WELCOME DAVID FERGUSON Communications & Media Consultant - - - PowerPoint PPT Presentation

WELCOME

DAVID FERGUSON

Communications & Media Consultant - FERGUSON MEDIA

PLAN OF THE DAY

• 10.00 - 11.00: THE TRUST CUSTOMER PROPOSITION
• 11.00 - 12.00: ACTIVATING A NEW CUSTOMER

PROPOSITION

• 12.00 - 12.45: GROUP DISCUSSION & FEEDBACK
• 12.45 - 1.30: NETWORKING LUNCH

PLAN OF THE DAY

• 1.30 - 2.30: WHAT WILL YOUR PROPOSITION LOOK

LIKE?

• 2.30 - 3.15: THE PROPOSITION FOR EXTERNAL

STAKEHOLDERS

• 3.15 - 3.45: GROUP DISCUSSION & FEEDBACK
• 3.45-4.00: EVALUATION / TOOLKIT / NEXT STEPS

PHIL ANDERTON

10 billion llion ca cases 15 billion llion ca cases

1993 199 998

Pro roduc uct Pro roposition

• sition

Pro romotion motion

Promotion

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Proposition

*****

Product

****

RES ESEA EARCH RCH

Quantitative Survey

1000 adults living in and around Edinburgh and Warrington Qualitative Community 30 Trust facility users

AWARENE RENESS SS OF F TRUSTS STS

12% 17% 55% 82% 67% 68% 74% 75%

27

Awareness of the trusts’ facilities is typically on a par or ahead of commercial competitors

Q: Which of these recreation/ leisure organisations have you heard of?

Filter: No filter – East Lothian (86), West Lothian (200), Edinburgh (443), Warrington (271)

27 % 0% 17 % 0% 63 % 44 % 35 % 0% 51 % 42 % 82 % 77 % 79 % 6% 5% 40 % 45 % 87 % 65 % 59 % 24 % 95 % 49 % 42 % 48 % 84 % 61 % 73 %

PRACT ACTICAL ICAL BENEF NEFITS ITS

VAL ALUE UE FOR MO R MONEY AN AND FAC ACILI LITIES TIES AR ARE TH THE KEY FOCUS US

10 20 30 40 50 Wide variety Particular facilities suit my needs Quality of facilities Conveniently located Prices everyone can afford Price suits me

Q: What would encourage you to use the facilities more if they were improved or communicated more?

“I called the hub excellent because I haven't seen a place that

• ffers so many services

under one roof” Patrick, Warrington “Less than 10 mins in the car, I can go to a full on centre with 5 a side pitches, 4 gym spaces, a golf course a cafe and soft play” Kevin, Edinburgh

“They have great facilities for everyone and are decently priced”

Elaine, Warrington

“one day I can go swimming and the next I can hit the gym! It is amazing!” Shannon, Edinburgh

Trust facility users

EMO MOTI TIONA NAL BENEF NEFITS ITS

FUN, , IMP MPROV ROVEMENT EMENT AND D WELL L BEING NG KEY TO EN ENCOUR OURAGE AGE USA SAGE

5 10 15 20 25 30 Feel good and well within myself Escape from everyday life Feel relaxed Improve myself Have fun

‘it genuinely adds a spring to my step and lifts my spirits for the day, and I feel an added sense of confidence” “I always feel better coming

• ut than

when I went in,” “I feel they are beneficial to my mental health as well as physical. So when I feel more happy, relaxed and confident I know it's working” “There is never a time when it wasn't worth the effort and have fun too”

FEELIN LING G INCLUDED CLUDED AND NOT JUDGED GED IS S A KE KEY EMO MOTIO IONAL NAL BENEFI FIT

“In terms of the gym, I have only ever found facilities where I feel intimidated and so tend not to go into the gym very often” “First time ...awful, so unfit and everyone looked like they were breezing through things… It can be intimidating for some people, can understand why people go and then give up” “I look for classes that may be designed for people like myself where I feel I can belong”

“I've never joined a private gym as I think I'd feel more self-

• conscious. At a community

facility you meet people at various levels of fitness and with different expectations.”

TRUST ST FACI CILI LITIES TIES NEED D TO SU SUIT USE SER FITNESS NESS AND ST STATUS US NEEDS DS

“The private club is very

• elitist. I find the patrons

tend to look disapprovingly if you are not one of the 'beautiful people' and don't fit their view of beautiful” “the people using the place are hard core fitness freaks,. That's intimidating and off putting. It feels like they're judging you for being "less"”

ST STAFF F ARE KEY TO FEELIN LING G WELCOME COME AND INCLUDED CLUDED

“It's often just a feeling when I walk into a place, of being

• welcome. The staff play a huge

part in that. You want them to make you feel included.”

“I chose somewhere that looks approachable with engaging staff who seem to want to be there and talk to people”

“Edinburgh Leisure so open, welcoming, and supportive that I enjoy going. I also go to a more trendy gym where I can go any time and know what I'm going to find, but there's no community to it, so there's no emotional ties to it” “how friendly and helpful the staff were and the Manager even greets me now using my name every time I visit.” “Some of the best clubs treat you like an old friend on your first visit, and the recognition when you become a repeat visitor is always nice, it makes you feel like you belong there”

Peopl ple e who us use no facilit lities ies have ve no insurmo urmountab untable le barri riers ers

Q: Why don’t you use any of these local leisure facilities?

