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Copyright 2010 The SEEP Network

Sections o this publication may be copied or adapted to meet local needs without permissionrom The SEEP Network, provided that the parts copied are distributed or ree or at costnot

or prot. Please credit The SEEP Network and Managing Your Associations Brand: TheStrategic Importance o Integrated Marketing Communications or those sections excerpted.

For any commercial reproduction, please obtain permission rom

The SEEP Network1875 Connecticut Avenue NW, Suite 414

Washington, DC 20009-5721Tel.: 1 202-534-1400 Fax: 1 202-534-1433Email: [email protected] Web: www.seepnetwork.org

Printed in the United States o America.To access this publication online, visit www.seepnetwork.org


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The SEEP Network1875 Connecticut Avenue NW, Washington, DC 20009-5721Tel.: 1 202-534-1400 Fax: 1 202-534-1433

The SEEP Network

Contributing Author: Chevenee C. Reavis

Managing Your Associations

Brand: The Strategic Importance

o Integrated Marketing

Communications


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CITI NETWORK STRENGTHENING PROGRAM THE SEEP NETWORK iii

TABLE OF CONTENTS

INTRODUCTION TO BRANDING AND INTEGRATED MARKETING COMMUNICATIONS 1

ELEMENTS OF A BRAND AND IMC STRATEGY 2

Discovery 3

Articulating a brand position 5Developing key messages 7

Designing an IMC strategy 10

Developing materials 11

Implementation planning and execution 12

EVALUATING YOUR COMMUNICATIONS STRATEGY 16

CONCLUSION 17

BIBLIOGRAPHY 17

APPENDIX 1: PRACTITIONER TOOLBOX 18

APPENDIX 2: FACT SHEET TEMPLATE 19

APPENDIX 3: PRESS RELEASE GUIDELINES 20

APPENDIX 4: MEDIA DOS AND DONTS 21

APPENDIX 5: BRANDING GUIDELINES EXAMPLE 22


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iv THESEEP NETWORK CITI NETWORK STRENGTHENING PROGRAM

ACKNOWLEDGMENTS

Tis technical note has been produced by Te SEEP Network as an activity o the Citi Network Strengthening Pro-gram unded by the Citi Foundation.

Te mission o the Citi Network Strengthening Program, the largest global grant program to be implemented in supporto the Citi Foundations micronance strategy, is to increase the capacity and scale o the micronance sector by strength-

ening the operational, technical, and nancial capacity o twelve national and regional micronance associations.

Special appreciation is owed Chevenee Reavis, as well as the entire Network Development Services team at Te SEEPNetwork.

Many thanks as well to the ollowing micronance associations whose experiences enriched this technical note:

Micronance Center or Central and Eastern Europe and New Independent States (MFC)ProDesarrollo MexicoAzerbaijan Micronance Association (AMFA)

Te SEEP Network


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CITI NETWORK STRENGTHENING PROGRAM THE SEEP NETWORK 1

Introduction to Branding and Integrated Marketing

Communications

A business plan is a critical cornerstone to any organizations success. Tis is generally an accepted rule o thumb. Formicronance associations, this means thoroughly understanding your market, knowing the products and services thatare in demand, and having the means to deliver them.

But what happens ater the business plan is drawn up?Having a product or service dened, priced, and readyor the customer is just the beginning. Understandinghow to sell the product or service, manage your reputa-tion, and strengthen relationships with your members and other stakeholders are crucial next steps. Accomplishing theselast steps takes time and starts with a strong and consistent brand, supported by an integrated marketing and communi-cations (IMC) strategy.

Tis technical note begins to explore the strategic importance o branding and marketing communications or micro-nance associations. It emphasizes that a brand is more than a logo; it represents what your organization stands or. It isabout how stakeholders perceive you. It is your reputation. Having a strong brand is not exclusive to the private sec-

tor. In act, it could be argued that it is even more important in a mission-oriented sector, where organizations are notselling a single product, but rather are selling intellectual capital, leadership, and perspectives. Tis is particularly thecase or micronance associations, whose credibility is based not just on the quality o their services but their ability togenerate and promote ideas that inuence the development o the micronance sector.

Whether your associations goals are to increase membership, shape regional policies, or acilitate sector-wide learning,a strong and consistent brand will help establish the credibility and reputation required to achieve your organizationslong-term goals.

For associations ranging rom start-up to mature, the ollowing pages outline a process or establishing and managingyour brand and attempt to demystiy terms, such as branding, brand position, audience segmentation, and key messages.While there is no one single, globally accepted approach, this note provides a big picture view o what a cohesive pro-

cess and strategy can look like. Peer organizations also share some o their experiences and strategies to illustrate howassociations are putting their strategies into practice.

You must have mindshare beore you can have marketshare.Anonymous


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2 THESEEP NETWORK CITI NETWORK STRENGTHENING PROGRAM

Elements o a Brand and an Integrated Marketing and

Communication Strategy

In every sector, quality, convenience, and protability are critical success actors. Equally critical, yet oten overlooked, isan organizations reputation or brand. Tis is especially true or mission-driven organizations, whose credibility is otentheir most sacred asset. I your products are great, but your credibility is questionable, your organization can only go so

ar. Earning credibility and trust takes time. Organizations must articulate a strong and dierentiated brand positionand then reinorce it through consistent marketing and communications.

You may ask what is a brand position and how do you know which marketing and communications activities shouldbe prioritized? Tis technical note outlines the basic elements o, and process or, articulating your brand and the IMCstrategy to support it. Te ollowing pages oer a brie overview o each element, examples, shared experiences rommicronance associations, and a toolbox o templates to get started.

Figure 1. Process Model or Developing a Strong Brand and Supportive IMC Strategy

Discovery

Developing Key

Messages per

Audiences

Articulating

a Brand

Position

Designing

a Strategy

Developing

Materials

Implementation

Planning and

Execution

Prioritize objectives

and target audiences

Conduct market-

place and competitor

analysis

Evaluate strengthsand weaknesses

Develop a unique

brand position

statement

Segment audiences

Develop tailored

messages

Outline proof points

Outline audience-driven

strategies relative to

available resources.

Strategies may include:

Advertising

AdvocacySpecial Events

Online communications

Media/Public relations

Determine the

supporting materials

and content required

Ensure materials

and content are in

place to support

execution

Outline tactical

implementation plan

to guide staff

activities, includes

timeframes and

budgets

Feedback loop for ongoing refinement of the brand to

remain relevant and responsive to external trends


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Step 1: Discovery

Te root o any good brand strategy begins with a rm understanding o the organizations goals articulated in its busi-ness plan. All too oten, a marketing or communications colleague is tasked with developing a strategic marketing plan

with little or no exposure to the organizations leadership or long-term goals. Your brand is more than a mission state-ment: it is the part o value proposition actively communicated to your target audiences and projects an advantage overcompeting brands.1 In short, your brand position is what you wish your organization to stand or, in the eyes o your

external audiences. Whatever you wish to stand or should be directly linked to the organizations goals, target audi-ences, strengths, and market.

o begin, it is useul to take a step back and begin with a review o your organizations business plan, recalling the un-damental building blocks o your long-term strategy. Te ollowing section provides an overview o the critical pieces o

your business plan that inorm your organizations brand position.

