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Effective
strategies aren't just written on paper; they're lived by committed
and capable people. |
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| Organizations
are defined by people. Strategies may be codified on paper, but
their implementation – and ultimate value – is determined
by diverse stakeholders, including staff, board members, customers,
constituents, beneficiaries, and the public at large.
Whether internal and external stakeholders understand, value, and
support a strategy depends on how they experience an organization's
integrity, communications, and track record of engagement.
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Build
and protect a positive reputation among stakeholders through
proactive brand strategy. |
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Understand
and prioritize needs of different constituencies through intelligent
stakeholder segmentation. |
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Connect
with key stakeholder groups through targeted communications
campaign management. |
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Identify
and develop productive alliances
within and across fields. |
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A brand is to an organization what a reputation is to an individual - difficult to build but remarkably easy to lose. Every organization has a unique identity, comprised of its values, reputation, and behavior. Communicating this identity to stakeholders is vital to an organization's effectiveness - it forges a set of expectations among stakeholders that elicits support or opposition, and influence a range of decisions from whether to participate in a program to what, if any, financial support to give.
Brand equity is not a static resource, but rather requires constant replenishment by providing positive experiences and delivering on expectations. Trust grows slowly but can be destroyed quickly; therefore, a good strategy continually builds and protects this trust over time. By analyzing an organization's current brand position and the key forces that affect it, GivingWorks helps clients attract the desired relationships, associations, and support central to their missions.
Highlight:
Principles of Brand Equity and Reputation Building
Brand equity is often thought of as
the quality of a company's advertising or image in the market,
but this view is limiting and does not recognize some fundamental
principles of brand management:
- Brand equity is a dynamic reservoir
of stakeholder perceptions that influence their choices
over time
- Brand equity has positive value
only if it has the potential to influence stakeholder
choices in the future.
- "Loyalty" is often suggestive
but not necessarily a definitive indicator of brand equity.
Often, it may simply indicate the lack of a good alternative.
- Brand equity is highly sensitive
to trust. Trust grows slowly, but erodes rapidly.
- While brand equity is an intangible,
its economic and social value can be measured and managed
with far greater rigor and confidence than is common today.
GivingWorks President Nazir Ahmad, working with some of
the world's top consumer marketing companies, pioneered
this approach to brand-building
for commercial enterprises. Today, GivingWorks leads
the way in adapting this powerful methodology to help public
and non-profit organizations become better stewards of their
reputations.
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The health and vitality of public service organizations depends on the support of multiple constituencies. Effectively engaging these stakeholders requires a nuanced understanding of who they are, what they need, and how they contribute.
GivingWorks helps decision makers determine how best to engage diverse stakeholders. Our state of the art methods of stakeholder analysis go beyond surveys and focus groups. Our unique combination of analytical and anthropological approaches reveals emerging trends and untapped opportunities.
We tailor our segmentation work to meet the particular needs of our clients. Stakeholder segmentation can support internal change efforts as well as external communication campaigns.
Highlight:
Segmenting Constituencies
The mission of one client, an intergovernmental organization, depends on its relationship with member governments, NGOs, the media, and others. GivingWorks was engaged to help this organization to improve its dialogue with these key stakeholders. Our analysis showed the critical need to better match channels and content of communications to the needs and interests of multiple audiences. Drawing on interviews, internal documents, and independent research, we produced an audience segmentation scheme, which outlined stakeholder concerns, identified preferred communication channels, and proposed specific steps to improve audience engagement. |
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| Communications Campaign Management |
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The sustainability of public benefit organizations depends not only on their services, but their ability to speak to stakeholder concerns. GivingWorks helps client organizations effectively communicate the lessons and results of their work.
In an age of skepticism, this takes more than public relations. Converting skeptics to stewards requires transparency and two-way conversation. Positive support can be built and reinforced with a credible account of the organization's challenges and results.
Our
approach to communications campaign management emphasizes clarity
around purpose and audience. Effective communications campaigns
recognizes differences among audiences, and chooses messages and
communications channels accordingly.
Throughout the
campaign process, we help you define and track meaningful, measurable
outcomes that let you adapt as needs change. Rather than being the
final implementation of a communication strategy, campaigns become
opportunities to refine the broader goals and processes of the organization,
and engage the relevant community in your work.
Highlight:
Creating a Results-based Communication Campaign
Communications is both increasingly
important and difficult in a world of complex issues addressed
by multiple stakeholders. To serve this need, GivingWorks
developed a results-based communications campaign methodology
anchored in audience segments. The step-by-step methodology
has facilitated coordination of activities has among multiple
communicators around measurable results and adaptation of
communications approaches to increase both the relevance and
the effectiveness of outreach and interactions with different
audiences |
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Most social problems are far too big for any one organization to solve alone. The complexity of these problems often demands collaborative solutions, but partnerships themselves are difficult to build and sustain.
To
be successful, a partnership needs to be purpose-driven. Finding
the right potential partners takes time, due diligence, and a keen
understanding of the external environment. GivingWorks' consultants
have experience identifying potential partners and facilitating
cooperative strategies.
Launching
a partnership is only half the battle. Like any relationship, a
partnership requires careful maintenance to remain healthy and productive.
GivingWorks helps monitor the continued "fitness" of a partnership,
and help anticipate and avoid - and when necessary, mitigate - conflicts.
The ultimate test of an alliance is whether the whole is greater
than the sum of the parts. GivingWorks helps clients design partnerships
with clear rules of engagement so that new initiatives and existing
alliances can be made more valuable and effective over time.
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