130620&0627 developing corporate communications strategy for ngos
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A two day workshop for communication managers and officers working in social service sector. They were led through step zero: crafting corporate strategy to step ten: developing communication strategy, designing an innovative programme, publicising it via the mass media.
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130620&0627 developing corporate communications strategy for ngos
- 1. Developing Corporate Communications Strategy for NGOs at a workshop organized by HK Council of Social Service Annita MAU annitakmau@yahoo.com.hk 20 and 27 June 2013
- 2. Rundown • Morning session: 930am – 1230pm • Afternoon session: 2pm – 5pm
- 3. Today and 27 June, we: • Design • Plan • Implement • Evaluate Corporate communication strategies together, by employing exercise, game, group discussion, role play
- 4. Corporate strategies 1. A broad strategy for the whole organization and an operational strategy for each activity 2. Communication strategies between all levels have to be consistent • Who is the bridge between 1 and 2? • Corporate communication function
- 5. Grouping and role playing
- 6. Service area • Elderly • Children and youth • Family • Rehabilitation
- 7. Targets • New arrivals from Mainland • Southern Asians residing in HK • People with emotional problems • People with health problems
- 8. Human resources • 300 staff: half professionals; half front line • 30 staff: 10 professionals; 20 front line • 10 staff: all management; other work outsourced • One CE, nine advisors who are volunteers; other work outsourced
- 9. Financial support • All funding are obtained on individual project basis • All funding come from donation • All funding are from investor • All funding are from own business
- 10. Four organizations are born 1 2 3 4
- 11. Before we • Design and plan • Implement • Evaluate Corporate communication strategies together, by employing exercise, game, group discussion, role play
- 12. Preparation stage • Design the name for the organization • Develop the mission of the organization • Develop an organization profile (internal condition and capability) • Develop organization image and brand – its identity
- 13. Before that: • Creativity journey • Design thinking
- 17. “Life is trying things to see if they work." Ray Bradbury
- 18. When you come to a roadblock, take a detour. -Mary Kay Ash
- 19. It's not that I'm so smart, it's just that I stay with problems longer. - Albert Einstein
- 20. Creative Problem Solving is not a destination….. It is a journey….
- 21. “Life is a continuous exercise in creative problem solving.” -Michael J. Gelb
- 22. Preparation stage • Design the name for the organization • Develop the mission of the organization • Develop an organization profile (internal condition and capability) • Develop organization image and brand – its identity
- 23. WHAT ARE IN A 23
- 25. These are Top Ten Global Brands in 2009 25 Source: Interbrand 1. Coca-Cola 68,734 ($m) 2. IBM 60,211 ($m) 3. Microsoft 56,647 ($m) 4. GE 47,777 ($m) 5. Nokia 34,864 ($m) 6. McDonald's 32,275 ($m) 7. Google 31,980 ($m) 8. Toyota 31,330 ($m) 9. Intel 30,636 ($m) 10. Disney 28,447 ($m) Brand value in USD 25
- 27. • Coca-Cola? • Cool • Microsoft? • High tech • McDonald’s? • Family • Disney? • Happy • Harley Davison? • Freedom • Apple? • Style 27
- 28. NGO brands? • Global NGOs like Amnesty International and World Wildlife Federation score higher than Microsoft and Coca-Cola Tracked by Edelman PR 28
- 29. Why? • It is not just the ads • When you pursue your customers, you embrace a world of CONVERSATION and LISTENING, not just guessing and talking • You develop a long-term relationship with your customer and BRAND lover • Which local brand do you recall 29
- 30. Local NGO brands … 30
- 31. WHAT ARE IN A 31
- 32. • Emotions and ideas associated with a product • Things real or perceived • Rational or emotional • Physical or sensory • Thought or felt • In form or function Customer experience Market perception 32
- 33. Successful brands are • Credible, meaningful, unique, holistic, sustainable, clear, consistent • Determined and owned by your customers when they evaluate their experience with you 33
- 34. Exercise I - Preparation stage • Design the name for the organization • Develop the mission of the organization • Develop an organization profile (internal condition and capability) • Develop organization image and brand – its identity
- 35. By now, you have: • Designed the name for the organization • Developed the mission of the organization • Developed an organization profile (internal condition and capability) • Developed organization image and brand – its identity • You enter the communication strategies formulation stages
- 37. Design stage • Assess the external environment, in terms of competitive and contextual factors • Analyse possible options uncovered in the matching of the organization profile with the external environment • Identify desired options in the context of organization mission
- 38. • Assess the external environment, in terms of competitive and contextual factors • Use SWOT analysis
- 39. SWOT TECHNIQUE SWOT Analysis is a simple but powerful framework for analyzing your company's Strengths and Weaknesses, and the Opportunities and Threats you face. This helps you to focus on your strengths, minimize threats, and take the greatest possible advantage of opportunities available to you.
