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Evaluating the supply side for advocacy-related research in Nigeria

Prepared for ENABLE and Adam Smith International

10 November, 2010

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Private & Confidential © 2010 FreshMinds /

Contents

This report is solely for the use of client personnel. No part of it may be

circulated, quoted, or reproduced for distribution outside the client

organisation without prior written approval from FreshMinds Limited.

FreshMinds 229-231 High Holborn London WC1V 7DA

Tel: 020 7692 4300 Fax: 0870 46 01596 www.freshminds.co.uk

1. Introduction to the research

2. Executive summary – Key findings andrecommendations

3. Current RI capacity

4. Market structure

5. Curriculum and training experiences

6. Recommendations

7. Appendix – Individual RI reports

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Introduction

BACKGROUND

ENABLE (Enhancing Nigerian Advocacy for a Better Business Environment) is a DFID-fundedprogramme that aims to enhance the environment for business advocacy in Nigeria.

As part of this broader objective, ENABLE is focused on ensuring that Research Institutions

(RIs) across Nigeria are equipped to provide the necessary evidence base required for

improved advocacy. The research must be high quality and cost-effective. It is also desirablethat research on economic issues be produced as public goods to stimulate debate.

ENABLE has already engaged with several RIs in Nigeria, providing training, support in

engaging the Business Membership Organisation (BMO) market, support in marketing and

dissemination as well as conducting several diagnostic reports. These interventions havereceived mixed results. ENABLE is now interested in developing further engagements that will

help to build capacity amongst RIs to more effect ively contribute to the enhancement of the

environment for business advocacy in Nigeria.

WHAT WE DID

FreshMinds was hired to conduct a review of work doneto date and to offer suggestions for further interventions

that will build capacity amongst selected RIs in the f irst

instance. It is hoped that these interventions, pending

their success, can be rolled out more widely to help

develop the sector as a whole.

Specifically, FreshMinds reviewed all diagnostic reports

and visited five RIs to develop a better understanding of

their strengths and constraints. The results have been

analysed in this report and a number of solutions – bothquick wins for individual RIs, as well as suggestions for

more strategic general interventions, have been

suggested.

Key objectives for the research

Mentoring support to understand and provide solutions to internal constraints affecting partner researchinstitutionsObjective 1

Capacity building on marketing research by public institutions from a consultancy, training andopportunistic response perspectiveObjective 2

Capacity building on effective communication of research which will include the content, medium ofcommunication and packaging of the research itselfObjective 3

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Introduction to the framework for the research

ENABLE has already conceptualised the markets for advocacy and research in Nigeria. The diagrams provide a usefulframework for this research and the report will describe the current state of affairs as well as proposed solutions in relation to the

terms mentioned below – supporting functions, offer (supply), demand and capacity.

[Source or footnotes here]

• Finance andFundraising

• Business Model

Development

• Coordination• Research Skills

• Marketing

• Proposal writing• Product Development

• Market platforms / Networks

• Product Management

Supporting functions

Market for advocacy Market for research

The report will address the current state of and potential improvements to the supporting functions of RIs, as well as the rules – including standards,

guidelines and sector-wide initiatives governing RI behaviour. It will also make reference to the offer (i.e. Supply or research side of the market) as well as

the demand-side (in this case, business membership organisaionts (BMOS) as well as media and government organs). Capacity will refer to the strength

of supporting functions, while incentives are taken to refer to various means of encouraging the interaction between the offer and demand-side.

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Private & Confidential © 2010 FreshMinds / Page 6

Contents




4. Market structure


6. Recommendations


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Key findings

FreshMinds observed the following key findings which are developed further in the body of the report. Key findings concerningindividual Research Institutions are contained in the individual RI reports found in the appendix.

Key finding Detail

RIs demonstrate a strong awareness of the key components of research delivery, particularly with regards

to fieldwork. They are often both creative and technically competent in terms of designing and delivering

research.

A lack of understanding is the keycharacteristic of the advocacy-relatedresearch market

Where some RIs are strong in various types of research, analysis and reporting, others experience

weaknesses. While this can be construed as a negative feature of the market, it also represents an

opportunity to share best practice amongst RIs.Nonetheless, there are significantvariations in strength

Approaching sales from a strategic and structured perspective, allocating responsibility for business

development and effectively marketing to potential clients were broadly problematic for all RIs investigatedto varying degrees. Perhaps most importantly, firms often seem to struggle to put clients at the centre of

what they do – from pitching work, to analysing data, to delivering reports. While certain cases of good

practice exist, especially at the more commercial firms, there is still room for education and improvement

as well as an opportunity to transfer good practice across firms.

And there are some weaknessesacross the board

Capacity was a problem for most firms. In some cases (NOI, CPPA) this was due to the fact that they are

new organisations while at CDR it owed mainly to their status as an NGO and thus donor-reliant. The more

established firms, UNILAG and MMS, were less constrained by capacity.

Capacity problems accentuate

weaknesses

Even some of the firms that have strong mission statements, clear purposes and targeted objectives arenot as effective as they should be in translating those objectives into plans. There is a gap, in many cases,

between strategy and implementation. Allocation of responsibility and targeting staff (in terms of revenue,

projects delivered, types of work done, etc.) are clear areas for development.

As does the ability to translate strategyinto objectives and plans

While most firms have a good understanding of what advocacy-related research entails, they lack an

understanding of Business Membership Organisations and while they perceive an opportunity, they feel

that there are several key barriers. These include the inability of BMOs to pay for research, their lack of

understanding of research and their inability to lobby effectively for their members.

There are also perceived demand-sideweaknesses

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Key findings continued

Key finding Detail

Perhaps most importantly a lack of understanding on both sides (in terms of what the needs of BMOs are,

on the one hand, and how they can be adequately served through research on the other) pervades themarket and is currently making engagement difficult.

A lack of understanding characterisesthe market

Educating both BMOs and RIs of their respective needs and capabilities is essential for market

development. Nonetheless, given the hesitancy and scepticism that exists on both sides of the equation,

While RIs are positive about the opportunity, it is essential that explicit interventions designed to better

market exchange be well thought-out, effect ive and engaging. The failure of such interventions will only

confirm the negative perceptions held by RIs and BMOs.

Given this lack of knowledge,education is essential

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Recommendations Detail

Various RIs have developed good practice. They recognise that it is in their best interest to collaborate

further in order to grow opportunities for the sector as a whole. This is an important advantage for ENABLE

that should be capitalised on.

Any solution should leverage existinggood practice and the interest inincreased RI collaboration

Undoubtedly weaknesses exist at RIs, particularly in sales and marketing. Training, involving outsideproviders where necessary, is highly recommended as an approach to improving RI areas of weaknesses.

Strengthening RI supporting functionsand capacity will make them moreeffective in delivering advocacyresearch

The good will shown towards the prospect of working together should be explored in more detail. The

prospect of a research association offers many advantage by providing a forum through which to share

best practice, organise training, disseminate relevant research and market the merits of the industry to a

wider audience. ENABLE is well positioned to facilitate this exploration.

The development of a researchassociation and/or an advocacynetwork should be explored

While FreshMinds could not explore this idea in any great depth with RIs, let alone a broader set of

stakeholders, an advocacy-related research association would help to tackle several key issues faced bythe market. It would encourage education of all parties, bring diverse parties together and provide a

platform for the distribution of research. Once again, ENABLE is well positioned to facilitate this work.

The prospect of an advocacy-relatedresearch association or network couldalso be explored

The pilot project will serve to bring a BMO and RI together to conduct valuable research which can then be

shared with the wider BMO, RI, media and government sectors to sell the merits of using research for

public policy. ENABLE is ideally placed to select participating institutions, help direct the research and

ensure that the results are widely disseminated.

A pilot project will give BMOs aspecific and tangible output toconsider and evaluate

It should be re-stated that FreshMinds has based its conclusions on several interviews and diagnostic

reports with RIs as well as its own experience in research and consulting. These conclusions and

recommendations should be discussed with key stakeholders before any implementation.Solutions should be considered furtherbefore implementation

Recommendations

This slide contains a summary of our recommendations. These recommendations, as well as implementation outlines aredeveloped further in the main body of the report.

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Contents




4. Market structure


6. Recommendations


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Current RI Capacity - Introduction

The first section of the report evaluates the capacity and supporting functions of research firms, both from organisationaloperational perspectives.

• Business models and finance / fundraising

• Strategy formulation

• Sales force structure

• Proposal writing and winning work

• Research skills – in terms of project management, technical research skills, analysis and reporting

• Marketing and dissemination – including dissemination, market platforms and websites

The market structureIn order to understand how to drive

the advocacy-related market forward

from a Research Institution

perspective, it is necessary to first

evaluate Research Institutions.

As the diagram on the right of the

page suggests, the ResearchInstitution or supply-side consists of

capacity and supporting functions,

both of which can be broken down

further.

This section will assess the current

capacity and supporting functions of

Research Institutions, focusing on

significant gaps across the sector.

