Uploaded bySara Belardi
Engaging a new Challenge
The Challenge is a nonprofit organization that provides youth development programs across the UK. According to documents provided: 1) The Challenge has experienced significant growth, serving 10,000 participants in 2012 and aiming for 14,000 in 2013. However, it faces competition from other organizations delivering similar programs. 2) Key stakeholders include teens, government, staff, parents, teachers, and sponsors/donors. Maintaining relationships with stakeholders is important for nonprofit success. 3) The organization developed a new communication strategy to increase awareness, fundraising, and participation. Tactics include improved advertising, public relations, social media, and internal communications.
More Related Content
Engaging a new Challenge
- 1. Engaging a newChallenge Guidelines for an integrated communication strategy
- 2. An overview on“The Challenge” (The Challenge, 2012)
- 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. Organizational structure 3 offices: London,Birmingham & Manchester Total staff: over 170 people (full and part time) Head-Office: London Programmes : 55 Marketing: 45 Staffing: 10 Programmes team: 33 assistant programme managers, 1/borough 15 programme managers that oversee 3 APM each A Senior Programme Team that includes people from Manchester, Birmingham and 3 people from London (North, South and West
- 5. Stakeholders Young people Government Staff Parents Teachers Sponsors &Donors Community partners
- 6. Stakeholders Young people Government Staff Parents Teachers Sponsors &Donors Community partners • 96% increased confidence • 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 • Based the NCS on The Challenge • Over 50 people in the head-office • 1,200 seasonal staff around UK in 2012 • 97% say it is a good use of Government tax money • 99% say good use of own money • 91% said students benefitted significantly • 100% had better or same perception of young people (55% had a better perception) • 85% wants to volunteer again Score the partnership 8/10 in its ability to further their missions
- 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. What works… … andwhat could work better SWOT Strengths Engagement with young people, passion, commitment from staff behind the scenes. Constant growth (14,000 participants expected for 2013) Weaknesses How much staff is valued. Lack of communication between departments. Systems in place not explained. Very casual, lack of strategies (especially about communication/marketing) Opportunities More recognition as a beneficial organisation for teens boroughs and staff. Increasing brand awareness (WoM). Good contacts with officers in different boroughs. Getting deeper in boroughs and working with organizations/partners and also with young people Threats Funding. Competitors (Serco). What is the contingency plan, what happens if funding does dry out? Conservatives are voted out?
- 9. Pills of theory Publicsconsist of all people affected by the consequences of an organization’s behaviour—either positively or negatively (Grunig, in Muzi Falconi, 2008) In Non Profit organizations, stakeholders generally have a greater importance than in commercial businesses (Knox & Gruar, 2007) Corporate alliances bring pressure on NPs and will expect deeper involvement in the NP organization and their joint projects than traditional donors (Knox & Gruar, 2007) Knowing which stakeholders really matter is central to built an effective marketing strategy (Knox & Gruar, 2007) Some theory
- 10. Pills of theory Publicsconsist of all people affected by the consequences of an organization’s behaviour—either positively or negatively (Grunig, in Muzi Falconi, 2008) In Non Profit organizations, stakeholders generally have a greater importance than in commercial businesses (Knox & Gruar, 2007) Corporate alliances bring pressure on NPs and will expect deeper involvement in the NP organization and their joint projects than traditional donors (Knox & Gruar, 2007) Knowing which stakeholders really matter is central to built an effective marketing strategy (Knox & Gruar, 2007) Stakeholders are the key Some theory
- 11. Pills of theory– The 3 Steps Know the relevant stakeholders Build long-term and profitable relations to involve them Choose and use the right means (approach+media) for the right public 1 2 3 Stakeholder theory Relational marketing Two-way communication Some theory
- 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 (Mitchell, 1997, in Muzi Falconi, 2008) “The Challenge” DEFINITIVE Teens & Government DEPENDENT Staff, Parents & Teachers DISCRETIONARY Sponsors donors & Community partners