31% 31% 19% 16% 12% 7% 4% 4% 10% Not conveninently located I don't have the time Don’t cater for my particular interests Too expensive No interest in recreation or leisure activity Don't cater for my specific needs I don't like the kind of people that go there The facilities are

• ften run down

Other

OWN WNERSHIP RSHIP AND D MA MANAGEMEN AGEMENT T OF F TRUS USTS TS AWARENE RENESS SS AND D ATTITUDES TITUDES

0% 20% 40% 60% Private Company

37

Belief ef that trus ust t facilit lities ies are run un by local al coun uncils cils

0% 20% 40% 60% Local Council 0% 20% 40% 60% Don’t know 0% 20% 40% 60% Charitable Organisation

35% 30% 39% 44% 37% 26% 37% 34% 34% 36% 37% 24% 63% 67% 69% 54% 61% 72% 59% 65% 65% 63% 62% 71% 2% 3% 1% 2% 1% 2% 3% 1% 1% 2% 1% 5% Total Male Female 18-34 35-54 55+ Warrington Edinburgh East Lothian West Lothian Have used a facility Haven't used a facility More interested The same Less interested

Interest erest increases reases once e awaren reness ess of trust usts s is established, blished, especially ecially for 18- 34s

Q: How interested are you now in using the services provided by charitable trusts in your area?

“ I think informing people of the charitable trust is a great idea.” “I would want people to know that the trust is a charity and one that is very family orientated based around the community”

The benefit fits s of a charitabl itable e trust ust are highly hly appeali ealing ng

Q: Which of the following do you find appealing/ unappealing about a charitable trust running these facilities?

93% 92% 92% 90% 90% 88% 7% 8% 8% 10% 11% 12% Profits put back into upgrading local facilities Profits invested entirely in serving community, not shareholders Purpose to provide quality services for people, not just profit Profits put back into providing programmes for community Services better protected from closure Funds ring fenced to provide wide range of recreation/leisure facilities/activities 88% 88% 88% 86% 85% 82% 12% 12% 12% 14% 15% 18% Keeps my pound spent in the local area instead of elsewhere Trusts encourage and help all kinds of people irrespective of means or ability Trusts employ people from the local community Charity status provides financial advantages for the trusts Programmes created to encourage children and hard to reach groups Feels more friendly than a corporate organisation

appealing unappealing

ADVANT ANTAG AGES ES OF MA MANAGE GEMENT MENT BY A CHARI RITABLE ABLE TRUST ST – FINANCIAL ANCIAL

“I think that the idea of a charitable trust running leisure facilities can be a good thing especially where finance is concerned. As a non profit making organisation it can mean that everything is put back into the facility” “Money is ring-fenced to use solely on this purpose and can't be 'syphoned off' by the Council to plug a hole elsewhere, profits are reinvested to improve facilities or create additional programmers”

Ringfenced Funding Membership goes back in Not for Profit

“I think the fact they are owned by a charitable trust is excellent mainly due to the fact this means it's ring fenced funding and will be ploughed back in for the service users benefit”

ADVANTAGES OF MANAGEMENT BY A CHARITABLE TRUST – EMOTIONAL

“ It's a relief to find an escape and while a lot of people may see Edinburgh Leisure as just a fitness centre, there are many others who use it as a safe haven away from rough situations”

Safe Haven

“I've never joined a private gym as I think I'd feel more self-conscious. At a community facility you meet people at various levels of fitness and with different expectations. I may have a skewed view of private gyms but I feel if people are willing to pay private membership they are probably serious fitness fans and I wouldn't fit in”

Inclusive

“I think with the focus of a charitable trust being to help hard to reach groups access the facilities, it would mean more affordable use of the facilities”

No “Elitism”

ADVANTAGES OF MANAGEMENT BY A CHARITABLE TRUST – OTHER

“Local benefits such as employment… General fitness and wellbeing of local community can be pushed to the forefront ,targeting sections of public that would not normally use a leisure centre”

Low Cost Membership

“I feel like I'm supporting the local community when I use them and therefore feel more connected to the

• community. It's also

something that can benefit everyone so it becomes a shared thing that we all care about”

Community Focussed Employing Local People

“facilities are a reasonable rate so that many people can afford them - even on low incomes”

Wide Range of Facilities

“The facilities were also modifiable to allow people of all backgrounds and abilities to use them. The pool had a special lift, which was regularly used, for wheel chair users.”