The individual RI reports focus moreon identifying individual RIweaknesses, though these will

sometimes be highlighted in the

report to illustrate a particular issue.

Capacity

Supporting functions

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Business model characterisation

Business models and finance/fundraising

Commercially –focused

Risks: From an advocacy-related research perspective, such firms may beunwilling to engage, especially if the work is not profitable or involves a high cost ofsale.

Opportunities: More commercially-focused firms are more likely to develop astructured approach to winning business, to develop a client-focus and to developspecific business functions (marketing, strategy, business development).

Donor-fundedRisks: Funding is less secure and can involve a disproportionate commitment togrant writing. The donor-focus can impede the development of a more structured,rigorous approach to business development and marketing.

Opportunities: Without an equivalent commercial imperative, such organisationsare in a better position to deliver research that is designed for public consumption.

Broad-based

Risks: Undertaking a wide range of activities (both in terms of sector focus andmethodology) risks confusing potential targets as to a firm’s positioning andexpertise. Firms undertaking multiple workstreams need to ensure that there is an‘idea’ which ties to the firms activities together. Broad-based firms also risk

spreading resources too thinly to develop specialisms in certain areas.

Opportunities: Firms can leverage their strengths in different areas when comingto a solution for a client. Being flexible with methodologies allows firms to pick theright approach every time, rather than merely justifying their approach.

Niche-focused

Risks: A firm with too great a niche will limit its business opportunities, especiallyin an underdeveloped market.

Opportunities: Firms can build up a reputation that is concrete and justifiable asMMS has in the media sector and NOI has when it comes to their scientificapproach. It also allows firms to focus resources and build on strengths.

All five organisations have slightly different business models in terms of revenue-generation and approach. These models bringwith them inherent strengths and weaknesses not only in relation to delivering advocacy-related research but also in terms of

innovating and improving the quality of their product.

CRD

NOI Polls

MMS

CPPA

D o n o r - f u n d e d

C o m m

e r c i a l l y - f u n d e d

Activity focus

R e v e n u e g e n e r a t i o n

Niche-focusedBroad-based

UNILAG

1

3

2

Denotes explicitlystated strategicdirection

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Strategy formulation

While all five RIs had an articulated proposition and an idea of their current and future objectives, the degree to which these wererigorously laid out and linked to future actions and investments was extremely varied. Many RIs lack effective mechanisms for

translating strategy into action.

Strategy formulationRI strategy tends to be formulated at CEO/Board level. While this is

appropriate in principal, there is an opportunity to draw more from current

employees, especially more senior managers, who are in a position to

provide insights derived from actually undertaking research and serving

business functions.

Translating strategy into operationsEven where communication is strong from the board down to the associate

level, few organisations formalise the process of strategy development and

translation into plans with associated targets. Improvements could be

made:

1. Regular meetings

2. Roles and responsibilities laid out

3. Distilling general strategy into a plan for business functions4. Clear metrics for achievement

Mission statement Strategic vision Current strategy

document

Effective linking of

strategy to operations

Effective articulation of

strategy within meeting

CPPA

UNILAG

Consult

MMS

CDR

NOI

The degree to which each ball is filled in denotes the degree to which each of the attributes is

accomplished. A full ball represents fully completed. This evaluation is qualitative.

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Identifying clients and winning work – sales structure

The current sales approach at most firms is driven by the MD / Board and characterised by a lack of strategic priority, theabsence of sales targets and no ultimate responsibility.

Drivers of current sales approachThe deficiencies in the current sales

approach owe to several factors, found to

a greater and lesser extent across RIs:

> Culture – The commercially-oriented

firms, as expected are more focused

on winning business and tend to have

or are planning to have, staff withbusiness development or sales

responsibilities and use sales

information more effectively. For NGO

and think-type firms, the sales mindset

is less developed.

> Capacity – In some cases staff

capacity and funding/revenue

constraints preclude investment into

the sales area though such constraints

should not preclude making smallchanges to the general approach.> Inexperience – In some cases the idea

of approaching sales as sales and

being strategic is simply not an area

that firms have experience of and thus

they will need to be trained in these

areas.

Current sales approachThe current sales approach at most firms is unstructured. While it is appropriate to use the firm’s network

to secure business as much as possible, RIs should consider structuring their sales team (or at least their

sales process) in a more strategic way.

There are several elements of weak sales practice which should be addressed:

• Poor development of an understanding of client needs – Many RIs do not go through a structured

consultation with prospective clients to understand their priorities and how RIs can help.

• Dependency on unsolicited proposals – Some firms’ main sales focus has been on writing

unsolicited proposals which increase cost and risk of sale, especially when those firms have notconsulted prospective targets about current priorities.

• Poor use of sales information – Some firms do not systematically track sales information (such as

proposals won and lost, reasons why, types of work won, client objectives, etc.).

• Poor allocation of responsibility – Often the responsibility for sales rests with the team as a whole

and individuals are not assigned specific areas of focus or targets on revenue generation.

• A lack of prioritisation – In some cases, firms tend to engage prospective clients on a whim, without

focus. This can lead to the pursuit of unprofitable or unsuitable clients and inhibits a firm from

developing a good understanding of and / or specialty in serving particular clients and addressing

particular issues.

Clientuniverse RI

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Delivery – Analysis and reporting

Analysis and reporting amongst certain organisations is limited in its effectiveness mainly by the fact that reports and analysisare not as focused on client priorities and objective as they should be.

Summary of barriers tomore effective reporting

1. Capacity in analyticaltechniques andreportingmechanisms –

Capacity to undertakecertain types of

analysis in some RIs is

limited. However, in

many cases

consultants with these

skills can be sourced.

2. An inability to think interms of client needs – a more significant

problem is the fact thatRIs often do not

approach the analysis

with their clients needs

in mind. Consequently,

RIs do note succeed in

making the analysis as

relevant as it should be,

thereby demonstrating

value to clients.

1.Analysis is not alwaysrigorous

Analysis is often

descriptive and does not

always make use of all of

the data gathered.

In some instances all data

presented was top-line,

while additional analysis

(by region, by sector, etc.)

was possible.

2. Report structures donot highlight key

findings

Many RIs can do a better

job of developing reporting

structures that address the

issue in question, make iteasy to locate information

and navigate through the

report and get the thrust of

the main argument quickly.

Currently, many reports do

not include executive

summaries or clearly

marked chapters which

makes it difficult forreaders to absorb

information quickly.

3. Reports are not asinteresting as they could

be

Reports are too often text

heavy, descriptive and/or

repetitive. Moreover, they

are not always sufficientlyaligned to client objectives

or written in client

language in a way that will

keep client interest.

There is an opportunity to

increase client focus and

to present data in more

innovative ways to improve

the quality of the output.

4. Reports are notalways delivered in the

right medium

While different projects will

require different outputs,

some organisations seem

to be oblivious to theneeds of their wider

stakeholders.

Some reports are

published as books,

without summary reports

or press releases to

appeal to wider

constituents. As such

arguments remainconfined to the publication

rather than being

circulated more widely and

thereby increasing their

potential to inform debate

and impact on policy

decisions.

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Dissemination

While there is a good mix of strong dissemination methods amongst the sector as a whole, not all RIs make use of all thetechniques that could be appropriate and could show more consideration for their audience.

The market structureSummary of barriers to moreeffective dissemination

1. Organisational structure –

Most RIs do not assign

responsibility for partnerships or

marketing to any one individual.

2. Capacity – The size andbudgets of certain organisations

precludes assigning staff to fill

marketing and partnership

working roles. Even where RIs

have nominated personnel, the

reality of managing the

business day-to-day means that

they generally focus on more

core business roles.

3. Partnerships – In some cases,RIs have not developedpartnerships with the press and

other organisations who could

effectively distribute findings.

4. Business models – In certain

cases, private companies do

not disseminate findings of

public interest as their clients

own the IP.

Current methods of dissemination

There is a good breadth of delivery and dissemination

mechanisms across the groups canvassed:• Summary reports for clients

• Press releases

• Website availability

• Presentations• Town halls

• Newspaper partnerships

Nonetheless, not all organisations have a full grasp of the

range of tools at their disposal. Thus not all organisations

engage with the press by writing press releases aboutrecent reports, not all publish past reports on their

websites and not all of them inform relevant clients or

targets about work recently completed. This not only

dampens the impact of the output for advocacy purposes,but it misses out on a key marketing and business

development opportunity.

Reporting for the audience

While certain forms of reporting and dissemination

will be more appropriate than others based on the

nature of the audience and the nature of the

project, many RIs stick to a house-style which is

not effective across the diverse audiences that

they could and should be engaging.

CDR provided the best example. Their approach

is academic and much of their research is

published as bound books. The books do not

include executive summaries, highlight reports for

different audiences and are published without an

accompanying press release to engage

journalists. The sheer weight of the volume and

academic style of the prose helps to ensure that

key messages remain unknown to larger, viableconstituencies.