Organizational Objectives

What does your association wish to accomplish in the next 18 to 24 months? Examples may include:

Be a recognized leader in the sector.

Be a trusted resource or industry standards, market trends, and cutting edge solutions.

Actively enable a supportive regulatory environment in partnership with policymakers.

Be recognized or your role in advancing transparency and social impact in the sector.

Play a valuable connector role in your micronance market between key stakeholders and MFIs, between serviceproviders and MFIs, and between providers themselves.

Target Audiences

Exactly who are your priority stakeholders or constituents? Determine who is most important to the success o yourorganization and prioritize them by level o importance. For instance, your members are most likely your most impor-tant audience, ollowed by sta. Audiences can typically be prioritized based on several actors, which may include how

competitive the market is (how many others voices must your organization compete with), how dynamic the policyenvironment is in your region, how strong the international and/or regional media coverage is (positive, neutral, nega-tive), etc. Sample audience groups include:

Members

Sta

Central Bank

Ministry o Finance

Donors

Private investors (domestic, international)

Media

It may be important at this stage to consider how theseaudiences perceive your organization and how these per-ceptions dier rom the image you wish to convey. Dier-

1. Aaker, D.A., Biel, A.L. (1993), Brand Equity and Advertising: Advertisings Role in Building Strong Brands, Lawrence Erlbaum Associates,

Hilldale, NJ.

Box 1. Survey Techniques

A number o primary or secondary research tools can beused to understand how your organization is being per-ceived in the marketplace:

Basic questionnaires administered via telephone, email,or ace to aceFocus groups discussions, particularly to test new mes-

sages or communication materials, logos, etc.Media audit using a purchased program, such as LexisNexis, or a simple news search using Google NewsLibraries, universities, and government agencies or abroader understanding o the market and your organiza-tions reputation within it


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Analysis of Strengths and Weaknesses

In order to know where your organization should go, youneed to know where you are right now. An internal as-sessment o your organizations strengths and weaknesses,

with a particular emphasis on member eedback, will giveyou concrete inormation on the organizations perceivedstrengths.

Te SEEP Network has developed a number o tools tohelp associations perorm these types o internal evalua-tions. TeMember Feedback Toolis an eective method orgauging member satisaction and or identiying the majorchallenges and opportunities in the coming years. In addi-tion, theNetwork Capacity Assessment Tool (NCAT) providesa more comprehensive external analysis o the associationsstrengths and weaknesses that can be used to illicit inorma-tion on organizational eectiveness and reputation.

Step 2: Articulating a Brand Position

Your brand position is a culmination o the value your organization brings to the marketplace, as well as what you wishto stand or in the eyes o your most important stakeholders. It is built upon the key strategic parameters dened duringthe business planning process outlined above (organizational objectives, target audiences, strengths, weaknesses, mar-ketplace trends, and competitor insights). Similar toa lter, these parameters provide a useul guide toarticulating a powerul and unique brand position.

No two organizations will dene their position in the

market exactly the same way. Strive to go beyond thegeneric and be specic about how and where yourorganization is unique. What does your organizationdo that no other does? What you stand or will be theocus o not just your communications and marketingeorts but your advocacy activities, member recruit-ment, undraising, and capital-raising activities as

well. Once you have your brand in place, you mustproactively manage it with a clear message and con-sistent marketing and communications eorts.

A brand position statement should be roughly200300 words and should become an internalmantra or the organization. It should be specicabout what your organization does and describe yourorganizations vision, personality, and unique value. Ittakes your mission statement a step urther.

Below is an example o a brand position statement taken rom SEEPs Network Development Services. In 2009, therewas increased interest by international donors in the role that associations play in advancing the micronance sector.

Box 2

Sample strengths

Extensive credibility due to member representation(diversity, sophistication, geography, etc.)Trusted resource by the international media on micro-nance in the region

Responsible or the regions rst social perormanceregulation in partnership with members

Sample weaknesses

Weak membership valueInconsistent communications resulting in varying levelso awareness about the associations ocus, value, andservicesVariable sophistication and capacity o micronanceinstitutions in the region, making representation o theindustry evenly challenging

Figure 2. Criteria or Articulating a Brand Position

Organizational objectives

Priority target audiences

Strengths Weaknesses

Marketplace trends

Competitor analysis

FILTER

FILTER

What do you stand for?

Unique Brand Position


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While Te SEEP Network has ocused on this arena or several years, it had not positioned itsel as the organizationleadingthis eld. Several similar organizations have begun to invest in association programs and SEEP recognized thatit needed to dierentiate itsel in the market. Te statement in the example below was developed by the Network De-

velopment Services during an osite retreat, which challenged the team to articulate a clear and unique position relatedto its work with micronance associations.

Figure 3. Brand Positioning Broken Down

Step 3: Developing Key Messages

Developing key messages can be broken down into two simples steps: prioritize your audiences and tailor your organi-zational messages to each o them.

Remember Your Audience

Reerring back to the target audiences that your organization wants to prioritize, what do you wish them to know orthink about you? Segment these audience groups into specic subgroups or individuals, such as members. Further dividethese audience subgroups into subcategories, such as new members, existing members, legacy members (members or 5+

years), or prospective members. Tis will help narrow the ocus o your marketing and communications activities, and al-

low you to tailor messages to specic target groups.

For example, i one o your organizational goals is to increase your associations participation in policy debate anddiscussion, you should consider policymakers as one o your target audiences. Subdividing this audience even urtherallows you to identiy specic organizations or individuals or laser-sharp communications o a specic message. Simi-larly, i one o your goals is to increase donor unding to support sector-wide learning, you may wish to identiy donoragencies with a particular interest in supporting the development o micronance in your country or region.

The SEEP Network is the leading provider of professional services, global

standards, practical tools, and networking events for microfinance associa-

tions.

We believe in the powerful role microfinance associations play in advancing

the sector. It is one of the most strategic investments that can be made in

the microfinance.

We are a membership organization of 26 regional associations around the

world. In close collaboration with our colleagues, the SEEP Network is the

first organization to develop a strategic framework for strengthening regional

associations and measuring their impact on regional microfinance sectors.

We offer the industrys first set of global standards and indicators for

Association performance. We also offer a comprehensive range of products

and resources ranging from membership strategies to industry assessments

to governance guidelines. We place high value on developing standards and

resources that are applicable to varying regions and organizations, thus, we

maintain close collaboration with colleagues with each product we develop.

As the worlds largest community of microfinance associations, we provide

global perspectives on the advancement of microfinance sectors in regions

around the world.

