Member Acquisition Strategy for Business in the Community Ireland - May 2015

Member Acquisition Strategy for Business in the Community

Ireland

Joe O’Donnell – May 2015

PurposeThe intention of this document is to provide Business in the Community Ireland with some suggestions as how they can expand their base of member companies.

It identifies the types of companies BITCI might target for membership, the sectors they operate in, and their company values.This document also identifies the different marketing approaches BITCI might deploy to target different companies and industrial sectors.

My acquisition strategy is based on developing ‘Member Personas’.

What are ‘Member Personas’?‘Member Personas’ are based on the concept of ‘Buyer Personas’ from the field of Content / Inbound Marketing.

‘Buyer Personas’ are defined as “a semi-fictional representation of your ideal customer based on market research and real data about your existing customers. When creating your buyer persona(s), consider including customer demographics, behaviour patterns, motivations, and goals. The more detailed you are, the better” (Hubspot, 2014).

The value of using them is that allows you to put yourself in the shoes of your sales target (or, in the case of BITCI, ‘member target’). Creating a ‘Buyer Persona’ makes it easier to understand the needs and motivations of these companies. Knowing these needs makes it easier for us to target them and provide services that are relevant to them.

‘Member Personas’ for BITCIIn this document, I have developed 4 Member Personas that Business in the Community Ireland might use to grow their membership.

These personas are based on 2 SMEs (a tech start-up and a craft brewery), a Multinational FMCG, and a High Street Clothing Retailer.

In addition to creating a personality profile for these 4 companies, these Member Personas detail what are the current attitudes of these companies towards CSR, how BITCI might reach them and communicate with them, and the type of CSR initiative that might be appropriate for the company.

Persona #1: The Tech Start-Up

Cloud Republic are a tech start-up offering data analytics and cloud computing services. They were formed in 2012, they are based in Ringsend, and they currently have 18 staff (although they are hoping to expand rapidly in the next 12 months).

Their mission statement is “making technology simpler so that we can make life easier for our customers and clients”.

Communication Habits – Their favoured forms of consuming new information is through Video, Webinars and Slideshare presentations, industry blogs like Techcrunch, and also through some social media channels such as Twitter and LinkedIn.

Persona #1: Tech Start-Up - 'Cloud Republic'

Attitudes towards CSR – Cloud Republic are firm believers in social enterprise (the concept that business should address societal needs). Given the small headcount of the company, however, they are unsure they would have time or resources to commit to the type of CSR programme they see other larger companies running.

How can BITCI reach them? Cloud Republic do a lot of networking within their industry, particularly through ‘Meetup Groups’. BITCI should consider contacting the organisers of tech and SME Meetup groups and asking to do a presentation on CSR & Social Enterprise at their Meetup evenings.BITCI should set up ‘LinkedIn Groups’ called "CSR & Tech" and "CSR for SMEs“. Here BITCI could post regular blog content and webinars, perhaps using material adapted from their guide on “Responsible Business for SMEs”.

Persona #1: Tech Start-Up - 'Cloud Republic

CSR Strategy – Cloud Republic should consider an approach of ‘Skills-based Volunteering’. For example, they might consider donating their skills by teaching local schoolkids how to code (possibly for 1-2 hours a week).

One option for Cloud Republic might be partnering with secondary schools in their local area for this initiative or, if more convenient, conducting these lessons virtually / via skype.

Cloud Republic’s partnerships with local schools or community groups could also take the form of Product Discounts / Product Donations (i.e. offering IT support to these organisations for free or at a greatly discounted rate).

Persona #1: Tech Start-Up - 'Cloud Republic

Persona #2: The FMCG Multinational

Foodcorp are a multinational company with a wide portfolio of FMCGs ranging from cereals to alcohol beverages to snacks & chocolates. Since 1991, their European Headquarters have been based in West Dublin.

Foodcorp have 2,000 people employed in their Irish operations, and their total global workforce is approximately 100,000.

Persona #2: FMCG Multinational - ‘Foodcorp’

Attitudes towards CSR - there are divisions within Foodcorp as to the value of Corporate Social Responsibility.

Mid-level management in Foodcorp’s HR & Marketing departments are strong believers in the concept of CSR (particularly as a way of motivating employees and recruiting talent). They would like the company to embark on a major CSR initiative, although they are aware that any such programme must be in line with the strategic objectives of the company.

Conversely, top level management of Foodcorp - both at a national and global level - are unconvinced of the need for CSR programmes. They believe it is too time-consuming, uses up too much company resources, and they consider CSR to be just another form of red tape or bureaucracy that slows down the operations of the company.


How can BITCI reach them? – In a case like Foodcorp, where top-level management are ‘CSR Sceptics’, one strategy for BITCI would be to educate mid-level management (i.e. the ‘CSR enthusiasts’ in the company) how to persuade their CEO to move towards more responsible business practises.

BITCI might consider creating a video /webinar series called “How to Engage your CEO on CSR”. This will help staff develop a ‘business case’ that they can bring to a CEO, giving details of the many ways sustainability will benefit the company, and how to overcome any objections the CEO might have.


CSR Strategy – Once the CEO has been convinced of the case for CSR, Foodcorp might consider setting up a Cause Marketing partnership with a charity. This partnership needs to be based on a number of core principles:- The company must be willing and able to make a strong

contribution to alleviating the issue or cause that the charity is concerned with.

- There should be some overlap between the industry the company is operating in, and the needs of the people the charity is servicing.