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Dissemination – web sites

A number of firms demonstrate a certain effectiveness in their websites. The website of NOI polls is by far the best, as it is easyto navigate and includes links to past research, giving web browsers an understanding of their business as well as access to the

important data sets.

NOI website – best practice

• The menu bar at the top of the site include links to a

variety of useful web pages, including a database of

past poll results, a schedule of upcoming events and

detailed information about products to inform

prospective clients of the offering.

• Including recent poll data allows clients and other

stakeholders to quickly get a sense of the type of

research NOI provides, educating clients and

stakeholders about the company.

• The site publishes past poll results

as a resource to companies,

individuals, and policy-makers,

thereby positioning research as apublic good and encouraging a

culture of dissemination. The

publication of results is also useful

in informing any potential clients of

what they might receive and

potentially in providing inspiration

for particular research pieces to

commission.

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Contents




4. Market structure


6. Recommendations


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Market structure - introduction

While the capacity and supporting functions of Research Institutions throw up a number of challenges in terms of developing themarket, the market structure itself and the relationship between the offer and demand sides must also be explored before

formulating any market improvement strategy.

The market structureIt is important to state that this

research project focused exclusively

on the offer-side of the market as

FreshMinds only spoke to staff at

Research Institutions.

Nonetheless, conversations with RIs

did necessarily address thedemand-side of the market, with

particular focus on Business

Membership Organisations.

As such this evaluation of the

market structure is mainly an

evaluation of RI perceptions of the

market structure, further

substantiated by conversations with

other ENABLE consultants.

Further work should be done to

match ENABLE’s understanding of

the market with the ideas presented

here.

• Understanding RI interaction with the demand-side in terms of evaluating targets and winning

work.

• Understanding the interactions between those components – Business Membership

Organisations, Media outlet, Policy makers and RIs – that make up the advocacy-related

research market .

• Understanding Business Membership Organisation weaknesses and how they interact with

RIs.

Understanding market exchange and incentives

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RI interaction with clients – learning from pitching for work

The market’s structure, sales cycle and widely held beliefs about winning work do not encourage quality improvement or

innovation, nor do they incentivise firms to pitch their business outside of their immediate network.

The market structure Winning clients from within the network (current situation)

Initial engagement

Winning work from known clients is

common, reinforcing the need to grow

the network

Proposal submission Decision

Yes

No Feedback is rarely communicated in aneffective way

The majority of contracts are

awarded by clients to organisations

they are familiar with. While this is

regular practice and firms will

generally concentrate on

opportunities with a low cost of sale,

certain characteristics of this

process adversely affect marketdevelopment.

The fact that most work derives from

known clients within a firm’s network

focuses attention on improving the

quality of the network rather than

improving the quality of proposals.

This view is reinforced by a lack of

transparency in the project awarding

process, whereby few demand-sideorganisations give feedback on the

proposal and pitching process which

gives RIs no direct means of

proposal and design improvement

and also contributes to the

perception that contracts are

awarded on the basis of knowledge.

Winning clients from outside the network (current situation)

Initial engagement

This happens less often, focusing

attention on known clients andperpetuating the belief that relationships

drive sales.

Proposal submission Decision

Yes

No When proposals are rejected, few targets

send feedback, eliminating a key

opportunity to learn and reinforcing the

perception that contracts go to friends.

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External barriers

Despite demonstrable RI capability and enthusiasm for undertaking advocacy-related research, the prospect for doing so isinhibited by both BMOs and government organs, according to Research Institutions.

Business Member OrganisationsWhile RIs uniformly perceived an opportunity to

work with BMOs, they also identified a number of

challenges which will be elaborated in more detail

on the slide below:

> A poor of understanding of value

> Scepticism towards data validity

> A lack of knowledge about providers> Expense / unwillingness to pay

> Poor understanding of their own sector issues

> Poor understanding of public advocacy

> BMO as vehicle for personal recognition

Magnitude of challenge

ResearchInstitutions

BusinessMember

Organisations

Policy makers Media

Low levels of knowledge onboth sides and a lack of

appreciation from BMOs

(developed further on next

slide)

Strength of relationships

varies across RIs. No

culture of using evidence

to support policy

Journalists often do not

interpret research correctlywhile RIs do not always

have strong relationships

with the media or produce

information in a suitable

format

BMOs are often ill-

equipped to lobby and

corruption characterises

some of this exchange

Moderate challenge that can beaddressed incrementally by ENABLE

More significant challenge asperceived by RIs

Magnitude and nature of challenge

unknown based on scope of this

particular project

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Contents




4. Market structure


6. Recommendations


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Curriculum and training experiences

All of the RIs interviewed participated in the ENABLE training and have had training in the curriculum. Both initiatives have beenwell-regarded by RIs and have helped them develop skills, particularly at more junior levels. The curriculum however, has not

been rolled out more broadly, due to capacity constraints as well as internal priorities.

ENABLE has evidently developed

effective training that is regarded as

useful by RIs, particularly in the

realm of report-writing and

approaching primary research in a

more scientific way.

The research is perceived to be ofgreat use to junior to mid-ranking

staff and has the advantage of

being widely applicable. Some of

the suggestions that RIs made in

terms of the research skills they

were looking to develop are quite

specific and probably too niche to

deliver in a broad training initiative

(For example, CPPA is interested in

developing capacity in comparative

research techniques andCocharane systematic reviews).

While the curriculum was seen to

be useful, it is not suff icient to

breakdown other barriers that

impede work with BMOs.

CurriculumDespite the appreciation for the ENABLE curriculum as a valuable tool, it has not been adopted and rolled out

widely. Once again, capacity is cited as a major constraint. This is undoubtedly true, and in the main it is due to

the fact that RIs feel they need to focus on their core business activities.

Nonetheless, perceptions of the BMO opportunity may also constrain the use of the curriculum. Firms, while

recognising BMOs as an opportunity, often feel that they are a difficult one to understand, let alone grasp, the

curriculum has not overcome this barrier.

In the case of CDR, they are considering the roll out of the curriculum but require board approval which will not

come until the New Year at the earliest.

It was highly participatoryCDR

ENABLE Training modulesThe training delivered by ENABLE was uniformly well received and was praised for its content, structure and

methodology

The best part was onsampling and we areusing many elements

nowMMSImproved our skills on

report-writingCDR

We have participated in twoENABLE-sponsored training.The research associate who

attended found the materialwell organized andinstructiveCPPA

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4. Market structure


6. Recommendations


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Supporting functionsA number of supporting functions would benefit from improvement,

but priorities should be:

• Marketing and sales• Proposal writing

• Research skills (Report writing)

While other supporting functions can be improved, these areas

constitute the most immediate opportunities as they are fundamental

to developing RI businesses, can be addressed with a selection of

quick-wins as well as longer term training and development and fall

within ENABLE’s immediate remit.

Recommendations

The following recommendation slides are aimed at strengthening internal RI capacity and supporting functions so that they arebetter equipped to deliver quality research that is useful to clients and thus raises the importance of research as a whole. They

are also aimed at strengthening the inter-relationships between the offer- and demand-side in order to encourage increased useof evidence in advocacy-related research.

Market structure: Coordination and networkingThe market is beset by a lack of understanding on both sides. In

order to create a market for research services, ENABLE should

explore creating greater opportunity for interaction and partnership.Specifically, it could explore the creation of:

• A research association

• An advocacy association

• Pilot BMO-RI engagement

Additional areas to addressThere are also some cross-cutting issues, cultural and behavioural ,

which need to be addressed such as encouraging innovation and

developing a client focus.

Structure of recommendations• This section highlights recommendations according to the categories

listed on the right – supporting functions, market structure and

additional areas.

• For each category we have highlighted suggested changes as well as

implications for ENABLE.

• We have also suggested implementation approaches for each specif ic

area of recommendation

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Summary – addressing supporting functions

FreshMinds has evaluated and assessed the supporting functions outlined by ENABLE and summarised the key issues rankingthem in terms of priority. We have included coordination and market platforms / network here, though we address them in further

detail below in reference to the market structure.

Supporting function Priority and rationale Issues

Sales and marketing High – Necessary in order to raise the profile of RIs and the sector,

to win more work and to disseminate research

Quality and existence of marketing materials, ability to

identify clients, lack of strategic sales approach

Coordination High – As with the above, bringing RIs together can help divide

labour

RIs have an underdeveloped understanding of their

own sector

Proposal writing High – Necessary to win work and can be addressed quickly Client-focus, structure and interest

Research skills High – Necessary to build credibility and convert clients. Severalquick-wins identified

While fieldwork skills are strong, analysis andreporting should be more client focused

Market platforms /

NetworksMed / High – Encouraging interaction will increase opportunities for

learning and can help RIs develop in other areas. It will also be a

cost-effective means of engagement for ENABLE

A lack of RI interaction for marketing, skills

development and dissemination as well as an inability

to access demand

Strategy development Medium – Improved operations and strategy development will

create more efficiency. This is a high priority where strategy is very

thin on the ground or non-existent. Interventions should not attempt

to modify fundamental business models

Development of clearer organisational structures and

responsibilities as well as stronger strategy

formulation

Product development Medium – an understanding of client needs must precede product

development and therefore most RIs are not ready to evolve

products for the BMO market

Few incentives for innovation and low demand

Finance and fundraising Low – Immediate focus should be on supporting business

improvement which should help generate revenue. Fundraising and

sourcing finance is more of a concern for NGO RIs.

