeal to students. The team recommends raising awareness of Youth Network through campus activities, creating a website and social media presence, and holding an annual fundraising event to engage students and raise funds.
This document discusses the branding process used by MAYA, a communications agency focused on marketing to Hispanic Americans. It outlines MAYA's 8-step branding process, which begins with in-depth research to understand target audiences. As an example, it describes research MAYA conducted for the U.S. Census Bureau to help identify barriers and motivations for Hispanic Americans to participate in the census. The process also includes defining the brand, developing messaging around core values, creating consistent branding elements, and measuring effectiveness. The overall goal is to build strong brand recognition through a strategic approach.
The document outlines research conducted by Campaign Captains on behalf of their client, Youth Network. Through surveys of High Point University students, they found a lack of awareness of volunteer opportunities and the volunteer center on campus. Their research also indicated that students would be interested in attending fundraising events for non-profits. Campaign Captains made recommendations to Youth Network such as creating an annual event, improving their website and social media presence, and designing a logo to increase awareness and support.
Leaders may think that awareness programs are suitable for addressing unconscious bias, but they are just the start. Raising awareness of unconscious bias through presentations and tests does not actually change behaviors or outcomes. To effectively address unconscious bias, organizations need to focus on changing behaviors through shared knowledge, language to discuss biases, and structural approaches like requiring diversity in hiring panels. The most effective strategies are concrete rules and policies that change outcomes by increasing minority applicants and representation, rather than just focusing on awareness.
Cause related marketing is an effective strategy for companies to differentiate themselves, improve their image, and increase sales and customer loyalty. When companies support worthwhile causes that are related to their business or values, most consumers will switch brands or have a more positive opinion of that company. Surveys show over 80% of consumers are influenced by a company's support of charitable causes and will choose brands associated with causes. Partnering with nonprofit organizations allows companies to connect with specific markets and attract new customers. Done right, cause branding benefits both businesses and the social causes they support.
Cause related marketing is an effective strategy for companies to differentiate themselves, improve their image, and increase sales and customer loyalty. When companies support worthwhile causes that are related to their business or values, most consumers will switch brands or have a more positive opinion of that company. Surveys show over 80% of consumers are influenced by a company's support of charitable causes and will choose brands associated with causes. By partnering with nonprofits, companies can connect with target markets and attract new customers who support the same causes. Cause marketing has been shown to increase sales, visibility, employee loyalty and create a positive brand image when implemented authentically in alignment with a company's values.
This document summarizes the first 5 years of impact of Bankers Without Borders, an organization that harnesses business skills to help social entrepreneurs combat poverty. Some key points:
- They have served 126 clients in 36 countries, with most projects in finance, marketing, HR and technology. Clients report high satisfaction rates and appreciate extra support and skills learning.
- Over 1,600 volunteers have donated over 126,000 hours valued at $6.88M. Volunteers gain satisfaction from helping others and expanding networks, while also building skills like relationship building.
- Partner companies benefit from improved employee engagement, motivation and understanding of other cultures through sponsored volunteering opportunities.
- Moving forward, they aim
A collaborative marketing plan created by myself and colleagues to present to our client, New Covenant Community. Objective was to increase awareness and membership quotas.
The document announces a nonprofit workshop hosted by the West Michigan chapter of the Public Relations Society of America (WMPRSA) on September 12, 2013 at the GVSU Eberhard Center, with the goal of providing nonprofit organizations with strategies and best practices around collaboration, communication, and community engagement. The workshop agenda includes multiple sessions on topics such as branding, social media, crisis management, and strategic planning presented by professionals in the field.
"Diversity" is an evolving concept. Fifty years ago, it scarcely factored into how organizations positioned themselves. Then, in the aftermath of the modern civil rights and women's rights movements, companies learned to weave the idea into their narrative. Even then, diversity too often meant tokenism - an obligatory nod to values that seemed in wide acceptance but were in actuality in scant practice.