We are dedicated to working with our members and the industry to promote

an ethical, inventive, and thriving microfinance sector.

This outlines exactly

WHAT the organization

does and for WHOM:

professional services,

global standards,

practical tools, and

networking events for

microfinance

associations.

Below are several proof

points which reinforce

SEEPs position as a

leaderin professional

services, global

standards, practical

tools, and networking

eventsand extends

credibility.

They bring their

vision to life with a

conviction, breathing

life into their values

and beliefs.

SEEP concludes by

reinforcing its values

and long-term vision.


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Develop Your Message

Once the brand position and primary target audiences have been determined, the organization must decide what it

wants others to know and say about it. Whether you are trying to educate, discuss, promote, or advocate, key messagesguide the conversation. Tis is especially critical when working with members o the media. A common phrase, stayingon message, means staying ocused on only the messages you want a reporter to take away rom the conversation. (SeeAppendix 4 or tips on how to work with the media and stay on message.)

Key messages keep your reputation consistent and aligned with your brand, delivered through materials, content (on andofine), and spokespeople. Te most important element o key messaging is consistency. Just like product-based compa-nies, such as a car company or a beverage maker, associations must continually reinorce its messages by using the same

words, tone, and style over time.

Keep in mind that key messages help tell a story, but they must be based upon real proo points or acts. A key mes-

sage may be that social perormance standards are a critical cornerstone o a successul MFI. You need specic acts toreinorce this statement. Quite oten, internal key-message documents include proo points to accompany each messageor quick reerence, should a spokesperson be talking to a reporter or a regulator and need urther explanation.

Box 3. Perspectives rom the Field

The Microfnance Centre (MFC) or Central & Eastern Europe and the New Independent States is an international grassroots

network o more than 100 microfnance institutions rom the region. MFCs mission is to contribute to poverty reduction and

human potential development by promoting a socially oriented and sustainable microfnance sector that provides adequate

fnancial and non-fnancial services to a large number o poor amilies and microentrepreneurs. MFC ulflls its mission by

providing high-quality service and building long-term relationships with the microfnance community.

Since its inception, MFC has provided valuable micronance expertise to industry stakeholders in the region. However, theyound that, although it had been established or many years, the organization regularly encountered conusion rom externalstakeholders regarding its role, value, and mission. Some thought MFC was a think tank and others thought it was a consultingrm. Ater some internal refection, they realized that the conusion in the marketplace was a result o inconsistent communi-cations on their part.

Starting in early 2009, MFC Management launched an internal initiative to assess the organizations brand and determine howit could begin to reposition itsel more clearly. MFC hired an outside consultant to help understand external perceptions o theorganization and how it could use its core competencies, not only to provide unique value in the industry, but also to dierenti-ate themselves.

The consultant started by conducting a thorough communications audit, including interviews with external stakeholders andreviewing the competitive landscape. We learned a lot about what others thought o us and what the needs were in the mar-ketplace, says Grzegorz Galusek, MFCs Executive Director. We realized what our core strengths were and that we were in a

unique position to play the role o acilitator, convener, and trendsetter in the region.

Following the audit, MFC organized an internal retreat to determine how it could reposition itsel with new and compellingmessages. The osite retreat quickly reocused into a brainstorming session to develop new messaging to describe MFC, itsprograms, its role, and its unique value, and to triangulate that into an overall marketing and communications strategy.

Once MFCs sta had solidied its new brand positioning and messaging, its communications team developed several commu-nications tools and began to announce this new shit proactively. An introductory email and welcome letter were sent to all itsmembers, new act sheets were developed, and it launched a new, improved newsletter.


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able 1 below provides an example o a messaging ramework. Tis ramework can be used to outline an organizationsbrand and IMC strategy, and guide detailed individual and team work plans throughout the year. Keep in mind thatthere is no one single approach to planning, but you canbegin to see how it all ts together with this model. Teaudience-driven ramework demonstrates how all o thecomponents o an IMC strategy support your organiza-tions brand and message.

An organizational message guide is an incredibly valu-able tool to have. Tis internal resource can be used as acheat sheet or quick reerence document when com-municating with stakeholders. It may include severalelements, such as key messages per target audience,proo points, requently asked questions, etc. A messageguide should be available to all sta and board members

who requently have contact with individuals outsidethe organization.

Box 4. Tips or Developing Key Messages

Develop key messages, which can describe your organiza-tion overall, to any audience.Go a step urther and develop key messages or each target

audience. This ensures that your messages resonate withwho they are and what is important to them.Avoid technical jargon. Be direct and concrete, using spe-cic language and details.Use emotional and compelling stories and language to winpeoples hearts.Engage members o your sta and board to help developkey messaging, but have a clear decision-making process,so that nal decisions can be made and acted on.


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Table 1. Example Message Framework

Microfnance Association ABCs

Confrmed business

objectives

Be a trusted resource to policymakers and increase the level o participation in policy debate anddevelopment.Be a trusted resource or industry standards, market trends, and cutting edge solutions.Play a valuable connector role in your micronance market between infuential MFIs, between ser-vice providers and MFIs, and between providers themselves.

Protect and grow member base.

Brand position and sup-

porting key messages

Insert your organizations brand position and supporting key messages. These are corporate messagesand are generic to all audience groups.

Target audiences Members Policymakers Media

Audience-specifc key

messages and support-

ive proo points

Key messages:

The micronance associationprovides valuable resources toMFIs, helping them reach theirpotential and increase theirsocial and nancial impacts.

Proo points:

The micronance association

has helped leverage US$ 3.5million in commercial capitalor its signature memberssince 2007.A 2009 impact report showedthat the micronance associa-tions members have improvedthe livelihoods o 90% o theirclients, as opposed to non-member institutions.

Key message:

The micronance associationbelieves that appropriate, trans-parent, and socially responsiblemicronance is one o the mosteective strategies to alleviatingpoverty in country A and is com-mitted to ensuring that institu-tions act ethically and are sup-

ported by appropriate regulation.

Proo points:

Serving as an expert advisor,the micronance associa-tion worked with its partnersand the NGO community toresearch and develop best-in-industry practices or address-ing transparency and socialperormance in micronance.Each year, the organizationpublishes bi-annual industryreports that highlight best

practices and demonstrate topractitioners and policymakersthat air and ethical micro-nance is possible and can makea social impact (insert support-ing statistics where possible).

Key message:

The micronance association isthe go-to resource or trends,statistics, challenges, perspec-tives, and access to any industryexpert.

Proo points:

In 2009, the micronance

association hosted a mediaroundtable, which connectedmembers o the media withindustry experts ollowing therst initial public oering o anMFI in country B.

