Alpine Space Lobbying & Advocacy Techniques Strategic Messaging - - PowerPoint PPT Presentation

Alpine Space Lobbying & Advocacy Techniques Strategic Messaging Stakeholder Simulation: Project Pitch

Andras Baneth

@andrasbaneth | @pacouncil www.pac.org | www.baneth.eu

Agenda

• 1. Lobbying and public affairs
• 2. The influence curve – Novo Nordisk‘s example
• 3. 5 lobby methods and their effectiveness
• 4. Strategic messaging
• 5. Stakeholder simulation exercise

About me

• EU official (2004-2010), member of cabinet
• Director, European Training Institute (2011-2013)
• Managing director,

Public Affairs Council European office (2013-)

• Trained over 1500 diplomats, executives, officials
• Founder of www.eutraining.eu & www.speakerhub.com

In you your r vi view ew, wh what t is is th the e di difference erence be betw tween een lo lobb bbying ying and d pu public blic affair airs? s?

Public a affairs and lobbying

diagram

Public affairs

Lobbying/

• gov. affairs

Strategic comms CSR Regulatory affairs Funding Stakeholder/ NGO relations

Public blic affair airs s vs vs ma marketi ting: ng: We don’t sell products or services but id idea eas, s, vi visi sions, ns, tec echnol hnology

• gy.

. Ou Our r ma main in tool l is is pe persuasion, suasion, our r go goal l is is to change ange att ttit itudes.

• udes. Leg

egisl islativ ative e chang hange e is is ju just t th the e ti tip p

• f th

the ic e iceber eberg. g.

The influence c curve

37 371 1 mi million llion

people wi with h diabete tes globally ally

Diabetes: tes: A gl global l pandemic ic A serious global concern

4. 4.8 8 mi million lion

deat aths due to diabetes es each year

55 552 2 mi million llion

people estimate imated to h have diabetes es by 2030 2030

80% 80%

• f people with

h diabetes es live in low and mi middle dle incom

• me

e countries tries

100% Responsible unit Directorate General College of Commissioners Drafts- person 0% INFLUENCE Proposal 1st reading 2nd reading Conciliation

Curve ve of legisl slative ative influence uence

Methods and their effectiveness

5 5 “methods” to explore today:

5 5 “methods” to explore today:

• A. Issue identification & stakeholder mapping

5 5 “methods” to explore today:

• A. Issue identification & stakeholder mapping
• B. Face-to-face meetings

5 5 “methods” to explore today:

• A. Issue identification & stakeholder mapping
• B. Face-to-face meetings
• C. Getting physical

5 5 “methods” to explore today:

• A. Issue identification & stakeholder mapping
• B. Face-to-face meetings
• C. Getting physical
• D. Trade associations

5 5 “methods” to explore today:

• A. Issue identification & stakeholder mapping
• B. Face-to-face meetings
• C. Getting physical
• D. Trade associations
• E. Thought leadership

Issue identification & stakeholder mapping

• Map and prioritize issues
• Map and rank stakeholders
• (Who is considered a stakeholder?)

Mapping & & prioriti tizing g issues: es: impac act t and importanc nce

diagram

Mapping St Stake keholders s (EU)

Mapping g St Stake keholder ers s (inter erna nati tiona nal)

diagram

Mapping g St Stake keholder ers s (medical)

High Low Level of activit vity Positive Negative Orient ntati tion

Active Detractor Active Supporter Passive Detractor Passive Supporter

Where re does s each stakehold keholder er stand?

Rank stakeholders according to:

Rank stakeholders according to:

• Their level of influence on your issue

Rank stakeholders according to:

• Their level of influence on your issue
• Your or your team’s access to them

Rank stakeholders according to:

• Their level of influence on your issue
• Your or your team’s access to them
• Specific persons or anyone in the organization?

Rank stakeholders according to:

• Their level of influence on your issue
• Your or your team’s access to them
• Specific persons or anyone in the organization?
• Should you really meet them? Alternative ways?

diagram

Issue e identification ation & & stake keholder er mapping ng

Face-to to-face meetings

diagram

diagram

If ye yes, with whom? m?

MEP/local politician

MEP/local politician

• The issue is very important to:
• МЕР
• Region
• Political group
• Citizens/Voters

MEP/local politician

• The issue is very important to:
• МЕР
• Region
• Political group
• Specific citizen groups or voters
• МЕР can get publicity and recognition from important

stakeholders

MEP/local politician

• The issue is very important to:
• МЕР
• Region
• Political group
• Specific citizen groups or voters
• МЕР can get publicity and recognition from important

stakeholders

• The МЕР likes you or is advised to meet you by those who like you

MEP/local politician

• The issue is very important to:
• МЕР
• Region
• Political group
• Specific citizen groups or voters
• МЕР can get publicity and recognition from important

stakeholders

• The МЕР likes you or is advised to meet you by those who like you
• The МЕР wants to be well-informed for other reasons

diagram

Getting physical

Getting physical

Whatever your project is about, make it tangible

Strategic messaging

Strategic messaging

• Gives a focused, socially relevant dimension to your organization

Strategic messaging

• Gives a focused, socially relevant dimension to business
• Governments don’t have the ability to tackle the toughest social

issues alone

Strategic messaging

• 1. Find one social mission, and spend time figuring out what it is
• 2. Find something you can “own”
• 3. Partnership and collaboration are key
• 4. Show the impact, focusing on behavior change and other metrics

An example

• f getting it right

What is your project a ‘thought leader’ on?

Plan to be the Devil’s Advocate too: why is your project not ____ [fill in the gap]?

Plan to be the Devil’s Advocate too: why is your project not ____ [fill in the gap]? What are your arguments to dispel doubt?

Questions?

“Project Pitch” for Stakeholders

• A. The Regional Council is holding a General Assembly
• B. You’re requested to present your project to the members in plenary
• C. 2 minutes are given for the presentation
• D. You are encouraged to use 1 sheet of flipchart to help your message
• E. After presenting, the members of the Assembly will provide feedback

(but there is no Q&A)

“Project Pitch” for Stakeholders

• A. Groups/individuals are formed according to their project
• B. 25 minutes to prepare your 3-minute “project pitch” – use 1 sheet
• C. 3x3 groups present their projects where others become the ‘assembly’
• a. 3 projects are presented one after the other
• b. Each presentation lasts max. 2 minutes
• c. When done, 15-minute feedback for all 3 projects
• D. Conclusions, take-away

“Project Pitch” for Stakeholders

When preparing your message, remember:

• A. The Communication priorities and strategies you learned about
• B. That the audience knows very little about your project
• C. Be careful with terminology or technical terms
• D. Avoid the “curse of knowledge”
• E. Use the flipchart page to visualize your key message
• F. …and start with the ‘why’ 