Capacity and grant sourcing especially for NGO RIs

Project management Low – adequate grasp of project management in RIs Capacity issues but generally strong

8/6/2019 20101114 - Enable - Final



Recommendations – a strategic approach to sales andmarketing

While undoubtedly capacity within certain organisations will limit the ability to commit resources to the development of certainfunctions, developing a more strategic approach to sales that links marketing, tracks and makes better use of sales data, and

sets targets and priorities, will improve sales efforts and win-ratios.

Current sales approach

Future sales approachThe diagram below is not meant to be a one-size-fits-all model. Rather it is meant to suggest a more strategic alternative which can be adapted to the

circumstance of different organisations.

Clientuniverse RI

Client universe

Sector 1

Sector 2

Sector 3

RIs

Board

Managing Director

Targets set (based oninput from sales forceand MD) on sectorrevenue per year tohold sales accountable

Sales exec / lead consultant



As outlined above, the current sales approach in most firms is vaguely defined, relying on

collective responsibility for sales.

BD / Marketing

The board and MD will continue todevelop network contacts andpass leads on to those responsible

Working with MDs and sales, BDand Marketing can developtargeted approaches and

campaigns

Reasons for success and failure, as well as client needs can belogged and fed back into the sales and marketing process

Client universe

8/6/2019 20101114 - Enable - Final



Recommendations – a strategic approach to sales andmarketing continued

Approaching sales strategically not only requires adequate tools but also an organisational mindset that values and encouragessales. ENABLE can help on both counts by developing or sourcing training on the practicalities of sales, including account

development and tracking sales, as well as working with organisations to help them re-organise their sales approach.

Recommendations for ENABLE:> ENABLE could introduce

targeted sales training around

client engagement, account plan

development, pitching and

closing work to improve the

commercial acumen of RIs.

> ENABLE could work with the

sales functions or nominated

individuals within RIs to train

them in simple ways to collect

and use sales data strategically.

Such training could be

accompanied by data tracking

templates which could be

modified by organisations

accordingly.

Account plan developmentAccount plans should be developed for key clients. These plans may include the following:

Organisations can add relevant information or modify their account plans accordingly. The plans help to store

and consolidate information gained about a client, focus sales and marketing efforts on key issues, and better

plan proposals. They also provide an incentive to collect the right information about a company.

• Amount spent last year

• Target spend for this year

• Key personnel

• Key strategic objectives for

the organisation

• Key sector / business issues

• Types of projects bought

• Reasons for buying / rejecting

past proposals

• Key concerns / responsibilitiesof each key individual

• Perceived weaknesses they

see in you (supplier) /

objections

• Means to dispel / reject those

objections• Key actions to take

Information collection and use throughout the sales processAccount plans should be developed for key clients. These plans should include the following:

Target selection Initial meeting Proposals Win/loss of work

Targets to be

selected strategically

and an initial probe

into recent

developments /

issues conducted

The meeting should

be used to gather

information about

client needs /

objectives and those

insights recorded

Proposals should be

written with a client’s

larger objectives in

mind as well as

considering specific

research needs

Reasons for the win /

loss should be

recorded and used toinform future

meetings and work

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8/6/2019 20101114 - Enable - Final



AwarenessEfforts to make people

aware of the firm through

communications or

fostering word of mouth

ConsiderationEfforts to increase the

potential to be selected to

pitch for the research

ChoiceEfforts to increase the

likelihood of winning work

PreferenceEfforts to increase the

likelihood of winning work

Recommendations – additional marketing improvements

It may be useful for both ENABLE and for RIs to think about their marketing efforts using a framework like the marketingcontinuum or purchase funnel. This framework will help RIs to evaluate their clients’ current knowledge and perceptions of them

and to plan out marketing efforts accordingly.

Recommendations forENABLE> ENABLE should

provide support for RIs

looking to improve their

marketing strategy by

reviewing submissions

and makingsuggestions.

> External marketing

consultants or those

RIs with a better

understanding of

strategic marketing

(MMS) could also be

contracted to providesupport.

Advertising

Presscoverage

White papers

Proposalwriting

Websiteimprovement

Blogs

Networking

Targetedmail-outs

Social media

Reportwriting

Quality clientserviceStronger

clientinsights Advice on

follow-upresearch

Non-customer Repeat customer

8/6/2019 20101114 - Enable - Final



Recommendations – proposal development

A specific element of the sales process, proposal development is a necessary element of winning work. RIs need to show moreclient focus and sell their expertise and credibility more.

Recommendations forENABLE> ENABLE can help RIs

develop proposalwriting skills byorganising training withexternal providers.

> ENABLE could also

highlight best practicein proposal writing bycompiling a guideand/or a resource bookof strong proposals.

> ENABLE couldencourage thedevelopment of astandard feedbacktemplate to be issuedto target clients whodecline proposals.

> ENABLE could helpimplement regularclient satisfactionsurveys which will helpRIs build anunderstanding of whatclients value in terms ofproposals and otherparts of the service.

Use client language andpriorities

Proposals should be

written with clients in mind.

This means using their

language to describe

objectives, terms andcontext.

The proposal should also

regularly refer back to

stated client objectives

and show how the

research will help them

achieve this.

Sell the virtues of theorganisation

Proposals shoulddemonstrate why a firm isbest positioned to do theresearch. RIs shouldinclude some of the

following in all of theirproposals:> A section that explicitly

outlines why a firm isthe best partner,detailing expertise,experience, cultural fit,etc.

> Professionalbiographies introducingthe expertise of teammembers.

> Case studies detailingsimilar work completed,including the problem,solution and outcome.

> Testimonials fromsatisfied clients.

> Lists of high profileclients.

Show clients what theywill receive

While it is of course,

impossible to predict

research outcomes, firms

can use mocked up

deliverables and/orexamples of past

deliverables (anonymised)

to allow clients to envision

what they will get once the

research is completed.

This approach brings the

proposal – and the

research exercise – to life,providing an additional tool

of engagement from the

outset. Mocked up

deliverables should focus

on client objectives and

how firms will present the

data to help solve the

problem at hand.

Template proposals

While already standard

practice at some firms, it is

important, from an

efficiency point of view, to

develop proposal

templates so that certaininformation can be re-used

to save time. Elements

which lend themselves

well to templates, include:

> Proposal structure

> Professional

biographers of team

members

> Case studies> Key information

> Testimonials

> Client lists

8/6/2019 20101114 - Enable - Final



Recommendations – Reporting

Quality output is the best way to secure ongoing work with clients. RIs need to develop a greater client focus in their repor ting,ensure that they are creating value by drawing out implications and report in a way that is appropriate to client needs.

Recommendations for ENABLE

> ENABLE can help RIs develop

report writing skills by

organising training with external

providers.

> ENABLE could also highlightbest practice in proposal writing

by compiling a guide and/or a

resource book of strongproposals.

> ENABLE could also help

connect RIs to external sources

such http://chartporn.org/ which

highlight interesting means of

data representation.

> ENABLE could help implement

regular client satisfaction

surveys which will help RIs

build an understanding of what

clients value in terms of

proposals and other parts of the

service provided.

Report in client language

As with proposals, RIs need to be

more attuned to client language

and client needs when they report.

An executive summary or key

findings should explicitly draw outthe implications of the research in

terms that clients understand.

The report should also, where

relevant, make reference to client

activities and their broader

strategic context.

Explain how the findings can beused

To add value for clients, RIs should

consider a client’s wider objectives.

While answering the research

objectives is a fundamental part ofthe analysis and reporting, RIs

should endeavour to consider how

the data affects the organisation asa whole and how the organisation

can act on it. While certain RIs

offer implementation, even those

that don’t should attempt to draw

out the practical implications of the

data.

Highlighting questions that could

not be answered over the course of

the research, or those that arose

through the process is also useful

for clients and can lead to follow-on

project opportunities.

Report in a way that is useful forclients

RIs should think through how their

outputs will be used and who

constitutes their audience.

Making changes to reportingstructures by including executive

summaries would be a quick win,

but RIs could also explore

producing summary sections fordifferent stakeholders. Moreover,

RIs should think about the

appropriateness of using Microsoft

Word versus a PowerPoint versus

alternative formats such as video.

They should also consider how

they display data and how visual

the report should be.

http://chartporn.org/

http://chartporn.org/

8/6/2019 20101114 - Enable - Final



Recommendations – Additional issues regarding client focusand innovation

A lack of client focus and understanding pervades a number of other capacity and support function issues that some RIscurrently suffer from. RIs need to put clients at the centre of what they are trying to achieve.