Integrated marketing

and communications

strategies and tactics

Online content targeted tomembers; peer-to-peer ex-change (password protected)Member newsletters (hard copyor electronic)Member events (closed andopen)Electronic alerts with member

discounts and promotionsAwards program (e.g., innova-tion awards)Event sponsorshipTopic-appropriate webinar(s)Media placement in majortrade outlets

Convene infuential industryactors and play a acilitator role(keeping a neutral position)Be a trusted resource byinvesting in research and pub-lishing o industry trendsDesign a branded knowledgeseries o events as a signature

asset o the micronance as-sociationPublish annual or bi-annualresearch and/or case studiesPublish and distribute elec-tronic newsletters with relevantinormationMake media placements inmajor news outlets

Regularly update web contentProvide regular updatesthrough press releasesAnnual or biannual researchHost media roundtables,directly connecting reporters toexpertsInvite media on eld visits

Oer meet an expert op-portunities via the associationwebsiteHold topic-appropriate webi-nars


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Step 4: Designing an Integrated Marketing and Communication Strategy

Once your organizations brand position and messaging are established, identiying the appropriate communicationchannels is necessary. Tis should be an integrated mix o marketing and communications activities, which reinorce aconsistent brand experience at every turn.

For organizations whose missions are complex, prioritizing activities and tactics or each target audience is useul. Tisaudience-driven approach provides a strong ocus and structure to an organizations strategy and helps ensure thatstakeholders are clear about who the micronance association is, what value it provides, and why it is unique.

Matching the correct communications and marketing tools to the right objective and audience(s) takes careul consider-ation and planning. Te ollowing cost-benet analysis chart gives some idea o the costs, reach, and best use o variousmedia options. It should be used to identiy the most eective ways o reaching your target audiences with the appropri-ate media or your message, within your budget.

Table 2. Costs and Benefts o Select Communications and Marketing Activities

Tactic Audience Reach Costs Benefts

Annual report Targeted HighStewardship and attraction o donors, oundations,partners, etc.

Membership newsletter Targeted Low to mid Stewardship and attraction o members

Magazine Targeted HighCultivation o a reputation as a knowledge leader andpartner

Major events (undraiser,major conerence)

Targeted HighCultivation o a reputation as a knowledge leader,partnerships, and unding

Minor events (open house,lectures, roundtables)

Targeted or broad range oaudiences

Low Attraction o new prospects

Website Broad range o audiences Low to highPromotional or inormational source, reinorcement obrand and message

E-newsletter Targeted Low Reinorcement o brand and message; maintenanceo relationships

National mediadistribution

Media and broad range oaudiences

Low to mid Building o awareness; reaching new audiences

Video news release Broad range o audiences Mid Building o awareness, best or mid-sized markets

Public opinion pollBroad range o audiences,

stakeholdersMid to high Benchmarking or testing, trend tracking

Advertising/printBroad range o audiences (un-

less it is a specialty publication)Mid to high

Promotional or inormational, reinorcement o brandand message

Advertising/TV Broad range o audiences HighPromotional or inormational, reinorcement o brandand message

Advertising/radio Broad range o audiences (moreeective with rural markets)

Mid Promotional or inormational, reinorcement o brandand message

Promotional items (pens,pads, stickers, etc.)

Broad range o audiences LowReaching new supporters and reinorcement o brandand message

Source: Cause Communications. Communications Toolkit. Cause Communications.2005.


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Once you have done this cost-benet analysis, you can begin mapping out the marketing and communications channelsyou wish to consider. Below is a snapshot o some sample marketing and communication channels to consider.

Table 3. Sample Communication and Marketing Channels

Type o channel Tactical execution

Online media and E-content

E-newsletters, tailored content per audience(s), dierent ormats vs. generalMaintenance and engagement o audiences via social networking sitesMobile and/or E-alerts tailored to specic audiences

Advertising Sponsorship o industry eventsOnline advertising with the use o banner adsTraditional print advertising in local, international, trade publications

Media/Public relations Media roundtables1:1 relationship building with key reporters and media outletsParticipation industry awards programsAnnual or biannual research and/or case studies or release

Special events Annual conerenceRegional eventsParticipation in industry events

Coordination o MFI eld visits or industry stakeholders Topic-based webinarsRegional policy series

Step 5: Developing Materials

Every organization, big or small, should have a standard suite o marketing materials on hand. A typical suite o materi-als includes an organizational act sheet, a corporate brochure, an annual report, a basic PowerPoint presentation, andbusiness cards. Each product should reinorce your brand and messages, and be easily accessible to anyone wanting tolearn more about your organization.

Making materials accessible to anyone is a great way o promoting your message, even when you are not doing soactively. Post materials on your website or easy downloading. Provide materials to your brand ambassadors, such asmembers, board members, and sta. Provide materials to media as soon as they call, so your organization is included intheir story.

While this technical note does not examine the concept o a visual identity in depth, materials should always be de-signed to be consistent. Tis can be achieved with a good graphic designer and clear branding guidelines. A brandingguideline document is an internal document, which outlines the ollowing elements:

Logo usage: preerred use o the logo (color, texture, background, etc.)

Logo ormat: examples o how to display the logo in dierent contexts

Unacceptable logo uses: examples o how notto use your organizations logo

ypography and color palette: outlines which onts, sizes, and colors can be used. Colors usually include the exactPMS number, which is helpul when you hire an outside designer to create new materials and they needs to know

which colors and onts

Correspondence: examples o letterhead, envelopes, business cards, etc., with the logo and correct typography

See Appendix 5 to see an example o branding guidelines.


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Step 6: Implementation Planning and Execution

An implementation plan is what turns a strategy into day-to-day action. Te strategy ocuses on the what and why,while the implementation ocuses on who, where, when, and how. A great strategy lies in successully implement-ing it.

Tere are many variations to implementation plans, ranging rom very detailed to more high-level plans, Excel docu-ments to PowerPoint slides, departmental work plans versus individual work plans, and so on. Tere is no one solution.Implementation plans should be designed in ways that are most meaningul and helpul to the sta carrying them out.No single document can capture all the details o each marketing and communication activity. For example, the stamember responsible or a nationwide advertising campaign will most likely need to develop a work plan specic to thatstrategy. However, it is helpul to have a master plan that outlines all the activities happening in a given year. Considerthese tips or developing a long-term implementation plan:

Develop a document that captures all o the activities planned throughout the year on a month-by-month basis in

a calendar ormat.

Marketing and communications are open-ended processes. Tere is a beginning and a middle, but never an end.Te market is always changing, so remain exible.

While your brand position and messages may remain intact, experimenting with new technologies or marketingcommunications ideas helps keep your organization in the mind o key audiences.

Capture every single idea, but prioritize activities based on resources that are realistically available.


ProDesarrollo, Finance and Microenterprise, A.C. is a national network o institutions in Mexico that provides fnancial services,

seeks to contribute to economic development, and fght poverty through the efcient allocation o credit, savings, advice, and

training o the population living in poverty as part o a support process or sustainable development. ProDesarrollos member-

ship includes 86 fnancial service organizations serving over 2 million people, 79 percent o whom are women.