BR BRAND ND PROPOSITION POSITION

GATORADE BRAND PROPOSITION

Business Objectives: Sales and Profit Marketing Objective: Increase trial and usage frequency

GATORADE BRAND PROPOSITION

TARGET AUDIENCE: ACTIVE ATHLETES OF ALL AGES AND PERFORMANCE LEVELS WHO LOVE TO COMPETE AND WHO PERCEIVE THEMSELVES AS ‘WINNERS’ LIKE THEIR ATHLETE HEROES COMPETITIVE FRAMEWORK: GATORADE IS THE ULTIMATE LIQUID ATHLETIC EQUIPMENT COMPETING MAINLY WITH OTHER SPORTS BEVERAGES, WATER, JUICES AND EVEN SOFT DRINKS CUSTOMER BENEFIT: RESTORES YOUR ENERGY PROVIDING THE COMPETITIVE EDGE OF YOUR FAVOURITE SPORTS HEROES TO MAKE YOU FEEL LIKE A WINNER REASONS TO BELIEVE:

• 1. PROVIDES UNSURPASSED REPLENISHMENT OF ESSENTIAL FLUIDS AND MINERALS LOST THROUGH COMPETITION
• 2. CLINICALLY PROVEN
• 3. OFFICIAL BEVERAGE OF MAJOR SPORTS LEAGUES E.G. NBA

BRAND CHARACTER: FIERCELY COMPETITIVE TEAMMATE WHO SERVES AS A ROLE MODEL AND PROVIDES ALL THE KNOW HOW, ENCOURAGEMENT, MOTIVATION AND ASSISTANCE YOU NEED TO BRING OUT THE WINNER IN YOU

Recommended Proposition for Sporta Trusts

Local Trusts Brand Proposition: Users of facilities/services Target Audience:: For local people of all ages, means and abilities who are seeking to find a balanced, healthy lifestyle and who want to fit in with people just like them Competitive Framework:: Community Leisure Trusts are independent charitable trusts which offer services to improve physical and mental health, competing primarily with private operators Customer Benefit: The fun way to look after yourself, feel included and support your community Reasons to Believe:: 1. Offers a breadth of convenient facilities/services tailored to meet the specific needs of everyone across the community

• 2. Serves your community not shareholders
• Surpluses invested to deliver better value for money
• Funds ring fenced for leisure locally, including every pound spent locally
• Employ local, knowledgeable and caring staff

Brand Character:: A professional local coach offering the know how, encouragement, care and support to help you become the best you can be

“This makes you feel that you are part of a thriving community that cares for people. The fact that local staff are employed is also an attractive point.” “I do find the 'every pound' sentence in particular appealing and would certainly encourage me more to use local leisure facilities… and yes nothing would make people more proud of their local town if you see the development of local centres and facilities improve.”

“Sometimes going in to

these places can be daunting and people need reassurance till they feel comfortable... Everyone using the facilities should feel included and take a sense of ownership.” “ Words like ”include" appeal to me because as someone who often feels self conscious this is a really big factor in making me like these places” “It gives the impression that the centres would be a pleasant welcoming environment where learning something new would be fun rather than hard work.” “It talks about inclusivity, having fun, and it mentions mental and well as physical wellbeing which is a big thing for me!”

BRING THE PROPOSITION TO LIFE

VISITS AND REVENUE

De Demand nd Based Seg ed Segmen entat tatio ion

• Al

Allocate cate re resource rces s to gro roups ps of p f people le that at will ll pro roduce uce the highe ghest st re returns rns fo for yo r your bu r busine iness ss

• Mar

arke ket the Pro roposit itio ion n to s segments ents diff fferently rently

• 1. RE

RETAI AIN

20 20% OF PE PEOPLE PLE DELIVERI LIVERING NG 80% OF REVENUE NUE

• 2. FRE

REQUENCY NCY

INCREASE VISITS FROM EXISTING CUSTOMERS

• PEOPLE WHO USE YOU INFREQUENTLY

E.G. ALSO USE NON TRUST FACILITIES

• 3. TR

TRIAL AL

• 1. CUSTOMERS OF NON TRUST FACILITIES

(2. CUSTOMERS WHO CURRENTLY DO NOT USE LEISURE FACILITIES)

Coca-Cola enhances good times with family and friends

Mums Teens

Aspen: pen: fun un and d adventur dventurous

• us skiing

ing

PRODUCT

CLEANLINESS AND WELL MAINTAINED FACILITIES ARE IMPORTANT ‘PRICE OF ENTRY’ FACTO CTORS RS

“My top priority in choosing facilities is cleanliness . I like to get changed in clean fresh facilities which I know are maintained properly and efficiently” “the hygiene condition for place like swimming pool should be well maintained” “Maintaining the upkeep

• f the faculties is

paramount in maintaining their high standards.” “The swimming baths are starting to look a bit shabby. The pool isn't kept up to a high maintenance, especially with its cleaning schedule. Sometimes its dirty and has a musty dirty smell.”

People

PRICING

Price Promotions

Paid Media

Owned Media

Signage

Earned Media

PARTNERSHIPS

WHAT WILL THE PROPOSITION LOOK LIKE?

BRAND IMAGERY

Brand Identity

TOURNAMENT LINK TO ATP WORLD TOUR

34% DISLIKE THE NAME

Like a lot Like a little Not sure Dislike a little Dislike a lot 10% 5% 20% 41% 24%

“I don’t like the name Sporta, as it suggests that they only manage sports facilities, when many include libraries and arts venues. Something more inclusive would be better.” “The word ‘sport’ to me also conjures up images of competitive play and sportsmanship - which is very

• ff-putting to me. I like to work

at my own pace and set my

• wn targets and goals, not to

work in competition with

• thers - the thought of

‘competing’ fills me with dread.. So the name ‘Sporta’ is immediately off putting to me..”

