Reputation Communication Dianova 2013
description
Transcript of Reputation Communication Dianova 2013
Rui Martins | Communication Director
COMMUNICATE TO CREATE
VALUE & SOCIAL IMPACT
ANIMAR | Vila Franca Xira
May, 25th 2013
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In Conta Satélite economia Social, INE | CASES 2013 http://www.slideshare.net/Dianova/conta-satelite-economia-social-2013
The Increasing Attractiveness of the 3rd Sector Professionalism | Employability | Productivity
In The Johns Hopkins “Comparative Nonprofit Sector Project” e Universidade Católica Portuguesa, 2005
5,4 thousand M € =
4,2% GDP
227.000 Employees
= 4,2% Active Population
48% own revenues 40% government 12% philantropy
2,8% GDP (Wealth )
& 5,5%
Employment
55.383 Orgz. 94% Associations
40,1% Social Action 54,1% GDP
64,9% Employment
5.022 IPSS 50,1% GDP
42,6% Salary 38,2% Need Financing
Income 14.177,9 M€
62,8% Production 23,8% Subsidies
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INNOVATION MANAGEMENT
INNOVATION IN WORKING PRACTICIES
COMPETITIVE ADVANTAGE
In Julian Birkinshaw, co-founder Innovation Lab, London Business School
What differentiates na Effective Civil Society Organization?
Aligning Stakeholders’ Perceptions with Organizations’ Objectives (Multiple Constituents Model)
• More effective directions, taking right decisions and doing things well. • Greater use of correct management procedures (needs evaluation, strategic planning, satistaction measurement) • Greater use of change management strategies (search for new income sources, increase of legitimacy, costs control) • Having a prestigious Board only moderately related
In “Nonprofit Organizational Effectiveness: contrasts between especially effective and less effective organizations”, Herman & Renz, 1998, Nonprofit Management and Leadership
Organizational Innovation in the Third Sector
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Innovation | Incorporate Best Practices Change Management, Governance, Quality, Sustainability|Corporate Social Responsibility, Talent Management, Work-life Balance Reputation, Accountability, Impact Investment, Social Impact Evaluation, Integrated Communication…
Create a corporate trustworthy brand by creating an inspiring Social Organization…
... that offers a value proposition for Customers, Employees and
Society at large...
... ensuring the Sustainability of the Organization!
O B J E C T I V E
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Developing Trustworthy Relationships for Organizational Efficiency & Effectiveness Stakeholders perceptions and expectations aligned with Organizational goals
Trust Relations Development
= Competitive
Advantage Source Barney&Hansen
1994
Trust is a central construct within the frame and the dynamics of relashionship engagement (Credd & Miles, 1996). Develop and sustain trust is especially important for
Organizational effectiveness. (Davis et al, 2000)
A R I S T O T L E S
Brand/Marketing Engagement: Transparency, Honesty &
Interactivity ... In telling the story, experience through appropriate channels to create and mantain relationships of mutual benefit.
Trust Reputation ... through the demonstration of good practices in the “Trust Bank Deposit”
Souce credibility Ethos → character & integrity Logos → expertise & competency Pathos → charism
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“TRUST is the general belief that an organization in its communication and behaviours is responsible, open and honest, concerned, reliable and
worthy of identification with its objectives, rules and values” Zalabak, 2010
MEASURING TRUST Organizational Trust Index
COMPETENCY Is it efficient?
Tech adaptation, clearly thinking, skills,
communication and problems resolution
HONESTY Perception of how
information is provided.
CONCERN Management balance,
Relacionships, Experience,
Honesty, empathy, consistency
IDENTIFICATION Shared values,
Regulations and beliefs
RELIABILITY Development of
Consistent actions
Developing Trustworthy Relationships for Organizational Efficiency & Effectiveness Stakeholders perceptions and expectations aligned with Organizational goals
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“TRUST is the general belief that an organization in its communication and behaviours is responsible, open and honest, concerned, reliable and
worthy of identification with its objectives, rules and values” Zalabak, 2010
BENEFITS → POSITIVE RESULTS
Greater job satisfaction, productivity and commitment to the Organization.