Mexicos micronance sector has come under intense scrutiny since BancoCompartamos, a very prominent micronance insti-tution in Mexico, held an IPO in 2007. The IPO was seen as controversial by many and sparked intense debate throughout theindustry regarding the privatization o micronance. As one o the leading micronance associations in the country, ProDesar-rollo had the opportunity to play an active role in the debate by having a dynamic media strategy in place.

The oundation o their media strategy is their messaging. The communications team spends a lot o time tracking trendingissues and membership perspectives, so they are prepared to respond. Tracking external trends, journalists interests, and thoseo their members can be time consuming, but critical to ensuring that ProDesaarrollo remains relevant and active. Success hasmeant an increase in calls or comment and opinion, and with that has come the ongoing challenge o knowing exactly whattheir position is on any given day on a spectrum o topics.

In addition to having strong messages in place, ProDesarrollo employs a robust media strategy, which includes several ele-ments:

Conducting ongoing trend tracking in the mediaMaintaining a database o media contacts, prioritized into two tiers, primary and secondaryHosting an annual press conerence to unveil industry benchmarking reportsIssuing quarterly press releases which include newly updated industry statisticsInvesting time in developing supportive materials with key statistics and valuable inormation

Since 2008 ProDesarollo has seen the number o calls rom the media increase, looking or comments on important industrystories and trends. Because they have a relevant message and reinorce that message consistently through a variety o chan-nels, they have established themselves as a credible resource or industry inormation, which helps reinorce their reputation inthe market.


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Give your sta and their plans time to succeed. Establish a baseline and measure the results over time. It may notwork right away, but returns may show up down the road i it is a true long-term strategy. Working with the media,or instance, is a long-term commitment.

Align your IMC strategy with the right sta. Public aairs, media relations, writing, and graphic design requiredierent sets o skills or instance.

Below is an example o a high-level implementation plan that can be used to communicate your organizations activities

or the year to sta or other internal stakeholders, such as board members.

By outlining your organizations activities, relative to industry events, milestones, and regularly scheduled communica-tions, you can plan accordingly. Mapping out your plan in relation to the outside world can sometimes reveal bettertiming, opportunities, themes, or special topics o interest, and so orth.

Table 4. High-Level Implementation Plan by Quarter

Quarter 1 Quarter 2 Quarter 3 Quarter 4

Industry events Regional micronanceconerence

International Develop-ment Bank conerence

on Global FinancialInclusion

Global nance coner-ence

SEEP annual conerence

Sector milestones Launch o the regionsrst micronance regula-tion

World Micronance Day Potential IPO o MFI X 10-year report oMicronance sector byMicroCredit Summit andGrameen Bank

Regularly scheduled

communications

NewsletterAnnual reportUpdate web content

NewsletterUpdate web content

NewsletterFundraising campaignUpdate web content

NewsletterUpdate web content

Editorial calendar:

communications

themes

Each quarter or month, a new theme or ocus should be enorced through your communications and market-ing activities. Themes should correspond with industry trends and/or important announcements rom yourassociations.

Communicationsand marketing

activities

Host a quarterly policyevent

Plan 3 member eventsHost a bi-annual

webinar


Plan member eventsPublish annual case

studiesHost eld visits/MFI

media tourLaunch new brand

identity


Regularly update webcontent

Conduct media round-tables that directlyconnecting reportersto experts

Host a bi-annualwebinar


Publish a bi-annualnewsletter

Plan member eventsLaunch a Meet an

Expert programvia the associationwebsite and pressreleases

Launch year-end sec-tor report


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Tactical Execution

Now that you have a broad strategy in place (conrmed objectives, target audiences, brand positioning, messages, andintegrated marketing and communications channels) sta are ready to turn their attention to bringing the brand to liethrough the execution o activities on a weekly and monthly basis. While your annual implementation plan captures thekey activities or the year, below is a snapshot o a more detailed monthly plan.

Table 5. High-Level Implementation Plan by Month

January February March April May

Events Annual meeting Webinar series Policy roundtable Webinar series

Communications Monthly newsletter Monthly newsletter Monthly newsletter Monthly newsletter Monthly newsletter

Media Publish annualresearch and trendsreport

Press around impacto new trends in thesector on regulation

Note that this calendar is based on previously determined objectives and that target audiences and activities have been prioritizedbased on how they support the aorementioned objectives and reinorce your organizations brand position.

A calendar like this provides a useul summary or sta to quickly reerence which activities are planned and or when.Tere should be no surprises. Sta should know, or instance, that in February the organization will release its annualresearch and trends report and start preparing in advance.

An action plan will help lay out all the activities required to carry out each tactic. Each event, press conerence, pressrelease, and/or newsletter may require their own sub-plans. Some may be extensive, while others can be summarized ina one-page brie, depending on the level o eort required. It is the execution o your tactics that generates awareness othe organizations brand and strengthens its reputation.

Below is an example o how an organization can begin to think about the realistic time and resources required to ulllone particular tactic by publishing an annual research and trends report. Many associations carry out industry research

throughout the year and then publish ndings via a press release and/or press conerence. Tis can be a smart strategyor establishing or maintaining leadership in the sector.


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Table 6. Sample Tactical Plan

Action Plan: Publish Annual Research and Trends Report

Jan

1-5

Jan

8-12

Jan

15-19

Jan

22-26

Jan

29-2

Feb

5-9

Feb

12-16

Feb

19-23

Finalize annual study results and quantiy key trends.

Identiy and secure internal and external spokespersons to pres-ent ndings at a press conerence, including high-level stake-

holders, such as policymakers, visible MFIs, etc.

Drat content or press release, website, talking points, and actsheets. The report and act sheets should be available or down-load on your website.

Finalize content and train spokespeople

Develop media lists (targeted lists based on key markets, targetaudiences, key messages, engaged media, past reporters, etc.).

Send out a press advisory with preliminary results and an invita-tion to attend the press conerence.

Follow up with priority reporters, especially those who showedinterest or had outstanding questions.

Release press announcement on wire service.Ensure that ormal announcement is loaded to the website.

Set up audio-visual equipment or the press conerence, set up amedia sign-in table, and put press kits out.

Host press conerence.

Follow-up with journalists one-on-one.

Conduct a media audit to determine coverage and circulate toboard and sta.


The Azerbaijan Micro-fnance Association (AMFA) is an organization with over 27 members, all o which are microfnance insti-

tutions across Azerbaijan. Microfnance programs started inormally in the mid-1990s to help meet the economic requirements

o internally displaced persons (IDPs) and began a ormalized alliance o what would become the AMFA in 2001. Legally

established in 2004, AMFA utilizes knowledge management, policy advocacy, and technical services to advance the interests

o the microfnance community in Azerbaijan.