- 40. Exercise II: SWOT analysis
- 41. By now you have: • Assessed the external environment, in terms of competitive and contextual factors • Next, you develop options (solutions)
- 42. Options • Analyse possible options which match the organization profile with the external environment • Identify desired options in the context of organization mission
- 43. Options generating needs creativity • Some creativity thinking exercises
- 44. Exercise IIIa - Use four connected straight lines to join the nine dots, once finished, show your hand
- 45. Exercise IIIb
- 48. • Find any one thing in this room in straight lines is changed into non straight lines, what improvements in life / work / relations … can we get? • Can you draw that out? Exercise IV
- 49. Exercise V - Which of the following figure is most different from others?
- 50. We need to: • Think outside the box • Develop elasticity • Develop flexibility Develop visual thinking (creativity) skills
- 51. Exercise VI: Now you: • Analyse possible options uncovered in the matching of the organization profile with the external environment • Identify desired options in the context of organization mission
- 52. You have a list of options, next you implement them
- 53. Implementation stage • Develop stakeholder relations • Devise a list and tasks
- 54. Community relations facilitate you to: • Communicate to all prioritised stakeholder groups the desired options for easier implementation
- 55. Community Relations: promoting positive image in the community
- 56. Promoting positive image in the community
- 57. Promoting positive image in the community
- 58. Promoting positive image in the community
- 59. Promoting positive image in the community
- 60. Working with local organizations / structures • Identify structure, scope of work, people’s rank and responsibilities • Access to higher decision making positions • Use appreciation before threat
- 61. Working with local organizations / structures • District Councillors • Familiarise with the funding procedure and programmes likely to be funded • Get into the sub-committees • Issues: keep neutral, seek alliance
- 62. • Volunteers • Support • Sponsorship What the community has to give in return?
- 63. Exercise VII: Implementation stage • Develop stakeholder relations • Devise a list and tasks
- 64. Developing Corporate Communications Strategy for NGOs Annita MAU annitakmau@yahoo.com.hk 23 and 30 May 2013
- 65. Now, you have: • An organization with name • With mission and identity • Which will carry out programme for targets , with stakeholder list and tasks developed • Enhance and polish them, after the following two cases …
- 66. 66 Case I In 2006, someone wanted a set of traffic lights installed in Causeway Bay
- 67. A developer wants to have a set of traffic lights installed in front of its commercial building To increase pedestrians and customers flow Overview
- 68. Junction of Yee Wo Street and Pennington Street, Causeway Bay
- 69. The developer hired a PA consultancy
- 70. What did the PA consultancy do? • Research: who else may be benefited from the traffic lights? • Who are inconvenienced by no traffic lights? • Who will object to the traffic lights? • Traffic / transport consultant + PA consultancy • Proposal submitted to TD • No / mediocre response received from TD • Then what? • Liaison / lobby • With whom?