Flaherty & Pappas, 2000
Higher sales and profits and lower turnover rate.
Davis et al, 2000
Increase cooperative behavior Gambetta, 1988
BARRIERS → NEGATIVE RESULTS
• Decreased desire of employees to contribute to productivity goals
• Creates fear and destructive behaviours
• Worsening crises • Distrust is costly
Schokley-Zalabak, 2010
Developing Trustworthy Relationships for Organizational Efficiency & Effectiveness Stakeholders perceptions and expectations aligned with Organizational goals
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P R O C E S S
People – Leadership – Organizacional Culture
Offline and Online Tools
Change Management techniques and processes
Positive Change vs Sustainability and
Organizational Development
• What procedures and skills do we need? • What needs to be changed? • How to manage change in harmony with our values?
Strategy Changing Communication
Proactive/ Constructive Flow
Awareness | Comprehension| Commitment| Change
Information| Dialogue | Engagement| Recognition
+
+
Roadmap Sustainability & Change Management: Leading and Recreating our future from the inside out… One language, One voice, One brand
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PRESENT SITUATION DESIRED SITUATION STRATEGY
Why are we here? • Define the situation
•or problem What we want to achieve? Define options
Where do we want to be? Set goals, timelines, kpiS
and initiatives. How to line up?
Converge Global action plan with Units
The Action Initiatives and projects that build long lasting Reputation
What we have achieved ? Positive Results and Positive Social Impact Next steps
((re)Invest in new opportunities... ... and continuous improvement!
Mobilize change through Leadership
Translate a strategy (goals, iniciatives, KPIs)
Align Corporate and Centers Motivating a joint task
(Communication, Objectivse, Training)
Manage to convert strategy into a continuous process
Make the Organization Sustainable
Increase the direct and
indirect Social Impact
Roadmap Sustainability & Change Management: Leading and Recreating our future from the inside out… One language, One voice, One brand
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INTEGRATED COMMUNICATIONS
Unidirecional Proccess to
Disclosure Information (Media and/or other Off/Online channels
Bidirectional Management Process
Relationships Win-Win with Stakeholders
REPUTATION MANAGEMENT| CORPORATE SOCIAL
RESPONSIBILITY
Market= CHATS!
DIALOGUE: • Bidirectional • People
• Information • Participation
INFORMATION MANAGEMENT
Roadmap Sustainability & Change Management: Leading and Recreating our future from the inside out… One language, One voice, One brand
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Association of friendship
and alliances around products, services
and ideas
Human Interaction
Ecosystem that shapes attitudes and behaviors
It’s driven by People in the Communities
in which they Communicate and
Congregate
It is to Create, Discover and Share
new contents
It’s Creating vibrant and enriched Cultures and use Connection
tools
Corporate Communication
Crisis Management
Online Communication
Media Relations
Internal Communication
Government Relations Brand
Management
Social Marketing
Events Organization
Integrated Communications Social Media: a new Participation | Human Interaction process
Public Affairs
Strategic Alliances & Partnerships
Measurement & Evaluation
Social Media Management
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Advertising
RP Communication| Social Media
Marketing
“The strategic integrated
communication process creates
mutual beneficial relations between Organizations and
the Public”
INTEGRATED COMMUNICATION LOW COST | NO COST
Strategic Marketing
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You’ve just entered a lift (Elevator Pitch)…
… and you have 20 seconds to explain what is
the Organization: What it does?, Who is the target?, With what objectives?, What’s the value
proposition?
Done? Retain the idea…
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You’ve just taken the 1st Step in your Storytelling | Storydoing…
… which will help you understand how your Organization is
understood and (re)POSITION
to maximize its Strategic GOALS
MANAGEMENT OF CORPORATE REPUTATION
REPUTATION FOR WHAT? • Determine what’s important for each group of stakeholders REPUTATION FOR WHOM? • Good will created through relations with stakeholders REPUTATION WITH WHAT OBJECTIVE? • Create good will is the final objective identifying and managing issues.