‘Community Leisure UK’ is the preferred name

Q: And what do you think about each of these alternatives?

Community Leisure UK Community Wellbeing UK At Your Leisure UK National Leisure Trusts Charity Leisure UK Public Leisure UK National Recreation Trusts Heart and Soul UK Charitable Organisations in Leisure and Culture Interactive UK Inclusive UK Best Lives UK Association of Community Trusts (ACT) Association of Community Enterprises (ACE) Favourite

% Selected in top 3

41% 34% 4% 26% 6% 31% 22% 2% 28% 24% 4% 20% 15% 15% 14% 4% 11% 11% 14% 4% 12% 2% 10%

TRUST BRANDING LINKED TO NATIONAL BODY

10 20 30 40 50 60 70 Seal of approval Greater Power Increased appeal Increased quality Positive about idea Agree

‘it's a great example and the principle is very relevant”

COMMUNICATING THE PROPOSITION TO EXTERNAL STAKEHOLDERS

DAVID FERGUSON

STRATEGIC FOCUS

BUSINESS PLAN DEFINED BY SPORTA CEOS & EXECUTIVE. LED & DELIVERED BY SPORTA UK CEO CATE ATWATER & TEAM (3) COMMUNICATION IS KEY TO STRATEGY’S SUCCESS.

SPORTA UK’S PROPOSITION

TAILORED PROPOSITIONS FOR DIFFERENT AUDIENCES

• NATIONAL
• MEMBERS
• LOCAL

Recommended Proposition for Sporta UK

Sporta Brand Proposition: External stakeholders

Target Audience:: Decision makers in UK, Scottish and Welsh governments; NHS, health services and other

key stakeholders who seek quality and trusted organisation & network to deliver agendas through leisure and culture cost efficiently and effectively across nation, especially those in greatest need

Competitive Framework:: Sporta UK offers direct route to engaged network of organisations delivering

public physical, mental and social health activity services across all communities in Scotland, England and Wales, and expert advice and guidance on matters of community sport, leisure and culture service development.

Benefits: 1.Sporta UK offers access to a nationwide collection of quality facilities and services reaching the

whole community. 2. Sporta can be trusted to deliver stakeholders agendas cost efficiently and effectively across the whole community 3. Stakeholders can feel a pride in accomplishing their goals through Sporta, delivering quality provision for the greater good of the community

Reasons to Believe::1. Sporta represents and can mobilise 115 members with 3,700 public leisure services

and facilities across the UK, with 233 million customer visits annually. 2. Trusts are not for profit with funds ring fenced for provision of quality leisure activities rooted in the local communities they serve, with specific services designed for those most in need 3. Trusts offer a breadth of umbrella facilities and services that

• ffer sustainable preventative and remedial outcomes 4. Trusts have a successful track record in delivery

with 67,000 experienced and qualified personnel employed nationwide

Brand Character:: Professional, Knowledgeable, Collaborative, Passionate, Dynamic and Dependable ‘

Recommended Proposition for Sporta Trusts

Sporta Brand Proposition: Members

Target Audience:: Existing and potential member CEO’s who seek a national representative body which

will help them meet their organisation’s business objectives better than on their own and whose members share the same sense of pride in their common purpose

Competitive Framework::Representative bodies of not for profit organisations which offer public

services to improve body and mind.

Benefits: 1. Sporta offers a representative nationwide body for Community Leisure Trusts which

strengthens Trusts businesses directly and indirectly through the creation of a positive business environment

• 2. Sporta prepares members for future industry challenges 3. Sporta helps members feel pride in being part
• f and driving national success through the community leisure trust model

Reasons to Believe::1. Sporta uses the power of the collective membership to represent, reach, influence

and promote the Trust model benefits nationwide to external stakeholders who can influence members success 2. Sporta provides a nationwide platform for members to meet peers and access strategic partners to find best practice solutions to common problems and recommendations to tackle future industry developments 3. Sporta provides members value for money central services and inventory

• 4. Sporta specialises in charitable leisure trust delivery

Brand Character:: Professional, Knowledgeable, Collaborative, Passionate, Dynamic and Dependable ‘

Recommended Proposition for Sporta Trusts

Local Trust Proposition to External Stakeholders

Target Audience:: Decision makers in local authorities, health services and commissioned services, who

seek quality and trusted providers to deliver their agendas through leisure cost efficiently and effectively across the whole community, especially those in greatest need

Competitive Framework:: Local Community Leisure Trusts offer services to improve body and mind,

competing primarily with Private operators, Universities, Voluntary third sector, Health service providers and Allied health providers

Benefits: 1.Access to community wide network of quality facilities and services reaching every member of

the community; 2. Local trusts can be trusted to deliver stakeholders agendas cost efficiently and effectively across the whole community; 3. Stakeholders can feel a pride in accomplishing their goals through Sporta, delivering quality provision for the greater good of the community.

