dianova build to last eacd lisbon 2008
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Building [NPO Reputation] to last Trust – Cooperation – Passion… Inspiring the Change!
EACD Regional Debate Lisbon, 29th May 2008
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The Main Issue
REPUTATION & BRAND DIFFERENTIATION IS A TOUGH, COMPLEX TASK
WITH NONPROFIT ORGANIZATIONS
GOAL
M Create a trustworthy type of corporate brand by creating an inspiring kind of
nonprofit organization
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The Global Nonprofit Sector
Source The Johns Hopkins Comparative Nonprofit Sector Project, 2006 www.jhu.edu/ccss
GLOBAL (40 COUNTRIES) PORTUGAL
$1.9 trillion in operating expenditures 48.4 million full time equivalent jobs 4.6% of economically active population 53% fees as source of Revenue (35% government, 12% phil.)
$5.4 billion in operating expenditures = 4.2% GDP 227 thousand full time equivalent Jobs 4.2% of economically active Population 48% fees as source of Revenue (40% government, 12% philan.)
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The Global Nonprofit Sector
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The Global Nonprofit Sector
Source The Johns Hopkins Comparative Nonprofit Sector Project, 2006 www.jhu.edu/ccss
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Nonprofit Organizational Effectiveness
Source “Nonprofit Organizational Effectiveness: contrasts between especially effective and less effective organizations”, Herman & Renz, 1998, Nonprofit Management and Leadership
Aligning Stakeholders judgments with NPO’s goals and objectives
(Multiple Constituency Model) More effective boards
Do things right
Use more practicioner-identified
correct management procedures
Use more change management strategies
Have board with social prestige only moderately related
WHAT differentiates an especially effective NPO?
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Building Trust
Develop Trusting
Relationships =
Source of Competitive Advantage
Barney&Hansen
1994
SOURCE CREDIBILITY
Ethos → character & integrity
Logos → expertise & competence
Pathos → charisma
REPUTATION OF BEING TRUSTED by making deposits of good works into the “trust
bank”
TRANSPARENCY & HONESTY on telling the story through mediated channels to create and
sustain mutually-beneficial relationships
Trust is a central construct in the framming and dynamics of managerial relationships (Credd & Miles, 1996). Developing and maintaining trust is seen
especially important to managerial and organizational effectiveness (Davis et al, 2000)
A R I S T O T L E
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NPOs as Trust Leaders
Source www.edelman.co.uk/trustbarometer
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Action Towards Trusting Co.
Source www.edelman.co.uk/trustbarometer
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Most Credible Sources
46% 49%
55% 48%
46%
55%
31%
37%
39% 27%
23%
30%
19% 19%
20%
Source www.edelman.co.uk/trustbarometer
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From Trust to Trustworthy
“Without Trust, organizations are bogged down by suspicion, anger, cynicism and disappointment” (Golin, 2004)
BENEFITS → POSITIVE OUTCOMES
Higher job satisfaction, productivity and higher commitment to the organization (Flaherty & Pappas, 2000)
Higher sales and profits, lower emplyee turnover (Davis et al, 2000)
Enabling cooperative behaviour (Gambetta, 1988)
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Social Marketing (R)evolution
CAMPAIGNS BENEFITS KEYS to SUCCESS
SOCIAL MARKETING use of MKT principles & techniques to influence a target audience to voluntarily change behaviour for the benefit of others: improving public health, safety, environement or community well-being
Educational & Awareness building → Persuasive communications → Promoting behaviours!