- 71. Liaison / lobbying targets • TD • District Council and relevant sub- committee • Rehabilitation groups and disabled individuals
- 72. On-going challenges • Change of personnel in TD • Bus companies’ objections • Reaction of rehabilitation groups, individuals? • District Council’s support? • A lengthy process
- 73. Outcome – after long and persistent lobby, basing on the community relations built • TD submits proposal to DC sub committee
- 74. 銅鑼灣交通改善計劃
- 75. 香港經濟開始復蘇，銅鑼灣購物區之交通，不論 車流或人流數目均不斷增加，引致嚴重的交通擠 塞及行人路擠迫 我們設計了 3 項交通改善方案以改善銅鑼灣區及 怡和街一帶的行車及行人環境。 背景
- 79. 建議的交通改善方案 - 方案二 在邊寧頓街近怡和街加 設交通燈行人過路處
- 80. 建議的交通改善方案 - 方案三 重新編排怡和街及伊榮 街西行之巴士站
- 81. Case analysis • The initiator is for commercial purpose • The government can make use of (engage) one stakeholder (PA consultant) to lobby other stakeholders (District Council and disabled groups) • Develop options which lead to win-win outcome
- 83. Case II 83
- 84. Children’s Cancer Foundation • Established in 1990 • Serves 250 new cancer child patients (family) each year • Runs a head office, a family centre, a respite centre, a hostel, provides children cancer service in 5 public hospitals • Revenue reaches 20mil+ • Receives donation 1mil+ each month • Spends about 1mil+ each month • Never conducts direct fundraising activities • Has started advocated a Children Hospital since 2005 84
- 85. Children’s Specialist Hospital • June 2005 - A proposal on a Children’s Specialist Hospital in HK • December 2005 – Children’s Specialist Hospital stakeholder survey summary report (during which many groups were met, liaised, lobbied, engaged) 85
- 86. Present situation • 150,000 admissions • 24% (36,000) need specialised treatment • Roughly 23,000 children with serious diseases like cancer, blood diseases, congenital anomalies, complex syndromes • Current services are split over 13 sites which were not designed with children in mind 86
- 87. Proposal • World-class public and private partnering and research institute that meets the future needs of children with serious illnesses • High-quality specialised services to public patients within current expenditures 87
- 88. • 350 beds • Child and family friendly environment • Public/private professional working arrangement • Location • Research and training • Independent foundation • Costs and funding 88
- 89. Challenges in communication Four million population needs one CSH Present service: fragmented, not tailor made Impact of better health programmes to prevent diseases Development and application of technologies Changing disease patterns in children × Shrinking child population × Shift to same day, ambulatory and home care × Enhancement in the transport and communication networks × Opposition from medical profession 89
- 90. • 2005 – 2007 Stakeholders engagement campaign • Stakeholders: Exco, Legco, government officials, public listed companies chairmen, medical profession: public and private, NGOs, parents • 2007 Policy address • 2018 Opening 90
- 91. 91
- 92. Ming Pao 4 Feb 2008 92
- 93. 93
- 94. 94
- 95. THE BEST OUTCOME OF COMMUNITY ENGAGEMENT: SOMETIMES IS INDIRECT…
- 96. 96