A Presentation on the social media marketing strategy for The Sparks Foundation(TSF) made as part of the Digital Marketing Internship in May 2020. (Author: Anjali Singh)
How Max Clifford, Malcolm Tucker and more committed the biggest PR fraud of o...Sarah Hall
What do Freddie Starr Ate My Hamster, David Mellor’s Chelsea strip, The Thick of It and Edina Monsoon have in common? Well, all these and more have contributed to PR miseducation. Here is my deck for Leeds Trinity’s Journalism and Media Week 2018 in which I discuss all things fact and fiction and demonstrate what we see about public relations has little in common with what the role entails today.
Being the art director of the team, my duty is to design the book from scratch including color scheme, layout, font, info-graphic, web design, info-visualization and logo design.
Marketing Plan- Social Media for The Sparks Foundation (TSF)Priyank Hajela
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FEMAMA Presentation-2
1. The Alma Agency
Internal Campaign
By: Allison Knox, Hope Adams, Rachel Blevins,
Kate Kahler & Benjamin Lobosco
Client: FEMAMA
2. your
LOGO
When we developed our agency’s name it was unanimously decided that we wanted
our name to have a strong purpose in Portuguese and to encompass both American
and Brazilian aspects. But most importantly we wanted our name, The Alma
Agency, to be representative of the extraordinary qualities and ideals that our
agency possesses.
The word ‘soul’ appealed most to us because of its several definitions. The one
aspect that drew us closer was the fact that everyone can relate, but the beauty that
comes with the ability to feel kindness and sympathy for others is something that we
see as our agency’s gift. Which brings us to our ultimate internal principle intent on
choosing solutions based how our client’s audiences think and feel to set off those
emotional triggers that only a soul can read and apply.
Every person’s Alma or soul is unique, remarkable, and powerful.
Much like the bodies they belong to. We believe that these definitions of ‘souls’
directly parallel FEMAMA’s core values and are influential in regards to the health of
Brazilian women and their rights to a beautiful life.
The saying “the eyes are the windows to the soul” became the inspiration for our
logo. The eyes are the windows to the qualities our agency embodies; to truth, to
strategic thought, and to unmeasurable strength. With this mindset we strive to
produce the highest quality of work.
ABOUT THE ALMA AGENCY
OUR CONCEPT:
02
3. your
LOGO
03
TEAM INTRODUCTION
We are The Alma Agency
Allison is a senior at WVU studying
strategic communications with an
emphasis in public relations.
Previous PR internship experience
includes: Autumn’s Dawn, a non-
profit that helps young adults with
autism, & Nu-Tech an oil reservoir
intelligence company.
Allison Knox
Account Executive
Hope is a senior at WVU studying
strategic communications with an
emphasis in public relations.Hope
is the Student PR Manager at The
Daily Athenaeum, Victoria’s Secret
PINK Campus Brand Ambassador
& WV LIVING Style Blogger.
Hope Adams
Research Director
Rachel is a senior at WVU
studying strategic communications
with an emphasis in advertising,
minoring in business
administration. Previous PR
internship experience includes an
internship for a non-profit
organization, National Center for
Citizen Safety.
Rachel Blevins
Creative Director
Kate a senior at WVU studying
strategic communications with an
emphasis in public relations,
minoring in professional writing &
editing. Kate is the President of
WVU of Ed on Campus, a member
of the WVU PRSSA & a PR and
Layout Intern at the WVU College
of Education and Human Services.
Kate Kahler
Creative Director
Benjamin is a senior at WVU
studying strategic communications
with an emphasis in advertising, In
addition to being a creative director
of The Alma Agency, he also
belongs to the WVU American
Advertising Federation Club.
Benjamin Lobosco
Creative Director
4. your
LOGO
OUR AGENDA
04
FIRST
Introduction
Overview of The Alma
Agency & our concept
SECOND
Research
Findings through primary &
secondary research
THIRD
GOST
Goal, Objectives, Strategies
& Tactics
FOURTH
Timeframe/Budge
t
Overview of 90 Day Circle of
Influence & Budget
FIFTH
Evaluation
90 Day Circle of Influence
Evaluation
SIXTH
Close
Conclusions of campaign
Through this presentation The Alma Agency will be providing FEMAMA
with core insights and ideas to create a strong internal campaign.