- 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 (Kotler, 1999, in Muzi Falconi, 2008; Childers, 1989) 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
- 14. The Strategy Objectives •Increase brandawareness •Improve fundraising: private donors up £300K by end 2013 •Participants up to 20,000 by end 2014 •Win the competition (8 regions in 3 years time) •Enrolment of staff – planning in advance Means •Define a budget. Plan in advance •Improve adv and PR (paid & earned media) •Better usage of existing owned media •Research on a regular basis •Annual report •Communication with the partners/sponsors •Improve internal communication
- 15. Timeframe The Strategy • FB •Twitter Weekly • Blog • Press Releases • Newsletters • E-Shots Monthly • Advertising for Enrolment • Workshops for Teens (Trial session) • Sponsor Easter, Halloween, sports day Semester • Corporate Advertisement • Radio Discussions with Celebrities • Dinner hosting at Schools • Conferences Annual
- 16. Internal communication The Strategy •Develop a strong strategic narrative • Provide line of sight between people’s jobs and the organisational 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 do their job
- 17. Level Directions ParticipantsContents Top management One way communication All employees The Challenge issues, goals, objectives, new developments, activities & achievements Project group colleagues Two way communication Employee- employee Project information, project issues, project development Team colleagues Two way communication Employee- employee Team task discussions Line managers/ supervisors Two way communication Line managers- employees Employees’ roles Personal impact, e.g. appraisal discussions, team briefings Internal Communication The Strategy (Grunig, 1992) Stakeholders: Staff
- 18. Public Relations The Strategy StakeholdersActivity Content Frequency Dependent: Parents Teachers Discretionary: Local Partners Newsletters Updates for coming activities & Events for recruitment Monthly Discretionary: Prospects Donors Press Releases/Press office Networking About TCN Annual reports Monthly Dependent: Public Definitive: Teens Discretionary: Prospects Donors/ Partners Radio Discussion to raise PR Social Networks Morning show with Celebrity Endorsement Like Tinnie Tempah What’s coming up next for our young generation Twice Yearly Dependent: Staff Definitive: Teens Activities for interaction Workshops for training Building Skills Getting involved Throughout programmes
- 19. Events The Strategy Stakeholders VenuesFunctions Activities Giveaways Teachers Parents Trainers & Coaches Teens Local schools • Sports days • Summer fete • Easter & Christmas break • Halloween Ball Parents & Teachers meeting (Dinner Host) Interaction leading to Enrolment Branded gadgets: Key rings / pens/ bracelets/ USB sticks Potential Business partners Local Chamber of Commerce • Seminars Networking & Fundraising Brochures, Leaflets, Annual reports Government officers/ Council departments Government Authorities • Conference (Delivers Brand exposure to Educational authorities) Through workshops and lobbying Brochures, Annual Reports Teens Parents Public places • Parks/ Sports clubs Enrolment Key rings /Pens/ Bracelets/ USB Sticks
- 20. The Strategy Marketing andAdv Guerrilla Facebook Ads ATL Radio Low budget Buzz & WoM Newspapers&Magazines Webzines Creative STAKEHOLDERS Teens General Public Staff Parents January-June July-September All year long TIME Enrol Involve Awareness OBJECTIVES INTEGRATED MRKT SYMMETRICAL & ASYMMETRICAL Inform
- 21. The Strategy Marketing andAdv Guerrilla Conventional Facebook Ads ATL Radio Low budget Buzz & WoM Newspapers&Magazines Webzines Creative
- 22. The Strategy Web &Social Media Aim & Approach • Improve owned media to gain visibility on earned media • Inform & involve (symmetric communication) Stakeholder: General public Improving the website • Highlight important information • Making it more interactive and 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
- 23.
- 24.
- 25. Note This presentation wasdesigned to present a group project developed between October and November 2012 by Sara Belardi, Kowstubbha Chunduru, Anthony Majekodunmi and Preeshy Munisami. The project was developed for the “Corporate Advertising and Media relation” module taught by Gloria Walker at the University of West London (Academic year 2012/2013). 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 Events EDITING and DESIGN • Sara Belardi GROUP COORDINATION • Sara Belardi