So, a potential partner for Foodcorp might be a charity or foodbank who provide nutritional meals to families in poverty. Foodcorp might provide surplus products from their supply chain to the charity for this purpose. In this way, Foodcorp would be helping a charity while also reducing the level of inefficiencies in their supply chain.


Persona #3: The Craft Brewery

Banner County Brewing Company are a craft brewer who established their brewery in 2011 with the backing of their Local Enterprise Board. They are based in Ennis, Co. Clare, and they employ 11 full-time staff.

Banner County say their mission is “to create fantastic, flavourful artisan beers for the discerning Irish drinker who wants to 'drink less, but drink better‘”.

Communication Habits – Their favoured forms of consuming new information is through trade publications relating to brewing and food science, they are adept at multiple social media channels, and they are also frequent users of forums like Boards.ie and Reddit.

Persona #3: SME - 'Banner County Brewing Company'

Attitudes towards CSR – Banner County Brewing are strong believers in sustainability and responsible supply chains. But, they consider CSR to be the preserve of large multinationals who have high numbers of staff to run Cause Marketing campaigns, and they fear their company is "too small to do CSR". They also find the term 'CSR' a little off-putting.

How can BITCI reach them? – BITCI staff should write an article / or guest blog post on "the benefits of responsible business practise for craft breweries“. This article could be published in a relevant trade publication (e.g. Drinks Industry Ireland) or industry website (e.g. Beoir.org). The article should contain a 'Call-to-action' (e.g. an invitation to sign-up to the BITCI newsletter, or an invitation to a free BITCI webinar on “CSR for SMEs”).


CSR Strategy – Banner County might implement a Responsible Business Strategy focusing on the factors of 'Sustainability' and 'Localism‘.

‘Sustainability’: The first part of this strategy involves Banner County promoting the sustainable nature of their ingredients in their advertising and on their packaging. Their marketing & packaging should promote their ‘USP’ of having "zero-net negative effect" upon their environment through reclaiming and reusing at least as much waste and emissions as they produce.

‘Localism’: Banner County might consider creating a local beer festival where a certain proportion of revenue for the event is donated to a local charity or community organisation. If this one-off event is successful, Banner County could possibly develop this charity sponsorship into a long-term Cause Marketing partnership.


Future CSR Possibilities – there are a number of outside trends that Banner County should monitor and that offer them the potential to create a broader long-term CSR strategy:

• There might be a crossover / overlap between the categories of a). craft beer drinkers and b). ethical consumers.

• The issue of Water Sustainability is one that all Beer companies will need to get serious about if they want to survive.

• Climate change might accelerate the shift to Craft Beer, as there will be greater demand for local ingredients.


Persona #4: The Clothing Retailer

FastFash is a major retail group who have been in Ireland since 1987. They operate a large retail store in every city and large town in Ireland. They have over 4,000 employees in Ireland (this figure includes retail staff only, and does not take into account the huge numbers employed in the global supply chain of FastFash).

The mission statement of FastFash is to “offer the latest high street fashions at an affordable price to our (predominantly young & female) customers".

How can BITCI reach them? – LinkedIn’s pay-per-click ads service is a highly focused way of reaching decision makers. BITCI could use LinkedIn Ads to engage these professionals and then drive them to BITCI’s website, newsletters and videos.

Persona #4: Clothing Retailer - 'FastFash'

Attitudes towards CSR – FastFash has previously received some attention from NGOs & campaign groups regarding standards in their South-East Asia supply chain. In recent years, top level management at FastFash have become convinced of the need to look – and act – like a model global citizen. Ideally, the retailer would like to introduce a living wage for all their supply chain employees and make a greater commitment to environmental sustainability. But, they are concerned such an approach would be costly and might put them at a disadvantage against their competitors in what is a low-margin industry. Furthermore, they are concerned that any publically-announced CSR initiative would merely give more ammunition to their critics to label them as hypocrites.


CSR Strategy – There are 2 strands that should comprise the CSR Strategy of FastFash: Working Conditions & Sourcing of more environmentally sustainable materials.

1). The “W3 Action Plan” – implement a new process aiming to improve “wages, working hours, and working conditions” across the retailer’s supply chain within 3 years.

2). “Forest Free” – the retailer’s strategy to end the sourcing of forest fibres that contribute to deforestation within 3 years (by shifting to recyclable, sustainable alternatives).

These CSR programmes should be robustly communicated to customers at the point-of-sale reassuring shoppers that the low prices don't come at a cost of unethical practices


Challenges with Strategy Implementation

The Global management team will need to be persuaded of the business case for this CSR strategy by other directors in the company. Specifically, they will need to persuade him that this CSR strategy will benefit the company in terms of: reduced costs through environmental savings, higher productivity, increased employee moral & higher staff retention, stronger corporate reputation, and better risk management.

The company may fear that 'leading the pack' on working conditions and sustainability may put them at a competitive disadvantage. A solution to these fears might be for the retailer to Collaborate with Competitors to raise standards across the entire industry (e.g. where the retailer and its direct competitors operate sites in the developing world, they should share auditing information (e.g. on working standards in factories) in order to reduce the duplication of audits and site inspections).


For more on the latest issues in Corporate Social Responsibility, Charity Marketing and Social Enterprise, please visit my site ‘CSR Central’, follow me on Twitter @CSRCentral or connect with me on LinkedIn.

Joe O’Donnell, May 2015.

http://www.csrcentral.com/

https://twitter.com/CSRCentral

http://www.linkedin.com/in/joeodonnell1

Member Acquisition Strategy for Business in the Community Ireland - May 2015

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