5. your
LOGO
THE PROBLEM
05
“FEMAMA only exists as an effective network to fight breast cancer mortality in Brazil because
it is made up of local oragnaiztions that come together and work in cohesion. FEMAMA’s effectiveness depends on the
engagement of these institutions. Nevertheless, we realize that engagement alone is not enough to effectively accomplish
our initiatives. This means consultation work is necessary to extend institutional engagement to federal agendas and demands
by devising tools and strategies that promote greater dialogue and organizational participation.”
7. your
LOGO
RESEARCH: 5 PHASES
07
FEMAMA has indicated that the
need for an internal campaign would
be the best focus for The Alma
Agency to lead the secondary and
primary research.
1. WHAT YOU’VE ASKED FOR
It was important to have an accurate
understanding of FEMAMA’s current
position in relation to how each
NGO contributed to the overall past
successes both internally and
externally.
The information obtained for
secondary research came from
documents provided by the
team’s findings and the
American Cancer Society
(ACS).
3. SOURCES AND METHOD
The current standing has been
determined from the findings of
media coverage and web
presence, as well as, a thorough
analysis of the culture and
communication morals.
4. DATA COLLECTION
A few questions were raised throughout
the secondary research process.The
data from the NGO questionnaire and
Brazilian student focus group helped
our agency to establish
recommendations.
5. PRIMARY OBJECTIVES
2. SECONDARY OBJECTIVE
8. your
LOGO
MORTALITY RATES IN BRAZIL
08
Mammogram coverage in one demographic:
● Lower in the North.
● Some states of the Northeast, with coverage levels that range from 64 percent
to 84 percent.
● Breast Cancer mortality rates ranging from a decrease of 0.9 percent in the
Southeast to an increase of 5.3 percent in the Northeast, via INCA.
Mammogram coverage on a state level:
Breast Cancer mortality rates:
● Values ranging from a decline of 1.9 percent in Sao Paulo to a substantial
increase of 12 percent in Maranhao.
● Data sourced from the National Cancer Institute (INCA).
“The continental dimensions of this vast country and large social
and economic disparities might play a role in
breast cancer mortality.”
Via, The National Center for Biotechnology
9. your
LOGO
SOCIAL MEDIA PRESENCE
09
The other forms of web presence FEMAMA has included: Facebook, Twitter and a YouTube channel. From this,
The Alma Agency found the current trends of FEMAMA’s active social networks to be a crucial collaborator when
getting established with the Brazilian culture.
77 %
“77 percent of Brazilians
who have a Facebook
account interact with a
brand online.”
67 %
“YouTube grew by 67 percent
in video views in Brazil,
making it the 5th biggest
market in the world.”
58 %
“58 percent of Brazilians who
use Twitter read posts from
their favorite companies.”
Data was sourced from USMediaConsulting.com.
10. your
LOGO
BRAZILIAN DIGITAL ECONOMY: iCONSUMERS
10
iConsumer: an individual with a prerequisite of Internet access in place.
Gamification
An average of eight Brazilians downloads twice as many
games as people in Germany, France or Britain.
“Our smartphone sales used to account for 25 percent
of our total sales; this figure is now 60 percent. It’s
cheaper to have Internet on your mobile phone than to pay to
use the Web at a cyber cafe.”
“An est. 79 percent of Brazilians between 18 and 29,
and 88 percent of teenagers see themselves as
iConsumers, as well as an est. 31 percent of those
over the age of 50.”
“Brazil is currently leapfrogging past
fixed broadband, which show 30
percent coupled with slow growth,
and skipping right to mobile broadband
instead.”
“Over half of Brazilians over the age 13 are
potential iConsumers.”
Data sourced from McKinseyonMarketingandSales.com from February of 2013.
11. your
LOGO
BRAZIL’S MEDIA CONSUMPTION
11
TV Weekly Viewership
20 hrs.
RADIO Listenership
69%
NEWSPAPER Readership
31%
MAGAZINE Readership
35%
INTERNET Daily
3.5 hrs.
“Blogs have a 96% penetration rate among Brazilian
Internet users and 91% penetration rate among Brazilian
executives.”
Data sourced from USMediaConsulting.com taken from 2013.
“Magazines with digital editions are growing, but
ones without them are losing circulation; with a 3.1%
increase and a 3 to 4.4% decrease.”