Source “Corporate Social Responsability”, Kotler & Lee (2005)
HEALTH • drug use prevention, breast cancer, physical activity, teen pregnancy, eating disorders, HIV/Aids INJURY PREVENTION • traffic safety, suicide preven- tion, emergency preparedness ENVIRONMENT • water conservation, air pol- lution, wildlife habitats COMM. INVOLVEMENT • volunteering, voting, organ donation, crime prevent
Supports brand positioning Creates brand preference Builds traffic
Increase sales Improve profitability Attract credible partners Makes a real social impact
Focus on an issue aligned with core business or strenght Select an initiative that will leverage corporate citizenship Build partnerships with knowledgeable organizations (with common goals and interests) to increase positive outcomes Ensure that local participants are given a clear role, training and resources
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Social Marketing (R)evolution
Source www.coneinc.com/files/2007ConeSurveyReport.pdf
CAUSE BRANDING AND SOCIALLY ALIGNED BUSINESS INITIATIVES
92% have a more positive image of a company that suports a
cause they care about
87% are likely to switch one product to another (same price and quality)
if it is associated with a cause
84% of women and 75% of men considers a company commitment
to social issues when deciding what or where to buy
86% want to see companies with social commitment doing business
in my community 77% where to work and
65% invest in stocks or mutual funds
72% want their employers to do more to support a social cause
93% to provide them with opportunities to become involved 89% feel a strong sense of loyalty
The top 4 issues to be addressed 80% health
77% education 77% environment
77% economic development
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BENEFITS TO THE CAUSE BENEFITS TO THE COMPANY
Enhance public perception and concern for the cause through communication efforts Encourages clients and communities to sponsor/financial givings Increase participation and engagement on related activities Supports change behaviour with positive social impact Raise number of volunteers and related experiences, ideas, knowledge...
Increase corporate reputation and strenghts brand positioning Increase appeal to investors and financial analysts Increase ability to atract, motivate, retain employees Decrease operative costs by adopting effective business practices Create strong relationships with community Support MKT activities that generate traffic, increase Sales & market share, atract new customers...
Doing Good... Doing Great!
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Inspiring the Change...!
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Who are we?
Nonprofit organization and Public interest association specialized on:
Risk behaviour prevention & health education Community development Drug Treatment &
Social Inclusion
Drugs and Drug Abuse National Agency, Social Security National Agency
Emplyoment and Training National Agency
CO
NV
EN
TIO
NS
Partner of Public and Private organizations
Social newtwork Agent on health & social care
Social and Solidary Economy agent
Membre Dianova network (Special Consultant Status at ONU
for education, youth and drug abuse)
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Our People
Total Staff
56
Therapeutic 70%
Management 30%
Sex
Male 50%
Female 50%
Age (mean)
37 y.o.
Low Turnover Rate
11,4%
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What do we do? Mission: develop actions & programs that proactively contribute
to the individual autonomy and social progress Values: Commitment • Solidarity • Tolerance • Internationatlity
Inspiring and helping people to change behaviour!
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How are we perceived?
Government • Legislators • Regulators • Politicians • Central & Local Officials • Project Analysts • International Agencies
Organization • Leaders • Employees • Volunteers • Associates • Supplyers • Partners
Community • Community Leaders • Financial community • Investors & Sponsors • Public • Legislators • Regulators • Academics
Market • Recommenders • Prescribers • Social & Health professionals • Public & Private buyers • End users • Industry analysts • Opinion leaders
• Job security? • Good place to
work?
• Agenda? • Trustworthy?
• Service quality? • Relationships?
• Good corporate citizen?
• Follow through on commitments?
• Add value? • Innovative?