Reasons to Believe::1. Offers numerous public leisure services and facilities across the community, with

significant customer visits annually. 2. The local Trust is not for profit with funds ring fenced for provision of quality leisure activities rooted in the local communities they serve, with specific services designed for those most in need 3. Local trusts offer a breadth of umbrella facilities and services that offer sustainable preventative and remedial outcomes 4. Local trusts have a successful track record in delivery with experienced and qualified personnel employed across the community

Brand Character:: Professional, Knowledgeable, Collaborative, Passionate, Dynamic and Dependable ‘

NOW, COMMUNICATE IT…

HOW TO COMMUNICATE THE PROPOSITION

• SAME PRINCIPLES THAT APPLY TO CONSUMER COMMUNICATIONS
• START INTERNALLY & WORK OUT
• WE GO TO THEM - DON’T WAIT FOR THEM TO COME TO US
• REGULAR DIALOGUE, OPEN DOOR POLICY, MEETINGS, WORKSHOPS & PUBLIC EVENTS
• SEEK & GRASP OPPS FOR PUBLIC SPEAKING AT EVENTS – IDENTIFY SPOKESMEN AND

WOMEN & PROVIDE TRAINING TO ENABLE THEM TO ‘SELL’ PROPOSITION WITH CONFIDENCE

• DON’T SCATTERGUN - TARGET CHANNELS OF ORGANISATION/MEDIA TO REACH RIGHT

AUDIENCE

WHY DO WE NEED TO COMMUNICATE?

MAINTAIN & INCREASE CUSTOMER CONFIDENCE GENERATE PUBLIC SUPPORT (PEACETIME & CRISIS) MAINTAIN & SECURE FUNDING … AND?

WHY DO WE NEED TO COMMUNICATE?

CASE STUDY 1:

BERNARD MATTHEWS V JAMIE OLIVER

TURKEY CRISIS COMES IN THREES…

• 2005 – JAMIE OLIVER SLAMS ‘TURKEY TWIZZLERS’
• 2006 - BERNARD MATTHEWS EMPLOYEES SECRETLY

FILMED PLAYING BASEBALL WITH LIVE TURKEYS

• 2007 - BIRD FLU HIT BRITAIN

THE FIRST RESPONSE

• 2005 – STOP TWIZZLERS, IGNORE HIM & HE’LL GO AWAY
• 2006 – SACK EMPLOYEES (& BAN BASEBALL), SAY NOTHING

AND IT WILL DIE A DEATH

• 2007 – ERADICATE BIRD FLU FROM PLANTS & WE’LL BE FINE
• STRATEGY: BRING UP THE DRAWBRIDGE & HIDE

WHAT THEY DID NOT DO

• CONSIDER COMMUNICATIONS & CLEAR MESSAGING
• ENGAGE STAKEHOLDERS ACROSS AGRICULTURE & FOOD

INDUSTRY, NOTABLY REGULATORS

• ENGAGE MEDIA
• SEEK COMMUNITY SUPPORT

THE RESULT

• MEDIA COVERAGE WAS UNANIMOUSLY NEGATIVE
• SALES DROPPED - TURNOVER PLUNGED FROM £500M TO £200M
• ONE OF TWO PLANTS CLOSED & LARGE-SCALE REDUNDANCIES MADE
• SUFFERED TEN YEARS OF CONSECUTIVE LOSSES
• COMPANY SOLD TO PRIVATE INVESTORS IN 2016

WHAT THEY DID NEXT

• IN 2008, BERNARD MATTHEWS ATTEMPTED TO ENGAGE MEDIA AND

STAKEHOLDERS BUT IT WAS TOO LATE - CLAIMS OF POPULARITY AMONG WORKING MUMS, SHIFT TO BRITISH PRODUCTS AND IMPROVEMENT IN QUALITY MET BY SCEPTICISM FROM MEDIA AND INDUSTRY STAKEHOLDERS

• SO THEN, BERNARD MATTHEWS TURNED TO COMMUNICATIONS…

RECOVERY COMMS PLAN

• CLOSELY MONITOR CHANGING ENVIRONMENT IN WHICH COMPANY OPERATES
• UNDERSTAND CUSTOMERS NEEDS BETTER.
• COMMUNICATE IN TRANSPARENT MANNER WITH ALL STAKEHOLDERS.
• CREATE SERIES OF CLEAR MESSAGES AROUND PRODUCTS AND BENEFITS.
• RESEARCH AND DEFINE TARGET AUDIENCES AND TARGET COMMUNICATION.
• SEEK CHANNELS TO BE HEARD OVER ‘NO

NOISE’ OF HEALTH CLAIMS.

• FIND WAYS TO CHALLENGE PREJUDICES/PRECONCEPTIONS OF KEY AUDIENCE

STEPS INTERNAL

• BILINGUAL WEEKLY NEWSLETTER & INTRANET SITE FOR ALL

EMPLOYEES, SHARING NEWS ON BUSINESS DEVELOPMENTS AND ENGENDERING TEAM ETHOS.