12. your
LOGO
● 47 out of 58 NGOs
AUDIENCE
NGO QUESTIONNAIRE
12
● How engaged are the NGOs in the mobilization
campaigns that FEMAMA is encouraging?
● How do the NGOs feel about the FEMAMA
institution?
● What are the NGOs current participation and
communication practices?
RESEARCH QUESTIONS
● NGO affiliates may not be working as cohesively
as possible because they do not have a mutual
agreement of which participation and
communication practices are most effective to
utilize within the FEMAMA business model.
HYPOTHESIS
Due to cultural barriers, the NGO Questionnaire was conducted by FEMAMA specifically towards the efforts of this campaign.
13. your
LOGO
● Pedro Franzia - Brazilian Student
● 22 years-old
● Male
● Sao Paulo
AUDIENCE
BRAZILIAN STUDENT
IN-DEPTH INTERVIEW
13
● How can the NGOs drive participation within
Brazilian communities in the mobilization
campaigns that FEMAMA is encouraging?
● What are the best strategy(s) for NGOs that will
effectively educate the Brazilian communities?
RESEARCH QUESTIONS
● The Brazilian communities’ awareness of
breast cancer could be much improved. A call-
to-action element within FEMAMA’s active
social networks is needed. As well as the
implementation of a relatable key message to
FEMAMA’s external practices that will facilitate
emotional triggers.
HYPOTHESIS
14. your
LOGO
INSIGHT
14
PARTICIPATION
To boost participation with NGO,
outreach of the community’s resources
should be recorded for recognition of
efforts put towards mobilization
campaigns that FEMAMA encourages.
CALL-TO-ACTIONWHY REINVENT THE WHEEL?
With FEMAMA being a key collaborator in
Brazil, the team has collected specific
applicable examples that the American
Cancer Society currently utilizes in
grassroot areas within the United States.
A call-to-action is something that
FEMAMA does a great job with.
*To take a step further: implement
this mechanism into one of the
key messages.
COMMUNICATION
● Monthly Newsletter, opposed to just
coverage of events.
● Social Platforms: Open discussion.
● Utilize NGOs full circle.
15. your
LOGO
OUR PLAN IN MOTION
15
In relation to the American Cancer Society.
Gear 02
Discover communication practices
that could be applied to FEMAMA’S
business model.
Gear 03
Plan how we will integrate a
Community Health Advisor program
as a grassroots campaign for
FEMAMA.
Gear 04
Participate in the Community Health
Advisor training process.
Gear 1
Find similarities between FEMAMA
and The American Cancer Society.
16. your
LOGO
WHY?
16
Cancer affects everyone.
Y
I
OWe as human beings are all victims to this terrible monster
that does not discriminate and lurks around the world.
Whether we are affected by it directly or indirectly the fact
remains, cancer affects everyone.
Cancer Does Not
Discriminate
Every small act of courage to stand up and do ones part in
spreading awareness will make a larger impact that will
eventually explode into thousands of others doing the same
ultimately generating a continuous cycle.
The Power Is In
The People
M S S A GE
K
E
L S
17. your
LOGO
“WHAT IS A COMMUNITY HEALTH ADVISORY?”
17
COMMUNITY
A CHA is a Community Health
Advisor who goes out into the
community visiting local
community hot spots and gives
an easy to comprehend
educational session on early
detection, risk factors, and
experiences relating to breast
cancer and other types of cancer
as well.
ADVISORY
Once completion of the training
course the CHA is then
responsible to going out into the
community passing along the
wealth of information they have
gained throughout the CHA
program.
HEALTH
The CHA’s themselves, before engaging
the community, would undergo a baseline
training process that would give them
insight into such diseases, health risks,
and how to go through the program with
others.
C H A
18. your
LOGO
KEY AUDIENCES
18
FEMAMA
NGO’s
Through this campaign, non-
governmental organizations have
been the agencies main focus. In
order for FEMAMA to function
properly it is critical that this campaign
brings unification throughout all 58
affiliates.