REPUTATION | Collective evaluation of the ability of an
Organization to deliver positive results to representative groups of its
Stakeholders. Benefíits: create competitive advantage | attract and retain better
talent | attract investors and sponsors | increases customer loyalty|
Increases access to new segments
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It’s like any other History: to be credible, consistent and reliable
Organization
Mission Vision Values
Objectives
Differentiation Skills
Expectations
Objectives: 1. What do we want to
be? 2. How do we want to
be remembered?
Clients and Market: 1. What can
Stakeholders expect from us?
2. How can we meet their needs and expectations?
Competitive Advantage: 1. What are our
habilities? 2. What differentiates
us? 3. What do we need to
change?
… it has to be ALIGNED and PROPELLED through multiple online and offline engagement channels
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Create value for Stakeholders and help build an informed opinion through effective
management of relationships...
… this is the Mission of Corporate
Communication
Understand the business, issues and barriers’ objectives
Identify key Stakeholders and their present versus desired
perceptions
Develop a communication strategy to fill the gap through emotional and racional drivers
Is the perception different from the reality?
Are we communicating with the right public?
Vision / Capabilities
/ Espectation
s
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Strategic Model of Causes Communication
1 Define the Brand
history and Reputation
which we want to create.
2 Share the history
with multiples Stakeholders
3 Mobilize
the “defensors” (advocacy) who mobilize others
in our favour
4 Listen and
understand the perspectives of the stakeholders
and if the messages are
being transmitted
5 Evaluate and redefine the
strategy, tactics, stakeholders,
channels
Coprporate Unique
DifferentiatorCharacter
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Define SMART Objectives
S: Specific
M: Measurable
A: Achievable
R: Realistic
T: Time
What we want to achieve?
What metrics (KPIs) to use?
Effort and commitment are realistic?
What’s the importance of the objective?
When is the goal to be reached?
Potential barriers/Opportunities
Person in Charge Actions Targets and KPIs
(re)Evaluation
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Select and set Multi-Stakeholders (Groups and Issues) Approach
DIALOGUE Authentic, Transparent, Credible (From definition to Management Engagement)
Stakeholders Envolvement | Proactivily involve stakeholders to manage relationships in a strategic, focused and effective way in order to boost the reputation and business success.
ENGAGE CRITICALS STAKEHOL
DERS
BUSINESS SUCCESS
& POSITIVE
REPUTATION
Mitigate / Neuter Detractors
Conver Neutrals
Empowering Advocates as Ambassadors
POWER INFLUENCE BRAND FAVOURABILITY
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(re)Define Long Term Position It is intended that the
Audience
KNOW the
Organization
1
It is intended that the
Audience understand that
the Organization is
RELEVANT to their needs
2
It is intended that the Audience believe the
Organization’s DIFFERENTIATION
3
It is intended that the
Audience consider the
Organization with high
ESTEEM.
4
Fill the strategic
gap to tell a unique story
Show the ability to do things better than anyone.
Solution to problems
solve out of the box that
lead to inovation
TH
E 4
PILL
AR
S O
F C
OR
POR
AT
E
CO
MM
UN
ICA
TIO
N
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PUBLIC RELATIONS
Press Kit with messages (rational and emotional)
and key materials: Corporate eDossier
Align External program with Internal Communication to engage and inspire Employees and Stakeholders
Integrated Communication Stategy with interviews, reviews, testemonials, facts, news
Engagment with Government and Local Authorities using key messages with specific framework
Online Dialog fos specific audiences
Channels oriented to interection stimulating dialog, resourses, listening and feedback
Press office to select key media, create data bases, identify spokesperson, define goals
Tell Your Story Integrated
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eKIT PR Toolbox A BRAND is still judge by its Leardership+ Performance +
Citizenship + Governance + Social Responsibility + Inovation + Place of Work + Products and Services
New approach to
Social Media + PR
+ Media Channels to best operate
with the intention to: Communica
te, Build relations
and Influence
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OUTPUT IMPACT OUTCOMES
With what effectiveness we spread out our message.
• KPI EVA ? (Average Evaluation) monthly • N. Likes, Shares, Tweets
What effect does our communication has on stakeholders
• KPI Qualitaty & Quantitaty Analysis (partnerships, financing, contracts, training, loyalty, etc.)