Although AMFA was ormally launched nearly 6 years ago, it is still a young brand. AMFAs executive director has made market-ing communications a major priority or the organization over the past several years. One o its goals or next year is to continuestrengthening its reputation as a credible, proessional, and trusted partner in the micronance industry. This is a criticalcomponent or achieving several o AMFAs goals, including advocacy and membership.

Each year, AMFAs annual planning process starts with the development o a strategic business plan approved by their board odirectors in December. That strategic plan is then presented to AMFA sta to use as the basis or outlining their individual workplans. The communications team is made up o three sta members, one o which reports directly to the executive director.The team is organized around unctional areas o expertise, such as public aairs, media relations, web development, specialevents, and annual reporting. Based on their strategic business goals this year, the ollowing are the key strategies that theywill employ to reinorce their position in the marketplace:

Publish and promote market research (6 times/year).Host an annual dinner to promote networking and industry leadership.Tailor messages or each target audience to reinorce a consistent brand position with all its stakeholders.Maintain a requently updated website to provide regular communications with stakeholders.Proactively communicate with stakeholders through turn-key communications tools such as the, website, online newsletters,

email alerts, etc.


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Evaluating Your Marketing/Communications Strategy

Quantiying the impact o your communications eorts can be challenging, but it does not have to be costly. Ongoingmeasurement o your work will help you make small adjustments along the way to maximize results. It will also helpdemonstrate to your senior leadership, board members, and donors, in tangible terms, the value o an integrated market-ing communications strategy.

Begin evaluating your strategy rom day one. Te only way to know how ar you have come is to know where you began.Beore a new initiative is launched or new campaign developed, survey your target audiences to quantiy their levelo awareness or perceptions o the organization. Ater a new campaign or publication is launched, you will be able tomeasure the dierence your communications eorts made by surveying the same group ater the act. I your marketingeorts are supporting a undraising goal, be sure you can track all unds received. I people donate because they learnedo your organization through a marketing campaign, your eorts have been successul.

Tere are many ways to measure the impact o marketing and communications eorts either through quantitative mea-sures or qualitative. Below is a chart which captures a ew methods or measuring dierent kinds o activities.

Table 7. Measuring Activities2

Activity Measurement

Media Number o impressions 2

Number o placementsNumber o times the same story ran or your key messages were present in a placementNumber o stories were proactively placed versus reactively placedNumber o times your organization was the lead in a story or just mentioned

Publications CirculationPlacement o the publicationPeer-reviewed publication quantied dierently than open submission-based publicationsNumber o times a technical publication approached your organization or input versus proactively pitched themto submit content

Web Direct eedback onlineTracking online gitsBounce rate, e.g., the rate at which visitors to your site exit in relation to how many pages they visited beoreexitingNumber o unique visitorsHigh-ranking search results, e.g., search engine optimization (SEO). When conducting a search using key words,your organizations website will appear as long as your site includes the right key words in its copy and as long asyour organization is consistently producing new content on the web.

Brandawareness

High-ranking search resultsPerceptions and awareness qualied through direct surveysNumber o times your organization is called or a quote in the mediaNumber o unsolicited speaking invitations receivedNumber o unsolicited awards received

2. Media impressions are the number of people who have heard or seen your message. There are several industry methods for calculating

media impressions depending on what type of media you are measuring.


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Conclusion

Te micronance sector is growing rapidly. Every day a new institution, regulation, media story, or think tank emerges.As the industry continues to grow, organizations will be aced with increased competition or unding, partners, mem-bers, media exposure, and trust. For better or worse, organizations need to dierentiate themselves rom others. Howthat is accomplished depends a great deal on the savvy and sophistication o the marketing and communications teamsand the commitment o senior leadership. ogether, an organization can build a strong oundation o quality products

and services and then prepare to tell the world about it. Tese two go hand-in-hand.

Tis technical note was designed to help marketing and communications practitioners by providing a ramework toguide their work. Whether starting at the beginning or somewhere in the middle, this resource should oer valuable tipsand examples or a practitioner at any stage.

BibliographyAaker, D.A., Biel, A.L. (1993). Brand Equity and Advertising: Advertisings Role in Building Strong Brands. Lawrence Erlbaum

Associates. Hilldale, NJ.

Cause Communications. Communications Toolkit. Cause Communications. 2005.


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Appendix 1: Practitioner Toolbox

Tere are several essential tools and resources that a marketing or communications proessional should always havewithin reach.

Collateral Materials

Organizational act sheet

A collection o case studies

An annual report o milestones and impact(s)achieved

A PowerPoint presentation overview o the organiza-tion

Message Guide

Organizational key messages

Messages and proo points tailored or each target

audienceFAQ (requently asked questions)

Words to use, words not to use

Internal and external Q&A (questions and answers)

Brand Guidelines

Logo overview and various versions

Signature system

Color palette and typography

Examples o how or where not to use logos

rademarks

Organizational Website

Tis is your store ront, the most important channelo communication.

Keep content regularly updated.

Write content with specic search terms in mindsearch engine optimization.

Use Google analytics or another platorm to track

website trac and marketing eectiveness.

Templates

Press release

Sta biography

Program act sheet

Branded PowerPoint slides

Newsletter (print and/or online)

CRM System

Maintain an eective CRM (customer relationshipmanagement) system to track incoming andoutgoing communications, member dues, event

participation, etc.A CRM system can also track the progress o keyrelationships (e.g., media) by providing a platormto store meeting notes, relationship details, personalinterests, etc.

CRM systems range rom ree to very expensive.I there are multiple uses or a CRM system acrossthe organization, a long-term investment may benecessary.

For more expensive options, be sure to ask about

nonprot rates and discounts as they apply to yourorganization.


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Appendix 2: Organizational Fact Sheet

A act sheet is used to provide easy-to-read and accessible inormation to external stakeholders, so that they may learnabout your organization, perspectives, products and services, and mission at a glance. Fact sheets should be easy to readand include compelling images and/or quotes. Tey are especially helpul when providing inormation to members othe media, policymakers, and potential members. Below are a ew helpul tips:

A act sheet should be one or two pages (ront and back).

As budget allows, act sheets should be ull color and include compelling images.

An organization can have many act sheets, one per program, per policy, per audience, etc.

ext should be brie and/or bulleted where appropriate or easy reading

Similar to a press release, place the most important inormation in the rst paragraph.

Use good design and color to organize your content.

Here is an example o a well designed and eective act sheet rom Oxam America, a humanitarian organization o-cused on reducing worldwide poverty.

It begins with changes in weather:

higher temperatures; rising sea levels;

more frequent droughts, floods, and

storms. But climate change is more than

environmental shifts. Because of its human

consequencesincluding widespread

hunger, water shortages, forced migrations,

and diseaseit threatens to undermine

global stability and security.

The severe weather effects of climate change will jeopardize the

fundamentals we need for stable, secure lives: the water we drink,

the food we eat, the health services that protect us from disease,

even the land we live on.

