Developing Corporate Communications Strategy for

NGOs at a workshop organized by HK Council of Social Service

Annita MAUannitakmau@yahoo.com.hk

20 and 27 June 2013

Rundown

• Morning session: 930am – 1230pm • Afternoon session: 2pm – 5pm

Today and 27 June, we:

• Design • Plan• Implement• Evaluate Corporate communication strategies together,

by employing exercise, game, group discussion, role play

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

Grouping and role playing

Service area

• Elderly• Children and youth• Family• Rehabilitation

Targets

• New arrivals from Mainland• Southern Asians residing in HK• People with emotional problems• People with health problems

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

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

Four organizations are born

1234

Before we

• Design and plan• Implement• Evaluate Corporate communication strategies together,

by employing exercise, game, group discussion, role play

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

Before that:

• Creativity journey• Design thinking

“Life is trying things to see if they work." Ray Bradbury

When you come to a roadblock, take a detour.

-Mary Kay Ash

It's not that I'm so smart, it's just that I stay with problems longer.

- Albert Einstein

It's not that I'm so smart, it's just that I stay with problems longer.

- Albert Einstein

Creative Problem Solving is not a destination….. It is a journey….

“Life is a continuous exercise in creative problem solving.”

-Michael J. Gelb

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

WHAT ARE IN A

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VALUES, IDEAS,

AND PERSONALITY

24

These are Top Ten Global Brands in 2009

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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

http://www.interbrand.com/en/best-global-brands/2012/Best-Global-Brands-2012-Brand-View.aspx

• Coca-Cola?• Cool• Microsoft?• High tech• McDonald’s?• Family • Disney?• Happy • Harley Davison?• Freedom• Apple?• Style

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NGO brands?

• Global NGOs like Amnesty International and World Wildlife Federation score higher than Microsoft and Coca-Cola

Tracked by Edelman PR

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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

Local NGO brands …

30

WHAT ARE IN A

31

• 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

Successful brands are

• Credible, meaningful, unique, holistic, sustainable, clear, consistent

• Determined and owned by your customers when they evaluate their experience with you

33

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

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

Communication strategies

Design stageImplementation stage

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

• Assess the external environment, in terms of competitive and contextual factors

• Use SWOT analysis

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.

Exercise II: SWOT analysis

By now you have:

• Assessed the external environment, in terms of competitive and contextual factors

• Next, you develop options (solutions)

Options

• Analyse possible options which match the organization profile with the external environment

• Identify desired options in the context of organization mission

Options generating needs creativity

• Some creativity thinking exercises

Exercise IIIa - Use four connected straight lines to join the nine dots, once finished, show your hand

Exercise IIIb

• 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

Exercise V - Which of the following figure is most different from others?

We need to:

• Think outside the box• Develop elasticity• Develop flexibility Develop visual thinking (creativity) skills

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

You have a list of options, next you implement them

Implementation stage

• Develop stakeholder relations• Devise a list and tasks

Community relations facilitate you to:

• Communicate to all prioritised stakeholder groups the desired options for easier implementation

Community Relations: promoting positive image in

the community

Promoting positive image in the community

Promoting positive image in the community

Promoting positive image in the community

Promoting positive image in the community

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

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

• Volunteers• Support• Sponsorship

What the community has to give in return?

Exercise VII: Implementation stage

• Develop stakeholder relations• Devise a list and tasks

Developing Corporate Communications Strategy for NGOs

Annita MAUannitakmau@yahoo.com.hk

23 and 30 May 2013

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 …

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Case I In 2006, someone wanted a set of traffic lights installed in Causeway Bay

A developer wants to have a set of traffic lights installed in front of its commercial building

To increase pedestrians and customers flow

Overview

Junction of Yee Wo Street and Pennington Street, Causeway Bay

The developer hired a PA consultancy

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?

Liaison / lobbying targets

• TD• District Council and relevant sub-

committee• Rehabilitation groups and disabled

individuals

On-going challenges

• Change of personnel in TD• Bus companies’ objections• Reaction of rehabilitation groups,

individuals?• District Council’s support?• A lengthy process

Outcome – after long and persistent lobby, basing

on the community relations built

• TD submits proposal to DC sub committee

銅鑼灣交通改善計劃

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

建議的交通改善方案 – Before

方案一

• 准許車輛於摩頓台北行右轉往高士威道東行 建議的交通改善方案 - 方案一

建議的交通改善方案 – Before

方案二

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

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

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

Case II

83

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

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

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

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

• 350 beds• Child and family friendly environment• Public/private professional working arrangement• Location• Research and training• Independent foundation• Costs and funding

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Challenges in communication

Four million population needs one CSHPresent service: fragmented, not tailor made Impact of better health programmes to prevent

diseasesDevelopment and application of technologiesChanging 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

• 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

Ming Pao4 Feb 2008

92

93

94

THE BEST OUTCOME OF COMMUNITY ENGAGEMENT: SOMETIMES IS INDIRECT…

96

Now, you have:

• An organization with name• With mission and identity• Which will carry out programme for targets ,

with stakeholder list and tasks developed

Next, design media activities to promote your programme /service.

Before that, you need to know their dynamics

媒體環境

99

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

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

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

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

香港主要社交網路平臺

FacebookYoutube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

發言人技巧

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

傳媒常用的訪問技巧封閉式－引導你答「是」或「不是」

「你是否認同…」「這說法對不對…」

回應「簡而言之…」「我意思是…」

107

傳媒常用的訪問技巧訴諸情感式，讓您得到安全感，以為可以暢所欲言 ---

( 我現在關掉答錄機…交換名片時… )

對待您友善，但最終可能全寫出來了對策：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

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……」）

就某一件事情步步進迫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

發言人的目標與責任110

預備工夫111

傳遞主要訊息

112

主要資訊金字塔

113

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

應付突擊采訪115

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

電臺訪問 : 控制好時間和聲線

117

報章訪問－資料充分、重點清晰

118

• 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

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

「我感覺在香港媒體來講，批評和表揚相比，批評更是新聞，相同和衝突相比，衝突更是新聞，負面和成績相比，負面更是新聞。」

中聯辦文體宣傳部長郝鐵川

121

大眾媒體的威力你無法避免它，與之共存成功案例練習 ... 練習 ... 練習 ... ...

總結

122

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

影片 : 私院無需交稅加價被質疑

私院無需交稅加價被質疑 - 2011/12/10

http://cablenews.i-cable.com/webapps/news_video/index.php?news_id=373470

124

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

PresentPerception目前看法

DesiredPerception期望看法

Activities活動

Message訊息

有效的溝通改變觀感

你的工具 , 除你之外…

127

主要訊息

主要訊息

129

對市民有什麽影響？（對象：市民大眾）

傳遞主要訊息130

Revisit the skills of spokesman

技巧一 :撘橋 (Bridging)132

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

技巧二 : 插旗 (Flagging)134

終極技巧

135

136

接受不同媒體訪問技巧1. 一般媒體

有問必答

2. 電台錄音室望向主持人

望著麥克風

3. 電視錄音室望著鏡頭

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

Exercise IX: Practice

139

媒體關係 vs. 報導

負面報導

負面報導

明白媒體明白媒體

培訓培訓

媒體關係媒體關係

嚐血大白鯊嚐血大白鯊

爸爸都冇情講爸爸都冇情講醜聞 / 失誤醜聞 / 失誤

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

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?

http://www.imdb.com/video/imdb/vi2846949657/

Mr Magorium’s Wonder Emporium