• KPI Measurement Scale Relations Grunig et al 1999 (annual) • SROI • IRIS
What changes through measurement metrics
Measurement | Evaluation |Accountability | Transparency
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MISSION : To develop actions and programs that will contribute to the Personal Autonomy and Social Development
Dianova Network & International Hub of Public Affairs
3 Continents | 11 Countries
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PRO
TOC
OLS
Education and Health
Promotion
Drug Abuse Treatment
Socio and Professional
Reintegration
Psychosocial Support
Empowerment &
Training (Hard | Soft
Skills)
AFF
ILIA
TIO
NS
Organizational & Social
Innovation Agent
Cooperation & Learning
Culture Oriented
Social and Solidarity
Agent
Social Change Promoter
Dianova recognized as Private Institution for Social Solidarity, Public Utility Association and Non-Governmental Organization
for Development
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Certifications | Acredditations Dianova
ISO 9001:2008
EFR
DGERT | CCPFC
Quality Management System CTQL (1st in Portugal)
Training Entity (CFD) DGERT – MTSS | CCPFC – ME
Family Responsible Entity Social Economy (1st in Portugal)
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Dianova | Operational Units (Lisbon | Oliveira Azeméis | Torres Vedras)
HEADQUARTERS Dianova Portugal
Therapeutic Community
Quinta das Lapas
Training Center Dianova
Social Reintegration Apartment
Social Enterpirse Nursery Plant
Students Residential
Emergency Center Project
Casa Azul
Psychosocial Support Center
+Health
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Areas
77,9% Programs 22,1% Management
Gender
50% Female 50% Male
Age Average 40,1
Qualifications 31% College 69% High
School
The Team Talent Retention
94%
41 Employees 90% Direct Contracts
10% Indirects
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Government • Legislators • Regulators • Politicians • Central and Local Administration • Project Analysts • Internacional Agencies
Organization • Board • Staff / Employees • Voluntiers • Suppliers • Partners • Clients • “Shareholders”
Community • Leaders • Analysts • Investors e Sponsors • General Public • Academy • Media
Market • Precribers • Health, Education, Social Professionals • Potencial Customers • Families • Opinion Liders • Competition
Good Corporate citizen?
Social Development?
Quality? Effective?
Partnerships?
Innovative? Good Governance?
Social Value?
Goodplace to work?
Criative team?
Multi-stakeholders Cooperation Culture and Cooptition Approach
Based on the Model of Business Relations, MacMillan et al (2000)
Trustworthy? Commitment
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Integrated Communication Moto Learn | Grow | Achieve Values Management oriented: align corporate culture with principles
Public | European
Affairs
Cause Communication
Marketing
Media Relationships
Organization & Events
Participation
Online Communication
& Social Media
Services Marketing Internal
Communication
Social Advertising Campaigns
Brand Management
Corporative Communication
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SOCIAL
ENVIRONMENTAL
ECONOMIC LEGAL
ETHICAL
Trust Bank Deposit & Best Practices CSR Walking the Talk… Everlasting Effects!©
Reputation Is built on
actions
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Economic Performance Economic
REGULARIZATION OF TAXES
UPDATED
VOLUME OF LOCAL
EMPLOYMENT
+40 / YEAR
SUPLIERS PAYMENT
30 DAYS
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Delivering the Promise Social Impact 2007-2011 Social
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Efficiency Increase and Environmental Impact Environmental
IMPLEMENTATION OF SOLAR PANELS
& ENERGETIC COST
and ECOLOGICAL FOOTPRINT REDUCTION
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Comply the International, EU & NaTional Legislation Legal
Industrial Property 13 Brands
16 Domains
Principles and
Responsabilities Chart
Plan for Gender Equality
and Work-Life Balance
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Management through Ethical and Values “Social Business” Ethical
Performance Management Behavior and
attitude Evaluation → Performance of
Excellence
Employee Evaluation & Satisfaction
Give active voice and know how satisfied
People are
Ethical Code