Dianova needs to address issues in a differentiated way
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Managing Reputation
BENEFITS Impact on organization’s performance by enhancing
the support of stakehloders towards the org.:
create competitive advantage
atract and retains best talent
enhance effectiveness on obtaining resources
atract investors and influentials
increase access to new markets
increase loyalty of customers
…
Reputation
how an organization
is perceived by key
stakeholders
Source (MacMillan et al 2005), “Reputation in relationships: measuring experiences, emotions and behaviors”, Corporate Reputation Review
REPUTATION FOR WHAT? • Determine what is important for each group of stakehloders
REPUTATION TO WHOM? • Good will will be drawn through stakehloders’ relationships
REPUTATION TO WHAT END? • Generate good will is the ultimate goal on developing and maintain reputation
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Managing Relationships
Model of Business Relationships
Perceptions and experiences of stakeholders
Commitment and trust of stakeholders
Desired behaviour of stakeholders
• Material and imaterial benefits • Power of persuasion • Costs • Sharing values • Trade equity • Communication • Past behaviours related with trust
• Trust • Commitment
Source (MacMillan et al. (2000), “Successful business relationships”, Journal of General Management
Stakeholder relationships as KEY for
Managing CR
Perceptions depend upon stakeholder experiences of a
business
• Creative cooperation • Loyalty • Agreement • Other behaviours related with trust
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How the Master Brand Works
Key equities that live in the master brand and do these things
Explain who we are and what we
do
Lead employees where we need them to go
Pave the way credibly for
services/innovation
Help us maximize our social impact as drug abuse interventions
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Dianova Master Brand Essence
Function • New, better services to treat drug abuse • Demonstrating growth and social impact • Good place to work • Sound ethical and scientific foundation • Striving for innovation through R&D leadership
“Managing fundamentals exquisitely”
Differentiation • A learning and teaching organization • Managing and leveraging success • New ways to look at old problems • Thinking creatively; continually striving
“Pipeline of ideas”
Image/Personality • Sincerity: honest, real, original, friendly • Competent: reliable, hard-working, intelligent,
confident, leader, secure • Exciting: daring, spirited, imaginative, unique
“Pathfinder”
Source of Authority • “Fit” of partners demonstrates expertise and good
practices • Separate track records of success • List of successes in services and social beneficiaries • Solid management team
“Meant for each other”
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Toward a Long Term Positioning
Owning the gap strategy to tell a unique story
Distinctive from other organizations because of our approach: • We are building on the success of our social impact • Each day we are making the right decisions for our future • We are challenging old notions about how health & social nonp organizations do “business”
Demonstrate ability to do it better than anyone as
critical factor in success
We continually strive to solve tough health and social problems by thinking outside the box… … we learn from and teach each other, by managing knowledge and sharing best practices worldwide, which… … drives us toward stronger innovation and integrated Solutions!
KNOWLEDGE • DIFFERENCTIATION • RELEVANCE • ESTEEM
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Messages
Corporate Communications
“You can do it” Creative Concept
Corporate Brand Management
Corporate Social Marketing
Health/Professional Communications
Public Affairs
Media Relations
DIANOVA
How do we Communicate?
Corporate brand informs and adds depth to traditional corporate communications
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Living Brand Inside…
ORGANIZATIONAL DEVELOPMENT
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QUALITY, INNOVATION, COOPERATION
… Out!...
Unique Therapeutical Community with
Quality Certification in PT
Special Consultant Status at UN/ECOSOC
Youth, Edu., Drug Prev.
Corporate Governance Best Practice Implementation
Balanced Scorecard
Trust Bank Deposit
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AWARENESS & EDUCATION CAMPAIGNS
… Out!…
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… Out!...
Spot Vídeo “Looking at drugs with other eyes”
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… Out!…
“Maze of Passions”: Rapidly everything can be transformed into nothing... Life is beatiful... Take care of You and of Others!
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SHARING BEST PRACTICES
… Out!…
Trust Bank Deposit
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… Out!...
Trust Bank Deposit
Empowering Teachers & Other Professionals on Drug Prevention
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MANAGING ISSUES OF PUBLIC INTEREST
… Out!…
Government Relations Organizations/Influentials: 6.137
Positive Feedbaks: 49
Participation on Forum Beyond 2008 Drug Policy
Budapest, Jan’08
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TRADITIONAL & NEW MEDIA
… Out!…
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... Out!...