Recommendations for ENABLE

> The development of check-lists

(in terms of taking a brief, writing

a proposal and writing reports)

would be useful in that they will

provide RIs with a quick

reference guide to ensure thatinteractions and documents are

more client-focused.

> Leverage existing skills –

ENABLE should evaluate

UNILAG’s consultancy skills

training to assess its suitability

for being rolled out to RIs.

> Secondments with clients can be

a good way to deepenunderstanding.

> Establishing a resource that links

RIs to innovative research

practices.

Client-focusAs mentioned, to greater and lesser degrees across the RIs that FreshMinds interviewed, client-focus is a

problem in the sales process, in project design and in reporting and dissemination.

It is important for RIs to develop more effective means of interacting with clients, clarifying their objectives and

using that information to inform their operations.

This element should be worked into all of ENABLE’s interventions.

InnovationThe current market structure does not easily lend itself to innovation for a number of reasons:

• There is a lack of competition• Work is often won through networks rather than through competitive pitching

• Feedback on proposals and on research reporting is low.

While FreshMinds has suggested ways to strengthen the market and bring both sides together (market wide

initiatives are discussed in the next session) it is also important to encourage individual firms to promote

innovation from within. This can be done by instituting measures that recognise innovation, such as rewarding

internal initiatives and launching internal competitions for new ideas

Innovation is also greatly aided by inspiration. Providing a resource or platform that gives RIs access to

alternative ways of approaching and presenting research could serve to stimulate the market.

8/6/2019 20101114 - Enable - Final



Implementing a training programme

This slide suggests a potential implementation structure for ENABLE in concert with partners. It includes many streams whichshould be prioritised before being developed further. It should also be mentioned that in time and in the event of a successful

launch some of these initiatives could be launched or administered under the auspices of a sector association.

Key focus: To strengthen capacity and supporting functions within key RIs

I m m

e d i a t e l y :

M

o n t h 1

N e a r - t e r m :

M o n t h s 2 - 3

M e d i u m t e r m :

M o n t h s 4 - 7

SALES MARKETING RESEARCH SKILLS CLIENT-FOCUS INNOVATION

Distribution of diagnostic and FreshMinds reports to relevant RIs

Collation of feedback from RIs – This could be accompanied by a feedback form on specific training needs

• Understand trainingneeds with RI input• Proposal writing• Sales data use and

tracking• Sales force

organisation• Account development

• Engage with trainingprovider

• Develop sales training

• Conduct and distributewebsite audit

• Understand trainingneeds:

• Collateraldevelopment

• Disseminationpartnerships

• Engage with trainingprovider

• Develop sales training

• Understand trainingneeds with RI input• Report-writing• Additional analytical

skills• Engage with training

provider

• Develop researchtraining

• Introduce the idea ofsecondments at clientorganisations (esp.BMOs)

• Review all training toensure that client-focusis a core theme

• Introduce a client survey

template for RI use• Compile and distribute

BMO directory

• Distribute bestpractice suggestionsin terms ofchampioning internalinnovation

• Identify key sourcesof good practice

which could bedistributed to

• Roll out sales training• Evaluate training based

on RI feedback• Run subsequent

sessions as appropriate

• Roll out marketingtraining

• Evaluate training basedon RI feedback

• Run subsequentsessions as appropriate

• Roll out research skillstraining

• Evaluate training basedon RI feedback

• Run subsequentsessions as appropriate

• Evaluate secondmentfocus

• Evaluate a selection ofRI proposals / reports togauge training effectives

• Launch best practicein innovation directory

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T a r g e t a u d i e n c e

D e s c r i p t i o n o f

a s s o c i a t i o n

K e y o b j e c t i v e s

• Provide a platform for RIs to come togetherand network.

• Deliver targeted research training.

• Market the research industry as a whole toprospective clients.

• Provide a forum to bring the supply and demand

sides together.

• Train BMOs (and other constituents such as

journalists and public policy decision makers) in

the benefits of advocacy related research.

• Provide a platform to disseminate relevant

advocacy-related research to key stakeholders.

Recommendations – facilitating engagement

While obvious to state, it is important to recognise that research-related advocacy consists of two components – research andadvocacy – which each have their own challenges. One way of addressing such challenges is through the formation of separate

associations.

The market structureBringing diverse organisations

together to form associations is an

option that should be explored, if

not undertaken immediately.

Such associations will provide

excellent forums to bring together

diverse organisations around issuesof mutual interest. It will allow such

organisations to leverage their

collective strengths.

Nonetheless, such associations do

require investments of money and

time from participants. They also

require a baseline level of

participation to give them the scale

necessary to be useful.

Research InstitutionsBusiness Member

Organisations

ResearchAssociation

AdvocacyAssociation /

network

8/6/2019 20101114 - Enable - Final



Recommendations – Research Association

In order to effectively address the current gaps – in skills, in outputs, in strategy and management – that exist within RIs as wellas the gap in knowledge and understanding on the demand-side, RIs can leverage their collective strengths and resources to

great effect by forming a research association .

[Source or footnotes here]

The market structureKey benefitsSuch an endeavour will confer many benefits on the participants:

Provide a platform for RIs to come together and network• This might include regular networking events as well as presentations on key industry

developments from technical and commercial points of view.

• The website of this organisation could also host a comprehensive directory of both RIs and

freelance consultants to help prospective clients identify the right research partner and tobring RIs with complementary skills sets and expertise together.

• The website could also be used to share best practice, inspiring innovation within the sector.

Deliver targeted research training• Training could be delivered to improve technical research capacity in terms of methodology

training and reporting writing but also on operational competencies such as strategy

development, sales and proposal writing training and human resources development,

amongst other things.

• Training provision can also offer another revenue stream to RIs within the network who have

developed training modules in particular areas.

Market the research industry as a whole to prospective clients• Seminars and presentation to educate the demand side about the benefits of research.

• Engaging in PR work to share industry successes and potentially developing industry

events.

Existing capacity for trainingAmongst the RIs interviewed by FreshMinds, there is

already significant capacity to deliver diverse training

and as mentioned, increase revenues, and grow

capacity within the industry. Some of the training

currently taking place includes:

> UNILAG Consult’s Consultancy Skills

> NOI Polls scientific sampling techniques

Other firms are currently provide training which could

be modified to suit the needs of other RIs, while still

more could build on identified strengths to deliver

their own.

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Recommendations – Research Associations continued

There are currently at least two research associations that operate and provide services within Nigeria. There are also a greatnumber of organisations throughout the world that serve as models for what can be achieved. Internal capacity and international

examples should be assessed in developing a Nigerian research platform.

The market structureRecommendations for ENABLE:• Explore capacity of existing

associations such as NIMRA to

serve as such a platform.

• Explore the appetite within Nigeria

amongst RIs to participate in a

research forum (in terms ofneeds, ability to contribute,

attitude towards member fees).

There may be some scepticism,

especially amongst more

academically-oriented

organisations so the exercise may

also involve selling its benefits.

• Explore the potential for

international organisations to

contribute to the development andsupport of a Nigerian body.

Existing capacity in NigeriaOne existing association was

mentioned

Nigerian Market ResearchAssociation> Market research focus

> Training described as good for junior levels

> Website has not been updated in

several years

Nonetheless, this organisations was

only mentioned by one respondentand the majority did not know such

bodies existed. Even if ENABLE

works through existing

organisations, it will need to help

raise the profile of theseorganisations across the sector.

Example from England – The Market Research Society

The Market Research Society (MRS) is a well established membership

organisation that serves the interest of its members in the market

research field. It offers a range of services:

• Networking and events.

• Marketing of the industry (including the provision of a directory and a

research users guide for prospective clients, as well as annualawards and a regular publication).

• Training and qualifications – including one off training sessions,

working groups on particular research issues, and more intensive

diploma and certificate courses.

• The maintenance and stewardship of industry standards – MRS

accreditation is thus a sign of quality.

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Recommendations – Advocacy Association

While a research association will help to build key skills and capacity within RIs and to elevate the profile of the industry as awhole, it will not address ENABLE’s more specific concern of further developing advocacy-related research. An advocacy forum,

on the other hand, could serve as a platform to do just that.

The market structureRecommendations for ENABLE:• As with the Research Association,

ENABLE should explore the

appetite within Nigeria amongst

RIs (as well as journalists, BMOs,

public sector employees,

academics and NGO

practitioners) to participate in aresearch forum in terms of needs,

ability to contribute, attitude

towards member fees.

• Should there be an appetite for

participation, ENABLE, given its

diverse links across the world of

advocacy, should assist in helping

to structure the group and solicit

participation.

• ENABLE could start by collating

its findings on the needs and

capabilities of RIs and BMOs in

order to aid in the education of

both sides and help better initial

sales conversations.