• FACE-TO-FACE MEETINGS TO INFORM MANAGERS ABOUT PROGRESS

AND NEW INITIATIVES.

• INVOLVE BOARD MORE CLOSELY IN DISCUSSIONS AROUND CURRENT

AND PLANNED DEVELOPMENTS.

STEPS EXTERNAL

• ENGAGED GOVERNMENT IN DISCUSSIONS AROUND FUTURE OF BRITISH FOOD
• ENGAGED AGRICULTURAL ORGANISATIONS & FARMERS, & EMBRACED

NATIONAL QUALITY MARK

• SET UP REGULAR MEETINGS WITH JOURNALISTS & REGULAR PRESS RELEASES

INFORMING MEDIA OF PRODUCTS AND CHANGES IN INDUSTRY

• ENGAGED SOCIAL MEDIA BY TARGETING RELEVANT FORUMS & INFLUENCERS
• LAUNCHED SCHOLARSHIP SUPPORT & MENTORING IN LOCAL SCHOOLS

STEPS EXTERNAL

• LAUNCHED YOUTH AWARDS RECOGNISING COMMUNITY TALENT & SPIRIT
• ENGAGED CELEBRITIES – NOTABLY, TV CHEF MARCO PIERRE WHITE
• LAUNCHED 4 WEBSITES TARGETING DIFFERENT AUDIENCES:
• CORPORATE WEBSITE PROVIDING AN OVERVIEW OF THE BUSINESS.
• CONSUMER SITE, GIVING INFORMATION ON TURKEY PRODUCT RANGE.
• FOOD SERVICE WEBSITE - INFO TO CATERING TRADE, PUBS & SCHOOLS.
• CAMPAIGNING WEBSITE, CHANGE YOUR MEAT NOT YOUR MENU

COMMUNICATIONS WINNER

WHY DO WE NEED TO COMMUNICATE?

CASE STUDY 2:

CHALLENGE NO.1

• KELLOGG’S - ONE OF THE WORLD’S LEADING FMCG BRANDS & UK MAJOR

GLOBAL MARKET (WORLD’S LARGEST CEREAL FACTORY - MANCHESTER).

• FOR OVER 100 YEARS, LEADER IN HEALTH & NUTRITION WITH VARIETY OF

FOOD PRODUCTS, BUT CEREAL SALES DIPPING…

• RESEARCH - MORE CHILDREN GOING WITHOUT BREAKFAST AND/OR EATING

CHOCOLATE OR CRISPS AND FIZZY DRINK ON WAY TO SCHOOL.

• IN 2011, KELLOGG’S DEVISED MULTI-PLATFORM PLAN TO COMMUNICATE

IMPORTANCE OF BREAKFAST TO TARGET AUDIENCES & LAUNCHED ‘HELP GIVE A CHILD A BREAKFAST’ CAMPAIGN.

CHALLENGE NO.2

• KELLOGG’S PARTNERED WITH THE EDUCATION CHARITY CONTINYOU IN 1998

TO LAUNCH BREAKFAST CLUBS IN SCHOOLS

• COMMUNICATED MESSAGE THAT HEALTHY MEAL AT START OF THE DAY IN A

SAFE AND FRIENDLY ENVIRONMENT WAS GREAT OPPORTUNITY FOR KIDS TO PLAY, LEARN AND SOCIALISE WITH CLASSMATES.

• PARTNERSHIP HAD 500 BREAKFAST CLUBS IN UK SCHOOLS WITH TRAINING

ON HOW TO START A CLUB AND A START-UP GRANT FROM KELLOGG’S.

• RESEARCH: SHOWED CLOSURE OF BREAKFAST CLUBS THROUGH DROP IN

SCHOOL FUNDING DUE TO GOVERNMENT BUDGET CUTS.

THE RESPONSE

• KELLOGG’S PULLED TEAM TOGETHER TO CREATE COMMUNICATIONS

PLAN HIGHLIGHTING IMPORTANCE OF BREAKFAST CLUBS TO:

• PARENTS
• SCHOOLS
• UK GOVERNMENT
• THE PUBLIC

COMMUNICATION PLAN

• UP TO 1 IN 7 CHILDREN IN THE UK DO NOT EAT BREAKFAST.
• AS MANY AS 25% EAT CRISPS, CHOCOLATE OR FAST FOOD ON WAY TO

SCHOOL.

• 1 IN EVERY 8 (3,000) BREAKFAST CLUBS IN UK CLOSED DUE TO GOVERNMENT

BUDGET CUTS AND UP TO 45% OF REMAINING CLUBS AT RISK OF CLOSURE.

• TEACHERS BELIEVED THAT LACK OF BREAKFAST OPPORTUNITIES WOULD LEAD

TO POORER ACADEMIC RESULTS AND WORSENING BEHAVIOUR IN SCHOOLS.