These threats affect every country on earth, but the hardest hit will

be the poorest and most vulnerable nations, where governments

are often the least equipped to respond. And where leadership falls

short, conflict and violence can occur. Forty percent of international

conflicts over the past six decades have been linked to fighting

over natural resources. Climate-related stresses, like water short-

ages and floods, have contributed to existing conflicts in countries

like Sudan and Somalia. One study, conducted by a panel of

retired US generals and admirals, found that climate change could

increase the risk of violent conflict in 46 countriesand named

climate change a serious threat multiplier for instability in some

of the most volatile regions of the world.

As drought increases and food production declines in Latin America

and Africa, many people will be forced to migrate from rural to urban

areas. This pressure to move will lead to more people crossing

national borders, including those of the US and Europe. Mean-

while, US agencies, including state and local governments and

the military, will be called upon to respond to more severe natural

disasters here and abroad.

If we act now, we can prevent much of the human cost of climate

change. We can also save money by responding proactively

instead of reacting to crises as they unfold. By funding adapta-tion projects, which help build peoples resilience to these harmful

effects, we can save lives and strengthen vulnerable communities

worldwidewhile also ensuring a safer and more peaceful future.

Oxfam Fact Sheet |Climate Change & Security

Oxfam America

Oxfam America is an international relief and development

organization that creates lasting solutions to poverty, hunger,

and injustice. Together with individuals and local groups in more

than 100 countries, Oxfam saves lives, helps people overcome

poverty, and fights for social justice. To join our efforts or learn

more, go to www.oxfamamerica.org.

SPRING 2009

Read. Learn. Change the world.

The critical factors for economic and security

stability in the 21st century are energy, water,

and the environment. These three factors

need to be balanced for people to achieve

a reasonable quality of life. In my view,

therefore, military planning should view

climate change as a threat to the balance.

Gen. Paul J. Kern, USA (Retired)

In North Darfur, Sudan, local people must sometimes collect drinking water from unsafe or

contaminated water sources. Climate change can worsen existing conflicts by making vital

resourceslike clean watereven harder to come by.

JANEBEESLEY/OXFAM

Oxfam America | 226 Causeway Street, 5th Floor | Boston, MA 02114-2206 | (8 00) 77-OXFAM | www.oxfamamer ica.org

Working together to end poverty and injustice

SPRING 2009

Resources under threatWater. By 2025, 40 percent of the worlds population will be living in countries experiencing

significant water shortageswhich in turn could worsen existing tensions over water in

conflict-affected regions like the Middle East.

Food.Nearly a billion people worldwide already suffer from hungerand scientists estimate

that grain production will fall by approximately 10 percent for every 1.8F rise in average

global temperature. Such losses are expected to be most pronounced in the drier regions

of South Asia and Africa.

Health. The World Health Organization predicts an expansion of the range of contagious

diseases such as malaria, dengue fever, and salmonella. In some areas, water shortages

will add to disease outbreaks, since good health is closely linked to adequate supplies of

clean water.

Land. Sea-level rise could potentially displace tens of millions in low-lying nations like

Bangladesh, while the shifting weather patterns elsewhere will mean that people can no

longer use their land for farming and pasture. Studies estimate that up to one billion people

could be forced to move from their homes by 2050.

Tackling the problemAdaptation projects use local know-how to build peoples resilience, taking a cost-effective

approach to helping poor communities here and abroad facing the worst effects of climate

change. Because these projects protect the essential resources of life, they also increase

global safety and security:

In Bangladesh, one project helps 7,500 households stockpile food in flood-proof storage,

harvest rainwater, and create floating vegetable gardens in waterlogged areasmeaning

fewer people will be forced to migrate when floods become more severe.

In North Darfur, Sudan, a community-led project combines traditional water conservation

and seed-sowing methods, along with home gardens and new cultivation techniques, to

protect village food supplies during times of hunger and conflict.

In Tajikistan, drought-resistant plants, greenhouses, and irrigation systems help local farms

withstand drought. The project also builds peace in the region by helping civic leaders work

with neighboring Central Asian nations to share water resources fairly and efficiently.

How we can leadThese projects are helping to protect vulnerable people, one community at a time. But the US

now has an opportunity to lead on a global scale. We must fully integrate climate change into

our national security strategies, and we must commit to playing a greater role in addressing

climate change in order to help avoid its destabilizing effects.

Most important, US legislation must set aside financial and other assistance to help poor and

vulnerable communities build their resilience to the crisis. This federal legislation should then

provide a framework that helps the US influence global negotiations on a climate deal.

For the US, investing in adaptation projects is not only a way to save lives but also a smart

investment in the future. For every dollar we spend now, we can save money required for

disaster response and for dealing with the consequences of preventable conflicts. And when

we help the worlds most vulnerable communities, we are also investing in long-term stability

and securitymaking the world safer today and for generations to come.

>

>

>

Printed on 100% post-consumer recycled paper.

Main sources include the CNA Corporation, the

World Resources Institute, the Intergovernmental

Panel on Climate Change, the International Institute

for Sustainable Development, and US Congressional

testimony. List of additional sources available by

[email protected] .

Climate change is a

security issue, but it is

not a matter of narrow

national security.

This is about our

collective security in a

fragile and increasingly

interdependent world.

Rt. Hon. Margaret M. Beckett, Former

UK Secretary of State for Foreign

and Commonwealth Affairs

JANEBEESLEY/OXFAM

Lacking other transportation options during a flood, a woman in Bangladesh floats down a swollen river on a collection of trash.

Low-lying countries like Bangladesh are vulnerable to the floods and rising sea levels caused by climate change, which in turn

could force millions of people from their homes.

Bold title with organization

name and logo

Organizational boilerplate, orshort description, and tagline

Snapshot o theorganizations work or

response to this topic

Good use o compelling

image and quotes

Great use o design elements to organizecontent eectively: white space, colors,

ont sizes, text boxes, etc.


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Appendix 3: Press Release Guidelines

A press release should include a bold headline, proper ormatting, and complete inormation. All inormation must be ac-curate and grammatically correct. Most importantly, the content must be newsworthy.3 Below are some helpul guidelines:

Formatting

Use 8.5 x 11 inch paper with 1 inch marginsDo not print double-sided copies.

FOR IMMEDIAE RELEASE should be writtenat the top, along with the date.

I you are releasing news in advance o the ocial an-nouncement, indicate the release is embargoed untila certain date and time.

Include complete contact inormation.

List the location and date at the beginning o the rstline, ollowed by two dashes.

Te content should include who, what, when, where,why, and how.

I your release is more than one page, end the pagewith more at the bottom center o the page to indi-cate that there is a second page.

Insert your boiler plate or standard description oyour organization at the end o the release.

o indicate the end o the release, insert date at thebottom center o the page.

ContentA release should be written like a news story, with the most important news at the top. Most journalists andeditors scan only the headline and lead paragraph; i the rst 50 words do not get their attention, they will notrespond.