- 97. Now, you have: • An organization with name • With mission and identity • Which will carry out programme for targets , with stakeholder list and tasks developed
- 98. Next, design media activities to promote your programme /service. Before that, you need to know their dynamics
- 99. 媒體環境 99
- 100. 香港媒體風格 • 市場化：大眾化、煽情 • 民生及政治議題成為熱話 • 樓市、股市消息 • 消閒娛樂 • “ 花邊”新聞 • 電臺“名咀”逐漸式微
- 101. 香港媒體 電視臺 兩家電視臺 無線電視 , 亞洲電視 四家收費電視臺超過 100 個頻道 有線電視 , 香港寬頻 ,NOW 寬頻電視 , 無線收費電 視 電臺（六家電臺） 香港電臺 , 商業電臺 , 新城電臺 , 3 家數碼電臺 報紙（ 19 份報紙） 6 份免費報紙 ， 2 份財經報紙， 2 份英文報紙 101
- 102. 報紙發行量 ( 直至 2011 年底 ) 發行量 發行量 爽報 * 900,000 明報 150,000 頭條日報 * 772,000 文匯報 132,000 東方日報 500,000 南華早報 101,000 晴報 * 500,000 大公報 98,000 AM730* 380,000 新報 90,000 都市日報 * 343,000 經濟日報 90,000 蘋果日報 303,000 信報 73,000 英文虎報 * 222,000 成報 50,000 太陽報 180,000 商報 35,000 星島日報 170,000 102 * 免費報紙
- 103. 網上即時新聞 • 蘋果動新聞 – 以視像媒介來報導新聞內容 , 較為誇張渲染 – 例子：老虎伍茲婚外情 • 以動畫手法呈現老虎伍茲因為婚外情而遭太太追打 • CNN 等美國媒體利用動新聞來報導新聞，轟動一時
- 104. 香港主要社交網路平臺 Facebook Youtube 網上討論區 – 香港高登討論區 Hong Kong Golden Forum • 最具影響力的討論區 • 報紙轉載報導于高登網上引起廣泛討論的帖子 • 報道具爭議話題時引用高登討論區中線民的言論 – Uwants.com
- 105. 發言人技巧
- 106. 認識傳媒 如何面對記者 做好準備，想清楚你的主要訊息 ( 你為什麼要見記 者？ ) 究竟誰在聽你的講話 --- 監管機構 ( 內地和香港 ) 、投 資者 ( 機構和散戶 ) 訊息不是你來傳遞，是通過記者消化後才來傳遞 築好你的防線 調控記者的期望 降低記者的敵意
- 108. 傳媒常用的訪問技巧 訴諸情感式，讓 得到安全感，以為可以暢所欲言您 --- ( 我現在關掉答錄機…交換名片時… ) 對待 友善，但最終可能您 全寫出來了 對策：緊守主要資訊 帶有成見的發問 對策：必要時針對成見作說明 以假設性問題設下圈套 對策：不要認同假設 , 必要時適當地反駁錯誤或誤導的假 設 108
- 109. 傳媒常用的訪問技巧 漏斗式 / 連珠炮髮式－ －不斷提問來擾亂被訪者 ( 我提三個問題，但其中一條問題又有好幾個較細的問 題 ) 可逐一回答問題，但不一定有利 可主動把多條問題總結為一個主要問題（ 「你問了好幾個 問題，都是圍繞我們的品質標準保證，針對這方面，我們 有兩個基本點關鍵措施……」） 就某一件事情 進迫步步 緊守主要資訊與口徑 轉換話題（「其實可以用另一個角度考慮這問題……」 ) 舉例 : （「也許我可以舉個例子再說明一下……」 ) 109
- 110. 發言人的目標與責任 110
- 111. 預備工夫 111
- 112. 傳遞主要訊息 112
- 113. 主要資訊金字塔 113
- 114. 如何帶出主要資訊 • 橋接 (Bridging) ：把重點帶回主要資訊 – “ 最近很多人討論你剛提出的問題，我們也非 常注意。我們認為要解決有關問題，要從兩方 面做功夫……” – “ 要深入瞭解這問題 , 至少應注意兩件事……” – “ 我想要從這角度看待有關意見…” • 提綱挈領 (Flagging) – 兩方面做功夫…… – 應注意兩件事…… 114 適可而止 不應濫用 絕不脫離口徑 絕不重複負面字句
- 115. 應付突擊采訪 115
- 116. 電視訪問：視覺效果為首 • 視覺效果比語言吸引 • 咬字清晰、強調重點 • 錄像廠的環境可能不太舒 服，要提早到場適應 • 不要拒絕化妝 • 衣著要整齊，調整襯衫， 西裝或裙 • 只有在麥克風拿及離開錄 影室後你才“安全” • 保持冷靜、從容 • 眼神不要徘徊，要直視採 訪者 • 避免小動作：擺弄領帶、 鈕扣、手指、筆 • 背靠椅子，坐姿端正 • 手部動作會有助提出重點 ，引起注意 錄影前 錄影中 116
- 117. 電臺訪問 : 控制好時間和聲線 117
- 118. 報章訪問－資料充分、重點清晰 118
- 119. • 圍繞主要訊息 • 提綱挈領 (Flagging) • 橋接 (Bridging) • 多用事實和資料 • 用正面角度及用語回答 • 控制情緒，集中精神 • 注意記者所聽見的、看 見的及抄錄的內容 • 離題 : 主動提供主題以外 或無關痛癢的資訊 • 在準備不足下回應提問 • 使用／重複負面或敏感字 眼 • 不斷否定對方的說法 • 反復問「你明白我的意思 嗎﹖」 • 激動 Do’s Don’ts 119
- 120. 總結：要認識傳媒、才懂得面對傳媒 • 競爭激烈 • 記者素質參差 • 工作時間緊迫 • 著重獨家 / 不求獨家， 只怕獨無 • 市民記憶時間短暫 • 滾雪球效應 • 譁眾取寵甚於事實 • 狗仔隊 編輯 ：好消息不是新聞，壞消息才是 120
- 122. 大 媒體的眾 威力 你無法避免它，與之共存 成功案例 練習 ... 練習 ... 練習 ... ... 總結 122
- 123. Evaluation stage • Review and evaluate the success or strategic campaign processes to serve as control and bench mark for future decision making • Use a media occasion as evaluation tool
- 124. 影片 : 私院無需交稅加價被質疑 私院無需交 加價被質疑稅 - 2011/12/10 http://cablenews.i-cable.com/webapps/news_video/index.php? news_id=373470 124
- 125. Exercise VIII: Prepare three key messages (basing on the programme / service you design), and Q/As for the following: • Press conference • Press interview • Radio interview • TV interview
- 127. 你的工具 , 除你之外… 127
- 128. 主要訊息