STEP 1: COMMISSIONED RESEARCH, WHICH REVEALED:

COMMUNICATION PLAN

• PURPOSE OF KELLOGG’S CAMPAIGN - TO SHOW COMMITMENT TO BREAKFAST CLUBS

IN SCHOOLS. SO KEY MESSAGES :

• BREAKFAST IS IMPORTANT FOR PEOPLE OF ALL AGES, BUT ESPECIALLY YOUNG PEOPLE;
• BREAKFAST CLUBS POSITIVELY IMPACT ON CHILDREN’S BEHAVIOUR, ATTENDANCE

AND ABILITY TO CONCENTRATE IN MORNING LESSONS;

• KELLOGG’S HAS SUPPORTED BREAKFAST CLUBS & INVESTED OVER £1.4M SINCE 1998;
• BUYING KELLOGG’S CORN FLAKES HELPS TO FEED CHILDREN AT BREAKFAST CLUBS.

STEP 2: FORMULATE CLEAR MESSAGES

STEPS INTERNAL

• STAFF ENCOURAGED TO GET INVOLVED THROUGH INFORMATION

POSTED ON THE COMPANY INTRANET.

• EMPLOYEES INVITED TO ATTEND BREAKFAST CLUB, COVERED BY

MEDIA, IN THE ATRIUM OF KELLOGG’S BUILDING WITH TWO LOCAL PRIMARY SCHOOLS.

• STAFF WERE ENCOURAGED TO VISIT BREAKFAST CLUBS THAT

RECEIVED FUNDING FROM KELLOGG’S AND SHARE ON SOCIAL MEDIA.

STEPS EXTERNAL

• SCHOOLS – TO ALERT THEM TO THE KELLOGG’S GRANTS AVAILABLE,

INVITING THEM TO APPLY FOR FUNDING.

• MEDIA – TO GENERATE EXCITEMENT AND PRESS INTEREST AROUND

CAMPAIGN AND INCREASE PUBLIC AWARENESS OF ISSUES INVOLVED.

• PARENTS – TO DEMONSTRATE KELLOGG’S SOCIALLY RESPONSIBLE

STANCE AND INFORM THEM HOW BREAKFAST CLUBS COULD SUPPORT THEIR CHILDREN.

STEPS EXTERNAL

• MEMBERS OF PARLIAMENT – ASKING THEM TO ENCOURAGE SCHOOLS

IN THEIR CONSTITUENCIES TO APPLY FOR FUNDING.

• PUBLIC – TO ATTRACT CONSUMERS TO BUY KELLOGG’S PRODUCTS IN

ORDER TO GENERATE ADDITIONAL FUNDING FOR THE BREAKFAST CLUB INITIATIVE.

STEPS EXTERNAL

• LETTERS TO MPS AND SCHOOLS
• MESSAGING ON 8M BOXES OF KELLOGG’S CORN FLAKES
• INFORMATION COMMUNICATED INTERNALLY - TEXT & STAFF BOARDS
• TV AND RADIO ADVERTISING
• DEDICATED WEBSITE FOR BREAKFAST CLUBS & ‘TWIBBON’ CREATED
• FACE-TO-FACE MEETINGS - MPS, JOURNALISTS & ‘MUMMY BLOGGERS’

Methods used to reach each target audience, including:

THE RESULT

• FIRST SIX WEEKS OF CAMPAIGN GENERATED 73 ARTICLES IN MEDIA –

INCLUDING ITV’S DAYBREAK, THE OBSERVER AND INDEPENDENT. ALL CARRIED POSITIVE REACTION AND REACHED A POTENTIAL AUDIENCE OF 9M PEOPLE.

• OVER 700 SCHOOLS APPLIED FOR FUNDING - 500 RECEIVED START-UP GRANT.
• KELLOGG’S EMPLOYEES ATTENDED 15 BREAKFAST CLUBS WITH MP &

COUNCILLORS – GARNERING MEDIA COVERAGE & STAKEHOLDER SUPPORT.

• MONEY RAISED FROM THE CAMPAIGN WAS ESTIMATED TO PROVIDE A

MILLION BREAKFASTS – A STRONG FOLLOW-UP STORY.

WHY DO WE NEED TO COMMUNICATE?

CASE STUDY 3:

AN OUT-OF-TOUCH GOVERNMENT

• THE SCOTTISH GOVERNMENT ANNOUNCED IN AUGUST 2017 THAT IT

WAS TO REMOVE RATES RELIEF FROM ‘ALEOS’ – SPECIFICALLY CHARITABLE TRUSTS CREATED BY COUNCILS TO MANAGE SPORT, LEISURE & CULTURE FACILITIES AND SERVICES – FROM 1 APRIL 2018

• SPORTA UK LAUNCHED A COMMUNICATIONS CAMPAIGN THAT SOUGHT

TO PREVENT THE PROPOSAL FROM RECEIVING PARLIAMENT APPROVAL BY DECEMBER 2017.

COMMUNICATION PLAN

• 92% OF TRUSTS WOULD BE FORCED TO CLOSE LEISURE CENTRES AND

SWIMMING POOLS.

• 65% OF COMMUNITY FACILITIES (TOWN & VILLAGE HALLS AND COMMUNITY

CENTRES) FACE CLOSURE.

• 70% OF ALL OF SPORTA MEMBER TRUSTS’ VIABILITY SERIOUSLY

THREATENED.