Platform for Advocacy – potential activities

Networking• The association could provide a platform to bring diverse

constituencies together. From a research perspective, it could provide

a centralised directory, profiling RIs for the benefit of potential clients

and for RI collaboration.

• The directory could also help to profile capabilities, needs and interestsof various parties, particularly BMOs, RIs and if at all possible,

government organs. This will help to raise mutual understanding.

Training• Training in the value and proper use of advocacy-related research is

necessary to foster increased demand.• Training could be provided on using and structuring advocacy-related

research for BMOs and the public sector and how to disseminate

results for journalists.

Dissemination• There are currently few recognisable platforms for disseminating

advocacy-related research within Nigeria.

• The association would provide a centralised platform for publishing

advocacy-related research.

• Initially, a website would be the most cost-effective means but

magazines and journals could follow should there be demand.

• The organisation could also organise targeted events to present RI

papers or roundtable policy discussions involving a range of parties.

Composition and organisation

The advocacy association should

involve the key advocacy-related

component parts:

• RIs

• BMOs

• Representatives fromgovernment agencies

• Journalists

• Academics

• NGOs and civil society

organisations

It will be important to realise a

critical mass of participants

quickly in order to avoid over-

stretching early joiners and to

ensure that there are enough

activities running to demonstratevalue to other prospective

members.

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Exploring and implementing associations

It is clear from the implementation plan below that the initial step for ENABLE should be to gauge stakeholder interest, capabilityand commitment in order to establish either of these organisations. ENABLE must also gauge existing capacity, amongst RIs and

existing organisations as this will inform the broader implementation process.

Key focus: To strengthen market exchange and the incentives driving market interactions

I m m e d i a t e l y :

M o n t h 1

N e a r - t e r m :

M o n t h s 2 - 3


M o n t h s 4 - 7

RESEARCH ASSOCIATION

Engage key RI and BMO partners to discuss the advent of such associations and gauge interest. If registered interest

Identify existing organisations in Nigeria

Assess existing

provision

(NIMRA, etc.)

and determine

ability to work

through them orstart from

scratch

Assess the

specific

interests of

individual firms

and sectors

throughstructured

interviews

• Establishment of the association and membership drive.

• Prioritisation of key activities and assignment of responsibility.

• Official launch.

• Establishment of the association and membership drive.

• Prioritisation of key activities.

• Official launch.

ADVOCACY ASSOCIATION

Assess wider RI

interest and

gauge

expectations in

terms of

provisions andcontributions

Diagnostics andengagementwith internationalorganisations toinform (improve)structure and

purpose of theNigerianAssociation

Convene a

group of sector

champions to

discuss how

the association

would functionin practice

8/6/2019 20101114 - Enable - Final



Recommendations – Addressing the BMO market

In order to effectively educate and market to BMOs as to the value of research they must come to see and appreciate that valuefor themselves. A pilot project would be an effective means of achieving this goal.

Addressing the specifics of the BMO industryWe have identified several demand-side weaknesses that serve as barriers to the effective development of the advocacy-related research market.

Fundamentally, there is a lack of understanding of how BMOs can benefit from advocacy-related research. While associations will help to facilitate

dialogue, this lack of understanding may be best corrected by demonstrating value. Perhaps one of the best ways to address this is by running a focused

pilot exercise with RIs and BMOs.

Pilot schemeA pilot scheme should be straightforward, simple, effective and provide demonstrable results.

Issue selection:There are several

generic topics (or

products) that could be

offered to BMOs by RIs:

• Membership survey• Market sizing andanalysis

• Issue specificadvocacy

Partner selection:ENABLE should select

the most capable RIs

and the most advanced

BMOs. It would also

make sense to involve a

media partner and

relevant government

audience early in the

process.

Research:The RI will then draft a

comprehensive

proposal, clearly

explaining their

methodology in relation

to client objectives,

conduct the research

and put together a

report.

Initial dissemination:The initial findings

should be disseminated

in diverse and

appropriate ways,

including reporting to

government,

engagement with

stakeholders and media

publications.

Ongoing trackingThe effect of the researchproject should beevaluated using, wherepossible, client andgovernment testimonials,

ROI calculations (basedon member businesses)and a log of key changesthat have happened as aresult of the research. Acase study of the work canthen be presented toBMOs

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Recommendations – choosing strategic RI partners

A pilot’s success will depend on the issue involved as well as the Research Institution selected. Considering expertise and

experience within the market, we feel that, given the right issues, NOI would be the most appropriate partner.

Recommendations for ENABLE:> ENABLE should explore

potential pilot projects with

BMOs and RIs and select the

one which is the most promising

as a piece of research that will

benefit all parties and make a

significant impact.

> Once an issue is selected,

ENABLE should use the pilot as

an opportunity to develop skills

at each stage of the research

process, from further developing

the approach, to ensuring strong

outputs and dissemination.

> ENABLE should ensure that they

work with the most capable RIson the project who will bring a

genuine desire to the project .

We would suggest (dependent

on the issues) exploring the

opportunity to work with NOI as

they have the right mix of

expertise, experience and

credibility .

All potential ideas should be assessed along the following criteria:

> Interest and professionalism of BMO (including their willingness to participate and ability to facilitate the

research)

> Appropriateness of RI – whatever issue is selected, the RI in question needs to be able to cover the

methodological and geographical demands of the project. RIs should collaborate if necessary.

> Win-win nature – The project in question should be benefit all participating sides, including government. Each

party should be able to recognise the value of the research from their own perspective.

> Breadth of appeal – Any project should have wide appeal and be recognised as worthwhile, particularly withinthe wider BMO sector.

Suggestions for projects included exploring the impact of the informal economy on traders in the North (CDR)

and working with the insurance sector BMO as it was more fully developed.

Organisations can add relevant information or modify their account plans accordingly. The plans help to store

information gained about a client, focus sales and marketing efforts on key issues, and better plan proposals.

They also provide an incentive to collect the right information about a company.

RI Technicalexpertise

Clientfocus anddelivery

Desire /Interest

Priorityassigned to

BMOs

Knowledgeof BMOs

Rank(ENABLEpriority)

CPPA 5

UNILAG 3

MMS 2

CDR 4

NOI 1

The degree to which each ball is filled in represents the effectiveness of each RI in a particularcategory. A full ball represents strong relative effectiveness. This evaluation is qualitative.

8/6/2019 20101114 - Enable - Final



Implementing a pilot

The pilot programme will require careful assessment of issues, RIs and BMOs before any preparatory work is done. Once theissue is selected, ENABLE can help by offering a critical perspective on the design, approach, fieldwork and reporting of the

research, while also working to develop an audience for the results, ensuring that the pilot fulfils its marketing purpose.

Key focus: To strengthen market exchange and the incentives driving market interactions.

I m m e d i a t e l y :

M o n t h 1

N e a r - t e r m :

M o n t h s 2 - 3


M o n t h s 4 - 7

Engage key RI and BMO partners to discuss the pilot proposal

and outline how it might workEncourage the development of ideas by BMOs and RIs in an

ENABLE-run workshop

Award the pilot

scheme to a

BMO-RI

partnership

BMO and RIs

develop the

proposal

framework and

approach

Proposal andframeworkapproach critiquedby ENABLE andexternal providersif relevant toensureeffectiveness

Approve of the

pilot proposal

and

commencementof the research

engagement

Researchundertaken andreport produced

Evaluation of reportby ENABLE andexternal providers

Launch of

research at initial

event

Tracking of

research

outcomes

Engagement of

media and

government

partners as

participants and

marketers

Launch of full

project results

including

impacts

Engagement of stakeholders and organisationof launch

8/6/2019 20101114 - Enable - Final



Implementability vs. impact

When considering implementation of various recommendations it is helpful to consider their impact as well as their ease ofimplementation in order to prioritise different steps.

Research

association

Advocacyassociation

Pilotproject

Best practicedistribution

Strategicsales training

Marketingtraining

L

L

H

H

Ease of implementation, including• Implementability

• Time to market

• Investment required

I m p a c t i n c l u d i n g

•

A

w a r e n e s s

•

R

e v e n u e g e n e r a t i o n

•

M

a r k e t d e v e l o p m e n t a n d c o m p e t i t i o n

Clientsecondments

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Implementing the three sets of recommendations

Month 1 Months 2-3 Months 4-7

ASSOCIATION DEVELOPMENT

PILOT PROJECT

TRAINING

Engage with trainingprovider(s)

Training needsassessment

Develop training

Explore clientsecondments

Conduct key training:• Client focus /

consultancy skills• Sales• Marketing• Research skills

Best practicedevelopment

Delivery of bestpractice

ENABLE/Externalaudit of training

Training evaluation andre-development oftraining, if necessary

Wider roll-out ofmodified training,dependent on feedbackfrom participants

Ideadevelopment and

interestsolicitation

Award of project

Project lifecycleincluding:• Design• Fieldwork• Reporting

ENABLE supportand critique of RIand BMOs

Initial launch anddissemination ofreport andeducation ofBMOs

Ongoing evaluationof outcomes andsubsequent reportlaunch detailingmeasured benefits

Evaluatewillingness of RI

and otherparticipants

Explore andevaluate existingcapacity (existingassociations)

Conduct broaderresearch withstakeholder groupsto understand:•Expectations•Commitment level

•Suggestions

Conduct researchabout existinginternationalassociations

Development of strategy forassociation with a view to alunch

Decision to proceed

Depending on how thework develops, trainingmodules could bedelivered through theassociations in future

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Contents




4. Market structure


6. Recommendations


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Centre for Research and Documentation

CDR is an enthusiastic organisation which suffers from a lack of capacity and poorly outlined strategy. While some excellentinitiatives exist, this lack of capacity is hindering its ability to develop. While interested in working with BMOs, it currently lacks

the requisite understanding of how to engage them which is necessary to be successful.