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Brand Management Corporate Identity Materials
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Online Communication Sites | Blog | Social Networks
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Online Communication Sites | Blog | Social Networks
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Temporary Accommodation Center Oliveira de Azeméis
SOLIS Project 2005-2010
Promoter Entity Oliveira Azeméis
Municipality
Executing Agency Dianova Portugal
+ 9 Local Partners
12 Activities To Children,
Young People, Adults and Seniors
Length 6 years
Beneficiaries 4.030 People
Financing
1,2 million €
Social Inclusion, Volunteering,
Seniors, Domestic Violence (170 Users),
Social Rehousing, Housing Rehabilitation,
Socioprofisional Integration, Health Education,
…
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Dianova Training Center: Empower| Undertake | Innovate | Portugal
TRAINESS 1.624
TRAINING ACTIONS
112
HOURS OF TRAINING
6.724
TRAINERS 16 Internal
750 External
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2013 2012 2000
2010 2009 2007 2000
Begining of Activity
Lounch of Mother’s Day
Campaign
Christmas weather destroys
Greenhouses
Greenhouses Reconstruction
Manuel António da Mota Award Honorable Mention
Implementation of the Solidarity Brand
Development of processes for the Commercial Management
Diversification of Clients Portfolio
Hiring of na Agronomist Engineer
Income 300.000€/ year
Social Enterprise Nursery Plant: Major Events
Employees 13
SOCIAL REINTEGRATION → EMPOWERING → SOCIOPROFESSIONAL INTEGRATION → SUSTAINABILITY
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STAFF ORGANIZATION BENEFICIARIES COMMUNITY
SOCIETY
Renovation of SGQ 2011-2014 → Dynamic Methodology
100% Client Sarisfaction Increased social legitimacy
Increased transfer of hnow-how
Increase Motivation → efficiency e effectiveness
Increase integration on social networks (CRI, CLAS) 100% Population Recomend
the Service
Quality and Inovation ISO 9001:2008 Impact and Benefits Therapeutic Community
•Public Recognition: Private Category Award Hospital do Futuro’05/06 • Invitation to National and International Conferences
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Scientific Study Follow-up “Social Trajectories” 2009-2013 CIES | ISCTE-IUL
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EAD Lisbon Event March, 15th 2011
• 100 participants Colleges, Diverse Public Organizations,
Companies, ONG/IPSS, Citizens and Special Guests
• 10 Mass Media • 82 Published News
47 Press (43%), 35 TV & Radio (35%), 24 Social Media (22%)
• 1.200.000 people affected by the news
• ROI 236.596€
Campaign EU “European Action On Drugs” EAD Lisbon Event 2011
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Campaign EU “Migrants in Europe” Portugal 2013 Results
National Coordinator | Rui Martins & National Jury| Raquel Campos Franco, Carmo Leal, Rosário Farmhouse, Carlos Nogueira and Ana Ximenes
OVERREACHED RESULTS
182%
48 REGISTERED
UNIVERSITIES
78 SUBMITTED
WORKS
10 SELECTED WORKS (NATIONAL JURY
PORTUGAL)
WILL JOIN THE EUROPEAN SELECTION
(EUROPEAN JURY) TO BE HELD IN SEPTEMBER |
BRUSSELS
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19 Sponsors Media
1 Sponsor Publicards
(271 Locals)
1 Sponsor Lisbon Subway (500 cartazes)
Social Networks Facebook, LinkedIn,
Social Advertising Campaign| Health Impact Evaluation 2011
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19 Magazines and Newspapers
23 pages 517.911 audience
(5 millions readers) 75.779€ ROI 500 Posters
Lisbon Subway 600.000 passengers/day
3 weeks (14.400.000 pass.)
105.000€ ROI
My Tech Notes & My Finance Notes
University Notebooks 50.000 copies
Social Advertising Campaign| Health Impact Evaluation 2011
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IMPACT 2007-2012 13.460 PEOPLE
Annual Initiative Health Promotion “Mocktails” | Torres Vedras
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Celebration of Commemorative Dates Annual Christmas Postcard
Colateral enhancement to:
• Increase Visibility • Increase brand engagment
• Disseminate key messages
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Accept Mistakes
Enjoy
In Conclusion
Simplicity in Complexity
Guidance for Learning Take risks.
Encourage Inovate
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