• 15% WOULD BE FORCED INTO MAJOR SERVICE REDESIGN THAT WOULD

REMOVE SIGNIFICANT PARTS OF THE SERVICE, NOTABLY IN UNPROFITABLE AREAS.

STEP 1: ENGAGED MEMBERS & RESEARCH REVEALED:

COMMUNICATION PLAN

• USED STRONG MEDIA CONTACTS TO SECURE COVERAGE IN NATIONAL &

LOCAL NEWSPAPERS, RADIO AND TV, INCLUDING LEAD IN ‘SCOTSMAN’.

• USED SCOTTISH GOVERNMENT CIVIL SERVANT CONTACTS TO PUSH FOR

MEETING WITH CABINET SECRETARY – USING EARLY RESEARCH TO UNDERPIN WARNINGS.

• ORGANISED MEETING WITH HEADS OF LEADING SPORT, LEISURE AND

CULTURE GOVERNING BODIES & LOCAL AUTHORITIES – SPELLING OUT DANGER TO THEIR FACILITIES/SERVICES.

STEP 2: ENGAGED MEDIA & KEY EXTERNAL STAKEHOLDERS

COMMUNICATION PLAN

• ENGAGED POLITICAL PR FIRM FOR EXPERT INSIGHT & CONTACT TO KEY

INFLUENCERS

• GUIDED SPORTA MEMBERS IN MAKING CONTACT WITH LOCAL MSPS &

MEDIA WITH COMMUNICATIONS ADVICE & LETTER TEMPLATES

• LIAISED WITH MSPS TO SECURE PARLIAMENTARY DEBATES AND

INCREASE PRESSURE ON GOVERNMENT MINISTERS.

STEP 2: ENGAGED MEDIA & KEY EXTERNAL STAKEHOLDERS

THE RESULT

• NOV 28: CAB SEC FOR FINANCE ANNOUNCED HE WOULD DROP

PROPOSAL, PRAISING SPORTA IN PARLIAMENT FOR ‘HELPING THE GOVERNMENT TO FULLY UNDERSTAND THE UNINTENDED CONSEQUENCES OF THE MOVE’.

• THIS SAVED SCOTTISH TRUSTS £46.2M PER ANNUM (GLASGOW LIFE

£15.8M) FROM 2018.

• INCREASED AWARENESS OF TRUSTS WITHIN GOVERNMENT AND

ACROSS SPORT, LEISURE AND CULTURE LANDSCAPE.

THE LESSON

• A NARROW ESCAPE FOR TRUSTS –AND THERE WAS STING IN THE TAIL.
• SG ANNOUNCED NO NEW ‘ALEO’ WOULD QUALIFY FOR RATES RELIEF.
• WE PERSUADED SG OF DEVASTATION A SUDDEN IMPOSITION OF £46M

IN RATES WOULD CAUSE SPORT, LEISURE AND CULTURE, BUT FAILED TO RETAIN RELIEF FOR FUTURE SERVICE PROVISION.

• SG ASKED: ‘WHY HAVE YOU NOT TOLD US THIS BEFORE?’
• THE NEED FOR PROACTIVE COMMUNICATIONS REMAINS CLEAR.

5 TOP TIPS - STRATEGIC

• GIVE COMMUNICATIONS A HIGH & REGULAR PRIORITY FOR SENIOR MANAGEMENT
• INVOLVE SMT IN CREATING COMMUNICATIONS PLAN FOR MEDIA & EXTERNAL

STAKEHOLDERS

• IDENTIFY KEY STAKEHOLDERS, BEGINNING WITH THOSE CAUSING MOST ANGST
• CREATE PROPOSITION/OFFER FOR EACH STAKEHOLDER (SOME MAY BE THE SAME)
• AGREE KEY METHODS OF COMMUNICATION – PAID, EARNED, OWNED & SHARED - &

FREQUENCY

5 TOP TIPS - DELIVERY

• FACE-TO-FACE MEETINGS WITH STAKEHOLDERS - SEEK TO UNDERSTAND

THEIR AGENDA & PRIORITIES, SHARE PROPOSITION/BENEFIT TO THEM & CONSIDER OPPORTUNITIES TO INCLUDE THEM IN EVENTS

• ORGANISE STAKEHOLDER EVENT (LUNCH/DINNER) –

SPEAKER/PRESENTATION/LOCAL ISSUE DISCUSSION

• CREATE & MANAGE SOCIAL MEDIA STRATEGY
• ENGAGING CONTENT & SUPPORT STAKEHOLDERS WHERE POSSIBLE
• BUILD LIBRARY OF POSITIVE IMAGES, VIDEOS & CASE STUDIES

DISCUSSION: HOW WOULD YOU CHANGE YOUR COMMUNICATIONS TO TARGET EXTERNAL STAKEHOLDERS?

HOW DO YOU KNOW IT IS WORKING?

• 1. Brand Conversion Model
• Awareness
• Trial
• Frequency
• 2. Brand Equity
• Improve my well being
• Value for money
• Fun
• Inclusion
• Caring
• Community
• Run by an Independent charitable trust
• 3. Net Promoter Score
• 4. Stakeholder research
• 5. Revenues

TOOLKIT LKIT

THANK YOU