> The firm shows great ingenuity in conducting fieldwork. Their network of

fieldwork operatives across the North gives them flexible scale.

Moreover, through the DAMINA programme and access to University

students, they are able to replenish their network on an ongoing basis.They seem capable of project management in field with reasonable

team structures in place, though capacity could be an issue for largerprojects.

> While the Centre identified gaps in terms of SPSS analysis, of more

fundamental importance is delivering client-suitable analysis and using

the data they have to generate significant insights. The KAMCO report,

for example was very descriptive in outlining the analysis and did not

make use of additional cross-tabulations to tell a more insightful story.

> There is a great deal of enthusiasm for participating in advocacy-related

research and working with BMOs which is a strong positive.

> However, at the moment, CDR lack an adequate understanding of

BMOs and will need support in engaging them, from finding them,

prioritising them and understanding their needs.

> The organisation is an NGO and lacks commercial focus which is

holding them back from winning the work.

> Capacity is a major issue and even Dr. Zango is still splitting his time

between CDR and the university.

> Strategy has not been fully developed. The institution is missing a

mission statement and a clear articulation of strategic objectives, let

alone a plan to fulfil those objectives and metrics to evaluate outcomes.

> As an NGO they are donor-focused and less commercial in approach.

CDR do not currently set targets according to revenue or work done

and consequently the strategy for developing clients is not well formed.

> CDR do not currently have a website .

> Capacity is a major problem again as employees are busy responding

to present work, giving them less time to think about how to engage

potential clients.

> The organisation uses several interesting tools to disseminate results

and engage stakeholders, such as town halls. However, it eschews

many others. For example, it currently does not write press releases for

journalists.

Strategy and business model Sales and Marketing

Research DeliveryUnderstanding and experience of advocacy-related research

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Centre for Research and Documentation SWOT

> CRD must develop a vision and strategic objectives and then align their

work and operations to that strategy.

> CRD has a strong network which it should leverage to generate moreopportunities for research, training and budget tracking.

> CRD’s multiple products and services lend themselves to cross -selling.

> There is an opportunity to develop their marketing capabilities,

especially with regard to using their network as a marketing tool and indisseminating reports to stakeholders .

> CRD is vulnerable to any funding cuts or loss of grants.

> Competition from other NGOs and from more professional research

competitors.

> Continued staffing issues affect the quality of the output and limit the

organisation’s ability to strategically pursue opportunities.

> CRD has a strong network of researchers and consultants allowing for it

to conduct research on a large scale.

> CRD has good knowledge of fieldwork and project management.

> It has a good working knowledge of engaging various stakeholders in

person, through town halls, etc. Which lends itself to promoting

advocacy-related research.

> CRD recognises the importance of marketing and has a dedicated

marketing budget and marketing activities.

> CRD has strong associations with other advocacy bodies.

> CRD has strong interest in engaging with BMOs.

> Staffing constraints which over-stretch staff and mean that certain

activities such as marketing and business development suffer

> Funding constraints.

> The Director is currently only working part-time.

> Strategy formulation is weak. The organisation does not currently have

a published mission statement or strategic objectives and strategy

development occurs irregularly.

> They have an under-developed knowledge of the BMO market and of

how to engage with BMOs.

> No website.

> Analysis and reporting is not always client-focused and not as easy as it

could be for stakeholders to digest quickly.

> There are gaps in proposal writing, with reference to being client

focused.

Strengths Weaknesses

Opportunities

Threats

Quick win suggestions> Develop website and upload previous work

> Develop and publish mission statement and strategy

> Develop organisational targets and assign responsibility

> Secure a full-time director

> Ensure executive summaries are written for all reports

> Publish press releases accompanying reports

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UNILAG Consult

UNILAG Consult is an established and reputable consulting firm in Nigeria. Nonetheless, it seems to suffer from vague strategyformulation and implementation. It has a wealth of public sector clients and is well-positioned to conduct advocacy-related

research but would need to see the benefit of working with BMOs realised quickly in order to develop a lasting relationship

> The firm lays claim to being one of the premier consulting operations in

Nigeria.

> FreshMinds was not able to evaluate output to determine the quality of

research deliverables or its approach to research.

> UNILAG is interested in engaging with BMOs but does not have a

strong understanding of their needs.

> Nonetheless, as a regular supplier to government and international

organisations, they do have a strong understanding of advocacy-related

research which could be brought to bear on potential projects.

> UNILAG does not necessarily know how they could serve BMOs and as

a commercial organisation would quickly abandon the work if it proved

to be difficult to progress or unprofitable.

> The organisation is very much a commercial endeavour but, given its

origins and staff pool, retains an academic outlook.

> UNILAG’s vision does not match its current structure and it should

consider readjusting it. In particular, it mentions making UNILAG’s

expertise available to ‘the larger community’ but it works with clients

and does not engage in research for public consumption as such

(though it does engage with public organisations).

> UNILAG’s current strategy also came across as being vaguely defined.

Objectives of international expansion and maintaining its position were

not supported by an articulated plan or sub-objectives.

> Despite winning a great deal of new business, UNILAG presently does

not systematically track their sales efforts or use sales data to inform

strategic priorities or marketing.

> Nonetheless, there are many positives at UNILAG. They have a

business development function and seem to have a more consultative

approach to sales whereby they develop relationships and get to know

the needs and objectives of clients.

> The website, while including many excellent elements, could be

improved by including more on the work UNILAG does, the people who

do it and a re-design to better reflect UNILAG’s position as a market -

leading consultancy.

> Current marketing material (corporate profile) is also too product

focused; it does not sell the merits of the organisation.

> UNILAG is not making the most of its expertise. With access to industry

experts it could be doing more in terms of encouraging its academics to

promote the UNILAG brand by commenting on relevant news, writing

blogs through the UNILAG website or publishing white papers.

– There is some concern that their academic consultants will notpublish in non-academic press.


Research Delivery

Understanding and experience of advocacy-related research

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UNILAG Consult SWOT

> UNILAG Consult can develop more appropriate marketing material.

> The firm must develop a clear vision and strategy for the f irm.

> UNILAG Consult should develop a clear sales development plan whichtakes advantage of its business development officer.

> UNILAG would benefit from developing and refining a more focused

identify, capitalising on its strong academic background and expertise.

> The dissemination of proprietary research either alone, or in conjunctionwith a client, to be used as a marketing tool.

> While competition in this space is limited, UNILAG Consult’s lack of

appreciation of the market and competitors means that it is unaware of

any significant innovations or opportunities for partnership.> In terms of BMO engagement, UNILAG will need to see a return on its

investment quickly or it will take on more lucrative work. This is

especially true of UNILAG as it has a steady stream of current clients.

> UNILAG Consult has a strong track record and reputation across the

public and private sectors in Nigeria

> Excellent client base which can be used to develop marketing stories

and referrals.

> UNILAG Consult provides a wide range of services and expertise that is

clearly credible, backed by the University.

> UNILAG has a clear understanding of the advocacy-related research

market.

> The website does not convey the strength of the organisation

> The academic commitments and outlook of some of the staff are a

barrier to more active involvement, especially in marketing

> There currently seems to be a disconnect between senior management

and board level strategy on the one had and operations, on the other.

> UNILAG Consult lacks a concerted marketing effort with poor materials

and no strategic targeting of prospects.


Opportunities Threats

Quick win suggestions> Development of account management strategy and sales data tracking

> More media engagement through expert commentary

> Website redevelopment to strengthen the brand

> Where possible, incorporate employee CVs, more extensive case

studies, and testimonials into the website, marketing materials and

proposals

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Centre for Public Policy Alternatives

CPPA is a new organisation that is currently struggling to establish itself. It benefits from the strong directional leadership of itsfounder and senior personnel but should develop a more strategic approach to engaging and qualifying potential partners and

clients in order to build relationships.

> CPPA demonstrates a number of key skills in conducting research and

being creative in getting the data they need to generate effective

reports.> CPPA has a strong template for research based on a mix of data

gathering and modelling as well as expert commentary.

> While CPPA has identified skills gaps in certain specialist areas, it

currently makes use of a network of consultants to fill gaps in theinterim which is cost-effective.