COMMUNITIES
Anyone can be a subject to cancer which
is why the implementation of this
campaign heavily targets members of
Brazilian communities. With a new
unified agenda (CHA), affiliates will have
the power to reach out to members in the
community to raise awareness and
continue on with FEMAMA’s mission.
OTHER CANCER RELATED
INSTITUTIONS
With success of this campaign
other cancer related
institutions may want to
become affiliated with
FEMAMA
BREAST CANCER
PATIENTS
With FEMAMA being an organization
focused primarily on breast cancer, The
Alma Agency believes that breast cancer
patients can benefit from the CHA
program.
19. your
LOGO
SITUATIONAL ANALYSIS
19
S W
O T
Maintains 58 institutions throughout
Brazil
Award winning efforts
Dr. Caleffi’s Passion
World Cancer Day Webinar
Expand engagement & participation
Expansion of social media outlets
More events/fundraising efforts
Stronger pride/confidence in affiliates
Not enough engagement throughout
the 58 affiliates
Small structured organization
Brazil is 20 yrs. behind in breast
cancer treatment and support
Only 1 meeting a year
Silence of patients
Lack of confidence from affiliates
Lack of engagement/communication
Losing control of affiliated organizations
Strengths, Weaknesses, Opportunities, Threats
20. your
LOGO
20
G O A L
Through this campaign, The Alma Agency is striving to
establish stronger engagement through a unified communication
system between FEMAMA and their 58 affiliates.
21. your
LOGO
1. 2. 3.
CAMPAIGN OBJECTIVES
21
Initiate Increase Incorporate
Initiate the Community Health
Advisor training session for
each NGO within the first 30
day increment.
Increase patient and public
education through the NGO’s
implementation of the CHA
program within the second 30
day increment.
Incorporate an NGO recognition
system to highlight the success
that has come about from the
CHA program to serve as
incentives for continued NGO
engagement within the final 30
day increment.
22. your
LOGO
THE CIRCLE OF INFLUENCE
22
How Many
People Do You
Talk To?
DAILY
WEEKLY
MONTHLY
YEARLY
OVERALL
23. your
LOGO
90 DAY CIRCLE OF INFLUENCE
23
THE COMPREHENSIVE STRATEGY
Host a meeting to inform and train the
NGOs on how to successfully
implement the CHA program
throughout their communities. This can
be done at the yearly agenda meeting
or through various regional meetings at
FEMAMA’s convenience.
Use educational tools/CHA to help
raise awareness on breast cancer in
general throughout Brazilian
communities.
Incorporate an NGO recognition system
to highlight the success that has come
about from the CHA program to serve
as initiatives for continued NGO
engagement within the third 30 day
increment.
First 30 Days Initiate
Second 30
Days Increase
Final 30 Days Incorporate
24. your
LOGO
OBJECTIVE: Initiate the Community Health Advisor training session for each NGO
within the first 30 day increment.
24
STRATEGY: Host a meeting to inform and train the NGO’s on how to
successfully implement the CHA program throughout their communities.
T A C T I C
First
Create and distribute
CHA program
materials (Flip book,
Script, Program
Packet).
Secomd
Design a cohesive
program image to
show the unification
of CHA throughout
all NGOs.
Third
Require that all
NGOs display the
FEMAMA logo on
their website.
Fourth
Assign 1 to 2
community health
advisors within each
NGO.
25. your
LOGO
OBJECTIVE: Increase patient and public education through the NGO’s implementation of the
CHA program within the second 30 day increment.
25
STRATEGY:Use educational tools/CHA to help raise awareness on
cancer in general throughout Brazilian communities.
T A C T I C
First
Utilize a Flip Book to
educate the
community on
cancer.
Second
Require a minimum
of two CHA sessions
per month.
Third
Engage community
members in
conversation about
cancer awareness.
Fourth
Provide a Program
Evaluation Survey(s)
at the end of each
educational session.
26. your
LOGO
OBJECTIVE: Incorporate an NGO recognition system to highlight the success that has come
about from the CHA program to serve as initiatives for continued NGO engagement within the
final 30 day increment.
26
STRATEGY: Utilize an evaluation survey to gage NGO participation
and success of the CHA program
T A C T I C
First
Utilize social media
outreach to stay
involved and
informed on each
NGO’s efforts.