- 130. 傳遞主要訊息 130
- 131. Revisit the skills of spokesman
- 132. 技巧一 : 撘橋 (Bridging) 132
- 133. 撘橋 (Bridging) 的例子 • 這是一個很好的問題，但 ...... • 這是值得探討的，讓我們首先 ..... 133
- 134. 技巧二 : 插旗 (Flagging) 134
- 135. 終極技巧 135
- 136. 136
- 137. 接受不同媒體訪問技巧 1. 一般媒體 有問必答 2. 電台 音室錄 望向主持人 望著麥克風 3. 電視 音室錄 望著鏡頭 望向主持人 4. 訪問 ( 電視 ) 周圍望 望著鏡頭 集中望向 1 人 ( 通常電視記者 ) 137
- 139. 139
- 141. Conclusion: Corporate and communication strategies revisited • In order to achieve the options, long term objectives and strategies have to be in place • Annual objectives and short term strategies that are compatible with long term objectives and strategies have to be in place • Ethical considerations have to be incorporated into the decision-making cycle
- 142. Corporate and communication strategies • Why do you need to communicate? • What to communicate? • Who to communicate? • To whom? • When to communicate? How often? • Where to communicate? • How to communicate?
Notas del editor
- Good Morning, Mr. Low and Mr. Li. My name is HONG Wing, you can call me Horace. I’m glad to have this opportunity to give a presentation in the Professional Assessment for the Chartered Status in Civil Discipline of The HKIE. The topic of my presentation is “Traffic Impact Assessment in Wan Chai South Area.”
- 3 steps of Preparation Go over in your mind the sort of questions you would least like to answer Envision the headline Prepare the messages and facts to realise the envisioned headline
- 3 steps of Preparation Go over in your mind the sort of questions you would least like to answer Envision the headline Prepare the messages and facts to realise the envisioned headline
- Delivering key messages is the main (and only) job of a spokesperson You deliver, reporters (may) get. If you don’t , they pick and choose . Craft the headline your want to see, write your own quote (sound-bite)
- Visuals speak louder than words, but sound-bites help The studio can be an uncomfortable place Don’t refuse make-up Dress properly, adjust your shirt, suit or skirt Only safe when you put off your mic and leave the studio 視覺事實勝於雄辯，但聲音叮咬説明 錄影廠可以是一個不舒服環境 不要拒絕化妝 衣著整齊，調整襯衫，西裝或裙子 唯一安全的，當你把你的話筒，離開了演播室 冷靜 不要讓你的眼神徘徊，直視採訪者 不要擺弄你的領帶，鈕扣，或手指，不要劃傷你的身體！ 坐姿端正（背靠椅子） 手部動作將有助於一個點，並提請注意
- Get attention and mind the time Always get out the key points up front (Grasp attention, easy for editing) Answers should not be too long When it’s live, use the last answer well The use of “Yes/No” and silence Use your voice Raise it, speak up ! Be conversant, but don’t mumble 引起別人注意注意時間 總是出前面要點（掌握的注意，編輯簡單） 答案不能太長 當它的生存，使用以及最後的答案 的“是 / 否“，用沉默 用你的聲音 提高聲音 要精通，但不咕噥
- Get attention and mind the time Always get out the key points up front (Grasp attention, easy for editing) Answers should not be too long When it’s live, use the last answer well The use of “Yes/No” and silence Use your voice Raise it, speak up ! Be conversant, but don’t mumble 引起別人注意注意時間 總是出前面要點（掌握的注意，編輯簡單） 答案不能太長 當它的生存，使用以及最後的答案 的“是 / 否“，用沉默 用你的聲音 提高聲音 要精通，但不咕噥
- Why: corp image. What: content. Who: spokesman. To whom: stakeholders list and relations. When: plan, schedule. Where: channels, method. How: open, accountable, transparent