> CPPA was not able to provide any reports to be evaluated by

FreshMinds due to client confidentiality concerns.

> CPPA’s key objectives are linked directly to public policy and advocacy

and its vision of being quoted or engaged in 80% of all policy issues is

testament to its focus.> CPPA is keenly aware of the difficulties in pursuing advocacy-related

research and, of the 5 organisations FreshMinds interviewed, seemed

to be the most sceptical of the current BMO opportunity.

> CPPA is a relatively new think tank aimed at enlivening public debate

through the production of meaningful public research. It is also meant to

be a ‘training ground’ for future government employees.

> CPPA has an exceptionally strong written strategy consisting of a

vision, objectives, core values and areas of opportunity.

> CPPA and the Director, in particular, are effective in prioritising areas

for development within specified timeframes.

> CPPA also benefits from an active, international board which can be

consulted on strategic issues.

> As a start-up many of the firm’s processes are under development.

> While CPPA is starting to track prospective clients and use information

for sales, the opportunity to do more in this area, by pursuing and

logging client feedback and tracking individual needs, exists.

> The firm should attempt to develop an understanding of potential clients

before developing unsolicited briefs. While pitching ideas to potential

clients is reasonable, CPPA’s chances of success will improve by better

aligning their proposals with client objectives.

> CPPA has a strong instinct for certain marketing initiatives such as

engagement with newspapers, networking and using training as a

marketing device and platform for cross-selling.


Research Delivery Understanding and experience of advocacy-related research

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Centre for Public Policy Alternatives SWOT

> CPPA should develop its capacity to engage with potential clients more

strategically, developing an understanding of needs and priorities and

use this understanding to inform its generation of research ideas.> CPPA has already mapped out issues in its target markets. It should

use this template to understand individual targets where possible.

> While CPPA is a start-up and is looking to do as much work as

possible, it does have the opportunity to concentrate on several keyresearch areas, to help it develop its name and reputation and

expertise.

> The current funding structure, which is mainly dependent on the

founder, is unsustainable in the long term. This is recognised by theorganisation but the need for self-sufficiency will drive CPPA towards

revenue-generating and profitable work. This may limit opportunities

with BMOs in the short to medium term.

> CPPA faces competition from international organisations and NGOs

doing similar research.

> CPPA has committed staff with diverse abilities

> It has a strong understanding of analytical frameworks and high level

analytical research.

> CPPA has a strong vision and strategy which is also broken down into

short-term aims across each business function.

> CPPA has already attempted to diagnose its skills gaps and

weaknesses and is proactive in addressing them.

> It has a good understanding of cross-selling opportunities, particularly

with regards to training.

> CPPA has a robust marketing plan including a variety of channels.

> CPPA has a strong understanding of training and development for staff.

> The current funding structure which is supported disproportionately by

the founder.

> CPPA’s approach to client engagement is not strong at building an

understanding of current sales needs.

> It possesses a lack of understanding of and scepticism towards the

BMO market as a potential revenue stream.

> It currently has gaps in particular analytical techniques, which

nonetheless, the firm has recognised as being important.

> CPPA’s proposals do not use sufficient credibility statements such as

case studies or testimonials.

> Its proposals also do not sufficiently link client objectives to the

approach and output.


Opportunities

Threats

Quick win suggestions> Produce a version of the website for slower connections

> Highlight personal and organisational credibility in proposals

> Adopt a process whereby potentially interesting targets are qualified

before proposals are written and sent

M di M i i S i

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Media Monitoring Services

Media Monitoring Services is a well-organised commercial enterprise with strong leadership and good systems. It is wellpositioned to grow in Nigeria and abroad but the potential to engage in BMO work is restricted by the fact that other opportunities

will be easier for MMS to win and profit from at present.

> The structure of the delivery team is strong, with an intelligent and

knowledgeable Head of Research.

> MMS is strong in developing and delivering targeted products to clients.The products are straightforward and easy to understand.

> MMS is also constantly innovating, looking to address current gaps with

their expertise. Thus they are working on expanding their current

portfolio to include a consolidated content report for executives andmoving into the musical copywrite business.

> MMS was not able to provide any reports to be evaluated by

FreshMinds due to client confidentiality concerns.

> MMS has a very acute understanding of the BMO market, particularly

as it concerns media associations. They have a familiarity with how

such associations operate and are also aware of the reasons whyresearch projects with media BMOs have failed in the past.

> From an advocacy-related perspective, they are already considering

how their services can be useful to policy-makers. For example they

are currently formulating ideas on conducting pre and post-campaignsurveys to help government improve its media campaigns.

> Media Monitoring Services is a media-focused research house based in

Lagos, operating a hub and spoke model to ensure national coverage.

> It was founded 15 years ago by professionals with a background in

media and branding who recognised and capitalised on a need for

research.

> MMS counts media planners, agencies and some corporates amongst

its clients.

> The group is profit-focused and effectively links strategy to operations.

> MMS has forecast growth of over 20% this year and has targeted

international expansion into Ghana, Senegal and Cote d’Ivoire.

> MMS had the most fully developed sales structure of any of the f ive

organisations interviewed with a separate sales department and a more

strategic approach.

> The approach involves a mix of business development activities

including cold calling, using their own network and taking prospective

clients through demonstrations to overcome objectives.

> MMS is also effective in taking briefs, ensuring that all verbal briefs are

relayed back the client before the submission of a final proposal to

ensure MMS has a proper understanding of client needs.


Research Delivery Understanding and experience of advocacy-related research

M di M it i S i SWOT

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Media Monitoring Services SWOT

> MMS has clearly identified new areas of opportunity that can be served

with existing products as well as gaps to be filled by new products.

> MMS has already identified international expansion as an opportunityand with a strong product and strong leadership, MMS is well

positioned to expand.

> MMS’ expertise could lend itself to providing training within the sector to

develop a new revenue stream.

> The market currently undervalues research which is an obstacle to

selling in both existing and new products.

> In the media space in particular, past BMO engagements with researchhave been sabotaged by conflict between BMO members.

> MMS has a strong strategy and organisation with dedicated sales staff

and a commercial mind-set.

> MMS has good knowledge of how to sell and educate their clients about

the value they bring as well as the value of research in general.

> It has targeted objectives and regular evaluation of targets

> MMS has a strong and growing client base.

> MMS possesses strong understanding of technical research .

> It has a good understanding of the need to deliver value and additional

insights to clients.

> MMS ‘ website does not sufficiently market the company. It does not

include any links to existing work, clients, case studies or testimonials

and the links to its products and services page is broken.

> While research methods appear relatively strong in terms of sampling,

MMS gives the impression of having a finite set of methodological and

analytical tools at their disposal. The ENABLE training, for example,

made a strong impact on their approach and from their comments, they

may benefit from new methods and ways to present data.


Opportunities Threats

Quick win suggestions> MMS could lead training engagements with other Ris > MMS could update its website to include more background as well as

details of relevant work and clients.

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NOI P ll SWOT

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NOI Polls SWOT

> NOI has the potential to capitalise on the elections and broad-based

Nigerian developments given its expertise in methodology and

sampling.> It has an obvious appeal to international firms and organisations given

its international tie-up.

> Its strong government connections can be used to help to drive up the

perceived value of research.

> The lack of market understanding of the value and impact of opinion

polls is inhibiting current growth.

> Competition from market research f irms and newspaper publishing

companies in conducting opinion polls

> The potential of competition to tarnish the value of their scientific

approach and international relationship by misrepresenting their own

abilities in this regard.

> NOI has the ability to conduct scientific opinion polling.

> It enjoys a s strong partnership with Gallup and the credibility that

comes with it.

> NOI has an established body of work and distinct products.

> It has an excellent website with good functionality as well as the ability

to serve public need through the provision of relevant data

> The firm benefits from the notoriety and goodwill of Dr. Ngozi Okonjo

Iweala, its founder.> It has a strong and consistent brand which has come to stand for

credibility.

> It retains a good focus on its core provision.

> NOI currently lacks a dedicated marketing team and has no specific

marketing budget.

> Reports would benefit from a more standardised and professional look

and feel, as well as including contents pages to direct the reader and

highlighting conclusions up front in an executive summary.

> Reports would also benefit from highlighting interesting findings on

relevant slides, in addition to just showing data. Moreover, each graph

should be accompanied by the question asked and the base size asstandard

> Proposals should do more to communicate why NOI should be

engaged. They would benefit from re-stating the issue of the client,

outlining how NOI would approach the issue and why they would be

effective. Inclusion of examples of similar work would be desirable.

> NOI shows a lukewarm attitude towards engaging BMOs, given its

other priorities.


Opportunities

Threats

Quick win suggestions> Include more reference to client objectives in proposals

> Work to set and implement more focused sales targets

> Improve reporting by making it more engaging, developing a reporting

template, and pulling out an executive summary at the front

20101114 - Enable - Final

Documents

Transcript of 20101114 - Enable - Final