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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 / Page 2
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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Contents
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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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
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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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
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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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
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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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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Contents
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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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
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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
Sales exec / lead consultant
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
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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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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
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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
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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.
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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.
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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
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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 e d i u m t e r m :
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
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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.
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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 e d i u m t e r m :
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
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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
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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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.
Strategy and business model Sales and Marketing
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.
Strengths Weaknesses
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.
Strategy and business model Sales and Marketing
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.
Strengths Weaknesses
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.
Strategy and business model Sales and Marketing
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.
Strengths Weaknesses
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.
Strengths Weaknesses
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