Second
Send out monthly
newsletters to
highlight specific
NGO’s
accomplishments.
Third
Reward achievements
by displaying the
exemplar NGO’s logo
on FEMAMA’s website.
Fourth
Implement a press event with
the recognized NGO to show
interaction and appreciation.
27. your
LOGO
SPOTLIGHT PROGRAM
27
NGO’s should refer a certain
amount of cancer survivors a
month for media coverage.
Referring Survivor
Recognize NGO participation
in the CHA program for
explemary amount of work.
CHA Participation
Influence political leaders to
update laws on patient
treatment to better serve the
community.
Political Advocacy
Engage NGO participation
through social media sites
such as Twitter, Facebook
and Blogs.
Social Media
Interaction
28. your
LOGO
THE DIVERSITY PLAN
28
Spreading knowledge and empowerment
For Everyone
The beauty of this campaign is the
unlimited possibilities it holds by the
word of mouth. Anyone in the
community can participate in the
educational Community Health
Advisory sessions.
Easy To Comprehend
The design of the campaign will be
easy to understand by everyone. It
will deliver valuable information in a
clear and concise way.
Minimal Expense
There is no charge to participate in the
educational sessions, it is solely
beneficial to the attendees and has the
potential to open people's eyes to the
impact of power in numbers.
29. your
LOGO
3rd2nd1st
OBJECTIVE 1
29
Initiate the Community Health Advisor training session for
each NGO within the first 30 day increment.
OBSTACLE
NGO’s may be hesitant to
participate in the CHA
program.
OBSTACLE
FEMAMA may lack financial
resources in order to create
materials needed for the CHA
program.
OBSTACLE
FEMAMA may lack financial
resources needed to host
CHA training session.
3rd2nd1st SOLUTION
To give NGO’s the
opportunity to gain national
exposure through the
recognition program.
SOLUTION
Require NGO’s to cover the minimal
cost of the CHA program materials or
to offer (free) personalized online
modules according to specific needs.
SOLUTION
The Alma Agency recommends
hosting the training session during
the annual agenda meeting, as there
would be no additional cost.
30. your
LOGO
2nd1st
OBJECTIVE 2
30
Increase patient and public education through the NGO’s implementation of the
CHA program within the second 30 day increment.
OBSTACLE
Community members may
not want to participate in the
program.
OBSTACLE
NGO’s may not adhere to the
required minimum of two
sessions per month.
2nd1st SOLUTION
Utilize word of mouth to
expand upon the benefits of
the CHA program.
SOLUTION
Evaluate participation through
the surveys following each
month.
31. your
LOGO
3rd2nd1st
OBJECTIVE 3
31
Incorporate an NGO recognition system to highlight the success that has
come about from the CHA program to serve as incentives for continued NGO
engagement within the third 30 day increment.
OBSTACLE
The NGOs have unanswered
questions due to the lack of
formal communications.
OBSTACLE
NGO’s may feel it is
unnecessary to put themselves
underneath a “spotlight”.
OBSTACLE
NGO’s may feel
unappreciated if they do a
notable amount of work and
do not get recognized.
3rd2nd1st SOLUTION
FEMAMA should stress the
importance of a collective
influence in order to obtain
their mission and goals.
SOLUTION
National recognition will
overshadow this obstacle and
the benefits of recognition will
absolutely reward the NGOs.
SOLUTION
FEMAMA should encourage
continued participation as
there are new opportunities that
will arise every month.
32. your
LOGO
EVALUATION
32
01
02
03
30 - Day Evaluation
● Ensure that all NGO’s are trained and educated in order to
be successful in implementing the CHA program.
60 - Day Evaluation
● Retrieve and evaluate all surveys distributed during
the first month of CHA program, in order to see an
increasing communication between the NGO’s and
FEMAMA.
90 - Day Evaluation
● Following the evaluation of the surveys and the
NGO’s participation of social media and
mobilization campaigns, FEMAMA can ultimately
determine if highlighting an exemplary NGO’s
efforts is a successful motivational tactic used to
increase others’ engagement.
33. Thank you for watching
this presentation!
We are,
The Alma Agency