Spot Vídeo “Moments of confusion”
Spot Radio “Community Centre”
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… Out!…
website
blogging
foruns
web comm
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Measurement & Evaluation
OUTPUT IMPACT OUTCOMES
How effectively we disseminate our message
Quality and quantity of message delivered
What effect our communication has on target
Quality and quantity of message delivered
Sales/Admissions
What change we see in key business metrics
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Impact Communication
Positive Media Reputation = Competitive Advantage
Influencing Public
Opinion ↓
Shaping Perceptions, Beliefs
Attitudes & Behaviours
15 Press releases
6 Featured Articles
7 Interviews (Press&Radio)
QUALITATIVE • Positive coverage (0 neg news) • Creative & Reader-focused Headlines and content
QUANTITATIVE • 110 news published
38% Internet 45% General/Regional Press 13% Specialized Press 3% Radio 1% TV
• 5.638 million Readers • ROI €117.872
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Impact Communication
Website Dianova 2007
0
2000
4000
6000
8000
10000
12000
14000
16000
Jane
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Fevere
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Março
Abril
MaioJu
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Julho
Agosto
Setembro
Outubro
Novembro
Dezembro
Visitas ùnicas
www.dianova.pt Total Visits: 125.987 Total Hits: 2.195.221 Monthly Visits average: 10.499
Traffic Increase: 14% Online requests admission: 56
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Impact Communication
“... Thank you for the Postcards collection. We consider of major relevance the prevention and cooperation between all organizations in a global strategy...”
José Braz, former Director DCITE/PJ
“... Thanks for the SOLIS Report 2006 very useful and of special interest to our students”
Prof. Carlos Poiares, Director Psychology D., Lusófona University
“The GD congratulates Dianova for the quality and effectiveness of its services, regarding the Quality Certification ISO 9001:2000”
José Cid Proença, General-Director of Direcção-Geral Acção Social
“It was a surprise for me that Mothers-employees at Viveiros Dianova having offer this gift on Mother’s Day (plant), a good example for people with difficulties to access the labour market”
“Congratulations and all the best to achieve the goals of SOLIS project till 2009... And for sharing information that will improve our knwoledge”
Mário Pinto Coelho, Vice-President of Irmandade São Roque
“Thank you so much for the latest issue of your newsletter EXIT, an important asset of empowering and knowledge”
Luis Filipe, Social Affairs Deputy, Aveiro City Hall
“Congratulations for the health education initiative. I’d like to invite you to present these results at our Master”
Paulo-Kuteev Moreira, Prof of Health Strategy at Public
Health National School
Maria João Rebelo, Vice-President of Social Labour Market/IEFP
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Impact Communication
Measuring Satisfaction of Newsletter EXIT
SURVEY Based upon Davies methodoly 3.000 Questionaries Multi-Stakeholders April-June
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Delivering the Promise!
Prevention & Education 356
Drug Treatment 70
Social Inclusion 34
Community Development 653
1.113 People
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Evaluate Reputation on NPOs
CORPORATE PERSONALITY SCALE
Davies et al., 2003
Instruments or tools: surveys, focus groups, before-and-after polls, ethnographic studies, multivariate analysis projects, model building
REPUTATION QUOTIENT
Fombrun, 1996
SPIRIT Stakeholder Performance Indicator, Relationship Improvement
Tool MacMillan et al., 2004
THE ORGANIZATIONAL TRUST INDEX
Schoklev-Zalabak et al, 2003
MEDIA REPUTATION Deephouse, 2000
BRAND TRUST SCALE Delgado-Ballester et al, 2003
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In Conclusion
Managing Corporate Reputation is to be found in stakeholder relationships, their experiences and
intended future behaviours
NPOrganizations should aim to produce evidence of the strength of these relationships as a routine
in their internal & external reporting
NPOrganizations need to develop an awareness that evaluation allows them to act now to improve their governance, both enhancing their reputation
and demonstrate their responsability
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rui.martins@dianova.pt
TM +351 919 923 752
www.linkedin.com/in/ruipmartins
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