Cause Branding and Community Building With Social Networking Tools

Cause Branding and Community Building With Social Networking Tools A Strategic Approach to Corporate Philanthropic Engagement Ed Nicholson, APR Director of Community Relations @TysonFoods http://www.facebook.com/TysonHungerRelief http://www.tysonhungerrelief.com

Finding a strategic fit—the 4-step process

Cause marketing/Cause branding

Finding and Engaging Communities and Stakeholders

Effective TacticsWhere we’ll go today

Initial strategy ,[object Object]

Prior to had donated food; also involved in many other worthy philanthropic efforts.

Efforts were spread thin.,[object Object]

Initial strategy—2000-2005 ,[object Object]

Get positive attention (primarily MS media) for the contributions we were making.

Early approach was very publicity-focused; brand-centric; brand protective; competitive.

Let the agency do most of the heavy lifting.

One partnership: Share Our Strength

Wanted to be recognized by the hunger movement, but engagement and involvement wasn’t a critical part of the strategy

Had a campaign mindset,[object Object]

Tyson hunger relief strategy—how it evolved—what we learned ,[object Object]

Inspiring people doing selfless work (not always recognized)

Can’t be accepted into the community overnight. Can’t “buy” your way in,[object Object]

Became more collaborative, more outwardly-focused

No longer just a campaign for usThe more we give in a genuine way— the more we become truly and authentically engaged— the more we get back.

What we learned Hunger: A complex, misunderstood issue.

Reviewed and revised strategy in 2005 (w/ Mitchell Communications Group) Expanded partnerships Became more collaborative and outwardly focused Became more engaged, directly involved Started engaging stakeholders Team Members—104K in U.S. Customers Communities Elected officials

The Collaboration Challenge James E. Austin How Nonprofits and Businesses Succeed Through Strategic Alliances

Stages of Corporate/Non-Profit Partnerships The Collaboration Continuum* Philanthropic: Charity, Little Stakeholder Engagement/Relationships No Strategic Imperative, Minimal Expectations Transactional: Increased Understanding and Trust, Value Delivered, More Relationships, Expectations Integrative: “We” mentality, High Mission Mesh, Broad Strategic Fit, Deep Personal Relationships, High Employee Engagement *James Austin—The Collaboration Challenge

The Collaboration Continuum Stages of PartnershipsPhilanthropic Transactional Integrative Engagement level Low                 High Importance to Mission Peripheral           Strategic Magnitude of Resources Small               Big Scope of Activities Narrow             Broad Interaction Level Infrequent          Intensive Managerial Complexity Simple              Complex Strategic Value Modest               Major *James Austin—The Collaboration Challenge

Recent Approach---More collaborative, outwardly-focused

Cause Marketing/ Cause Branding Cause marketing—by itself ,[object Object]

Focus on organizational objectives

More often tactical,[object Object]

Leadership Collaborative Engagement

Can’t write a check for it; buy it

Senior level support and ENGAGEMENT

Strategic fit for the business

How can a broader set of organizational resources be applied? Not just cash: in-kind, people, functional expertise.

Takes a mature-thinking/acting non-profit to engage with a company truly committed to cause branding. Requires them to leverage resources beyond cash; work with partners to fit their work into the cause, sometimes beyond existing programs. ,[object Object]

The 4-step process is important Research—Knowing the landscape. Knowing the community. Knowing the issue. Listening ! Planning—Developing a strategy based on all factors, not simply organizational objectives. Execution—Are we employing effective tactics? Evaluation—Where are we? Is it where we want to be? What have we accomplished? ROI?

Hunger Almanac Sponsorship Primary Research

Research: Listening and monitoring

 Makes them feel good about the company. Creates people dedicated to the cause.

Is another step toward being more authentically involved; humanizing the brand.,[object Object]

Generate awareness of the issue of hunger and of people and orgs.

Create events that have innovative and attractive news angles.

Bask in reflected light.,[object Object],[object Object]

Establish the company as a thought leader in the cause of hunger

Grow a community that will recognize our voice as credible—and might defend us when we need it

Leverage our in-kind donations

Engage and nurture relationships with key stakeholders—the hunger community, team members, community leaders, advocacy partners

Utilize our own publishing platforms in a credible, productive way—for others and ourselves,[object Object]

Expand awareness of and engagement in the issue

Help bring the existing community involved in hunger relief online,[object Object]

Tyson Foods Social Media – Twitter

Engaging the hunger community Expanded Partnerships Share Our Strength—DC-based hunger relief org that raises money and provides strategic grants to hunger relief Feeding America—Nation’s largest network of food banks Lift Up America—Partnerships with professional and college sports teams and athletes in creating hunger and poverty awareness

The Hunger Community ,[object Object]

Policy Advocates—FRAC, Cong. Hunger Center

Lawmakers—House and Cong. Hunger Caucus, Sen. Blanche Lincoln

Local organizations—Food banks

Inspired, inspiring individuals—Hunger All-Stars,[object Object]

Social Media Informing and Validating

Engage influencers–Guest posts

Engaging and connecting influencers

Cause Branding and Community Building With Social Networking Tools

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