3. Seeking to Crash Into Public Consciousness?
Criticism or
controversy
Trends or
change
The new,
unusual or
different
What makes news?
4. Where Are the Gaps?
Uniqueness of Corporate
Personality
Insight into a “hot” issue
Access to
management/leadership on
trending topics and new
insights
Up to date Info on new
products/ company
initiatives
5. Strategic Imperatives
Drive growth and
increase presence and
insulate business from
market and regulatory
shocks
Become Industry
Leaders in innovation
and new trends
6. Assumptions and Strategic Basis for TL
4. GLOBAL ACCESS
Our Stakeholders do business “across
borders” and across countries. They
need an Organisation that has global
reach and local knowledge can help
develop Country, Community and
Industry.
3. INNOVATION
Each Stakeholder Group has
unique needs. They seek an
organisation that is innovative
and serves a need beyond the
service or product which it
produces
2. RESPONSIVENESS
Stakeholders need to see Corporate
Organisations as very responsive to
their needs.
1. EXPERTISE
Stakeholders seek deep expertise.
Corporate organizations are replete with
Best Practice Insights and Organisation
capabilities.
What do the Critical Stakeholders in our Operating Environment Really Want?
How do we play the champion?
7. Need for a Thought Leadership Strategy
Focus Message
On Priority Targets
Reach-out to Critical
Stakeholders
Enhance Reputation
through Direct
Interaction
Political and Social
Environment
Enabling Laws, statues and
regulations
Operating Environment
and basis of operations
Rise of Pressure Groups and
Watch-Dogs
Social Resistance
Positioning the Organisation’s
Point of View
8. Bridging the Gaps
Introducing thought leadership?
Create larger-than-life image of
company
Industry
spokesperson
Dialogue with
target audiences
Boost News
Coverage
Publicly
advocate
company’s
interests
Translate a non-
story (launch,
soft
announcement)
into coverage
9. The Why?
Need to rev-up awareness for
the brand
Need to Strengthen Corporate
Positioning and SOV
Need to raise share of voice in the
Business Community
Softly Project Offering
Use Thematic Conversations
Deploy Multi-level Engagements
10. The Opportunities
The Process
• Raise the game in
Corporate Positioning
and Business
Engagement
The Projection
• Creation of Offline and
Online Platforms for
interactions and
conversations
The Substance
• Leverage Financial
Inclusion as a platform
to deepen knowledge
of offerings and
advantages
Adopt a Campaign
Approach to Corporate
Marketing
Create market excitement
around new Trends and
Innovations
12. Definitions of Thought Leadership
Joel Kurtzman
• New ways of thinking
about new concerns
• Thought Leadership is
not just furthering
knowledge - its about
furthering discussions
that lead to action
Michael Brenner
• A type of content
marketing where you
tap into the talent,
experience and
passion inside your
business, or from
your community , to
consistently answer
the biggest questions
on the minds of your
target audience, on a
particular topic
Forrester
• The process of
formulating big ideas
on the issues your
buyers face,
capturing those ideas
in multiple content
vehicles, to enlighten,
engage and position
company as a trusted
resource
13. Types of Thought Leadership
Organisational
Thought
Leadership
This applies to how
Organisations lead
discussions on
New Insights,
Change and
Innovation
Individual
Thought
Leadership
This leverages the use
of knowledge and
insights by an
individual to deliver
innovative and game-
changing
conversations
14. Features of TL
INNOVATION
• Distinctive
Perspective
• Futuristic
RELEVANCE
• Probing Questions
• Aligning with the
needs of the
Audience
ACTIONABLE
• Disruptive Agenda
• That confers
Competitive
Advantage
16. Which Direction Are We Taking?
Activities
Calendar
Management
Platform
Selection
Opportunities
Identification
and
Ideation
Agreement
Signing
and
Announcement
Of Partners
Funding
and
Project
Planning
17. Leading the Way
Send a clear and
consistent message on
our Corporate Goals
and Strategic
Initiatives.
Share Best Practice
across critical markets
and stakeholder
groups.
Position Right for
incremental revenue
growth.
Accelerate business
continuity and
expansion.
18. Achieving Thought Leadership
• Who are we
speaking to?
Identify your
Target
• On what
platforms are
we speaking to
them?
Develop your
Platform • What are we
saying to
them?
Engage your
Audience
• What impact
are we
obtaining
Assess the
Result
20. • Defines - Who We Are.
• Describes - What We Do.
• Identifies - How We Do It.
• Highlights - How We Are Relevant
Within the Marketplace.
• Drives consistent Messaging –
across Stakeholder Groups
• Influence using our Social, Economic
and Human Development
Contributions and Initiatives
• Share Our Best Practice
• Enable Stakeholders to better
understand us
DIRECTION
IMPACT
Planning
21. Operationalising the Plan
Key thrust of corporate position may be
anchored on the following:
Innovation
Stretching the Norm
Bursting an old view
or process
New Trends
The Ways of Doing
Things
Emerging Tradition
New Discovery
Scientific
Management
Process / Perspective
22. Bringing it Together: Creative Story-Telling
Creative
Story-
Telling
Branded
Content
EventsInterviews
• Smartly Offline and Online in
service of Story-Telling:
• Train the team to curate
corporate position and create
original content
• Monitor mentions of Company
and keywords:
• Respond to mentions directly
using tools and dashboards
• Measure results.