Some publications and websites may shorten your release to t the available space, which is usually the last para-graph or two. Be sure that the most important inormation is in the rst paragraph.

I you have a spokesperson willing to provide a quote, include that as the second paragraph to add a compellingeature to the story and give the writer a quick quote to use.

I the release is in partnership with another organization, be sure to use both organizations boilerplate inormation

at the bottom o the release.

3. Cause Communications. Communications Toolkit. Cause Communications. 2005.

FOR IMMEDIAE RELEASE Contact:Date Jane Publicist

Nonprot ABC(123) 456-7890

NONPROFIT ABC RELEASES SURVEY FINDINGS FOR ARTS

FUNDING IN ABC COUNTY

Results Underscore Vulnerability o ABC Countys Arts Community

ABC, CA, Date Arts in the Balance, which summarizes the ndings o thethird biennial survey o corporate, oundation and government arts unding in ABCCounty, was released today by Nonprot ABC. Te most in-depth review o its kindto date, the ABC survey tracked arts giving rom 65 grantmaking agencies to 600nonprot recipients in ABC County or YEAR, the unders most recently completedscal year. Te results, which were compared with previous surveys conducted,dramatically underscored the vulnerability o ABC Countys arts community.

Arts organizations contribute richly to the economic health and well being othe diverse neighborhoods that comprise the ABC County, said the president oNonprot ABC. O particular concern are the smaller, community-based enterprisesincluding neighborhood theaters, galleries and arts education programs which standto suer the most i the unding trends and habits reect in the survey continue.

Citing key survey ndings, the president o Nonprot ABC noted that unding orthe arts, in general, has declined signicantly, and that our public agencies and sixprivate oundations accounted or 75 percent o arts unding in YEAR.

Overall, the survey results reect an unbalanced distribution o dollars, added thepresident o ABC. However, to oster a vital creative environment in ABC COuntyunding must embrace a broad range o organizations and artistic disciplines.

Te survey summary, Arts in the Balance, may be viewed at www.nonprotabc.orgor obtained by calling Nonprot ABC at (123) 456-7890.

Founded in YEAR, Nonprot ABC is a nonprot 501(c)3 committed to a strongand vibrant philanthropic community that improves the quality o lie or all residentsin ABC County. Nonprot ABCs mission is to support and advance eective andresponsible philanthropy through partnerships with private-sector grantmakers.

- # # # -


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Appendix 4: Media Dos and Donts

DoDo make sure your story is newsworthy and that it is o interest and appropriate or the publication or media out-let that you are pitching. ailor your pitch to the specic reporter and publication.

Be sure your spokespeople receive adequate media training.

Do develop an internal policy or how your organization responds to media inquiries.

Do introduce yoursel long beore you need to pitch a big story because relationships take time to build.

Do return phone calls in a timely manner; reporters are usually on a tight deadline.

Do make it easy or the media to reach you.

Be brie.

Be on time.

Avoid technical jargon.

Do ask or clarication i you do not understand the question.

Be as helpul as possible, even i you must deer to another expert. Reporters will appreciate your assistance and

will be more likely to call you in the uture.

I you do not know the answer, say you will get back to them and be sure to ollow up.

Do oer eedback when appropriate. I a story contains a major error, bring it to the reporters attention. I you likea story, send a thank you note.

DontDont ask to review or approve the story beore its published.

Never say no comment. It sounds as though you are hiding something.

Dont ask to speak o the record. Presume everything you say is on the record.

Dont ignore a reporters request or an interview.

Do not mislead or lie to a reporter.

Dont contact more than one reporter or editor at the same news organization about the same story without lettingthem know.

Do not have more than one person rom your organization pitch to the same media outlet.

Dont schedule a press conerence unless you have news that warrants signicant coverage.


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Appendix 5: Branding Guideline Example

Below you will nd several snapshots o the kinds o content ound in an organizational brand guide.

seepPowering connections

UnacceptableNever reproduce in any other color than black, white or the full

color logo.

seepPowering connections

printing in non-designated colors condensing the logo

extending the logoprinting in non-designated colors

I

Typography

typeface: Adobe Garamond Pro Italic

typeface: Panoptica Regular

-

-

I I

The preferred usage of the logo is in color on a solid white back-ground. When used on a textured or color background a white orblack logo should be used.

Complete consistency is crucial when using the logo. Therefore, noalterations should be made to the logo or type, including scalechanges, color changes, letterspacing changes, etc. Color andtypography are two of the most eective elements for ensuring aclear and consistent presentation of the SEEP brand identity and areessential to maintaining a strong brand. The logo must never bereproduced in any colors or typefaces other than those specied.

Logo Usage

typeface: Adobe Garamond Pro Italic

typeface: Panoptica Regular


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I I

Blue 1

PMS 302 CMYK C 100 M 25 Y 0 K50 RGB R 0 G 84 B 128

Color Palette

Blue 2


Green 1


Green 2


I I

i i i i i

i l l l i i .

.

TheSEEPNetwork

1875ConnecticutAveNW

Suite414

Washington,DC20009

PHONE +12025340000

FAX +12025340000

TOLLFREE +1866331SEEPx000

EMAIL [email protected]

SKYPE skypeaddress

WEB seepnetwork.org

NAMEHERE

Title goes here

Division goes here

i i i i i

i l l l i i .

.

i i i i i

i l l l i i .

.

Connecting microenterprise practitioners

in a global learning community.

seepnetwork.org

Business Card

CARD FRONT

CARD BACK(color varies)

ADDRESS INFORMATION

7pt Myriad Pro Light

10pt leading

ush left, optical kerning

-5 tracking

NAME

8.5pt Myriad Pro Bold

10pt leading


TITLE8pt Myriad Pro Light Italic

10pt leading


Color Logo

Use in applications when on a white background, not smaller

than 1 in length.

Complete consistency is crucial when using the logo. Therefore,

no alterations should be made to the logo or type, including

scale changes, color changes, letterspacing changes, etc.

Logo Format

Logo with Tagline


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About SEEP

Te SEEP Network is a global network o microenterprise developmentpractitioners. Its 80+ institutional members are active in 180 countriesand reach over 35 million microentrepreneurs and their amilies.SEEPs mission is to connect these practitioners in a global learningenvironment so that they may reduce poverty through the power oenterprise. For 25 years, SEEP has engaged with practitioners romall over the globe to discuss challenges and innovative approaches tomicroenterprise development. As a member-driven organization, ourmembers drive our agenda while SEEP provides the neutral platormto share their experiences and engage in new learning on innovativepractices. Te SEEP Network helps strengthen our members collective

global eorts to improve the lives o the worlds most vulnerable people.


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The SEEP Network

1875 Connecticut Avenue, NW, Suite 414Washington, DC USA 20009-5721

Phone: 1 202 534 1400Fax: 1 202 534 1433

Email: [email protected]: www seepnetwork org

managing+association+brand web en

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