MARKETING & COMMUNICATION HANDBOOK

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1、European Young Bar AssociationMARKETING & COMMUNICATIONS MANUALCONTENTSINTRODUCTION3I.THE GENERAL CONCEPT4II.WHAT IS MARKETING5Inbound Marketing Includes Market Research to Find Out:5Outbound Marketing Includes:5III.IMPLEMENTING A STRATEGIC PLANNING PROCESS6STRATEGIC STEPS6THE OBJECTIVES6CHOOSING TH

2、E MARKETING OBJECTIVES7SETTINNG A TIMELINE7IV.ENACTMENT: THE DEVELOPMENT OF INFORMATION9V.COMMUNICATIONS AS A WAY TO MARKET EYBA TO OTHER YOUNG LAWYERS GROUPS10EFFECTIVE COMMUNICATION TO ATTRACT MEMBERS10WHAT EYBA CAN OFFER TO MEMBERS10VI.INTERNAL COMMUNICATION11SUPERVISION ACTIVITIES11VII.COMMUNICA

3、TIONS TO THE ALUMNI12VIII.COMMUNICATION AND PUBLIC RELATIONS13IX.CREATING A PROMOTIONAL CAMPAIGN THE STEPS IN DETAIL15WRITING A PRESS RELEASE15ANNEX 1: Samples for press releases16Sample press release16ANNEX 2: Practical Operational Instructions17INTRODUCTION This handbook is intended as a tool in o

4、rder to better focus the function of a marketing and communication officer within the EYBA Executive Committee. Before learning more about marketing however, it is essential to get a basic impression of what marketing is. The field of marketing is undefined and extremely vast, therefore it is not an

5、 easy task to summarise in a manual the key concepts and activities that are strategic to a non-profit organization such as the EYBA. Nevertheless we consider marketing a necessary tool to improve the visibility of EYBA and to broaden its areas of activity, involving potential new members. This shor

6、t manual is mainly meant as a summary of the functions that can be implemented according to future needs, as well as further information and documentation which can be added, so that it can be easily passed as a whole package to any individual who is Executive Officer for Marketing & Communication i

7、n the future. The approach taken is intended to be very practical and concrete in order to be easily applicable. The EYBA can be dealt with as an appealing “product” our aim is to make the EYBA well-known and appreciated by potential “customers” (i.e. member groups or individual members). I. THE GEN

8、ERAL CONCEPTIn a crowded marketplace of ideas, it is important for non-profit organizations to establish a well-defined niche. While most non-profits are not selling products, they are selling their organisations mission, their ideas, their programs, and their services. In a world where everyone is

9、inundated with information, a strong image is the key to community awareness. Developing and maintaining a visible and credible identity through marketing will increase local support for our organisation.Many non-profit organisations believe their programs will sell themselves based on their inheren

10、t worth. They operate with the assumption that support and recognition will automatically come to a good cause. Unfortunately, this is a false premise. Even the best of programs will fade into obscurity unless the management of non-profit organisations intentionally makes other groups, associations,

11、 businesses, and individuals aware of their mission and continuously maintains that level of awareness. Communication builds understanding and advocates and forces change. Non-profit organisations should define their intended audience, target their messages to these groups, and outline strategic pla

12、ns that will best use limited resources to meet organizational goals and objectives.How many current or potential members are aware of the good work of the EYBA? Effective communication and a consistent image also enhance the ability of non-profit organizations to raise money. If local community mem

13、bers are not aware of the good work that a non-profit organisation does, then it is unlikely that they will contribute to a campaign to raise sponsorship. In turn, if private foundations do not see financial support at a local level, they may be less inclined to give sponsorship. These foundations a

14、lso look at sponsorship proposals to see how an organization plans to communicate the results of their programs. This can also help the EYBA especially with its image amongst young lawyer groups. A good reputation, interesting events and a strong network of contacts are key tools necessary to enable

15、 profitable activities and the longevity of EYBA.Marketing is an ongoing cumulative strategy that can build strong and profitable partnerships.II. WHAT IS MARKETING The term marketing has changed and evolved over a period of time, today marketing is based around providing continuous benefits to the

16、customer. Basically, you might look at marketing as the wide range of activities involved in making sure that you are continuing to meet the needs of your customers (i.e. members) and the same customers are getting value in return. Marketing is usually focused on one product or service. Thus, a mark

17、eting plan for one product might be very different than that for another product. Marketing activities include Inbound marketing, such as market research to find out, for example, what groups of potential customers exist, what their needs are, which of those needs you can meet, how you should meet t

18、hem, etc. Inbound marketing also includes analyzing the competition, positioning your new product or service (finding your niche market), and pricing your products and services. Outbound marketing includes promoting a product through continuous advertising, promotions, public relations and sales.Inb

19、ound Marketing Includes Market Research to Find Out:1. What specific groups of potential customers/clients (markets) might have specific needs (i.e. non-profit organisations often already have a very clear community need in mind when starting out with a new program - however, the emerging practice o

20、f non-profit business development, or earned income development, often starts by researching a broad group of clients to identify new opportunities for programs); 2. How those needs might be met for each group (or target market), which suggests how a product might be designed to meet the need (i.e.

21、non-profit organisations might think in terms of outcomes, or changes, to accomplish among the groups of clients in order to meet the needs); 3. How each of the target markets might choose to access the product, etc. (i.e. its packaging) 4. How much the customers/clients might be willing pay and how

22、 they can make payments (i.e. pricing analysis); 5. Who the competitors are (i.e. competitor analysis); 6. How to design and describe the product so that customers/clients will buy from the organisation, rather than from its competitors (i.e. its unique value proposition); 7. How the product should

23、be identified (its personality) to stand out from other similar products (i.e. its name and branding). Outbound Marketing Includes:1. Advertising and promotions (i.e. focused on the product/services); 2. Sales (i.e. memberships); 3. Public and media relations (i.e. focused on the entire organization

24、); 4. Customer service; 5. Customer satisfaction; Too often, people jump right to outbound marketing. As a result, they often end up trying to push products onto people who really do not want the products at all. Effective inbound marketing often results in much more effective and less difficult out

25、bound marketing and sales.III. IMPLEMENTING A STRATEGIC PLANNING PROCESS The EYBA activities should reflect our core values, our target audience is the European young lawyers organisations and what we want to do is to keep them always active and interested in our activities and in the development op

26、portunities we are trying to trigger.As far as the EYBA is concerned marketing is how we define and promote the organisation, how to make the EYBA present in the life of potential members and how to maintain a relationship with those who are already members. These issues can be equated to a marketin

27、g mix which in marketing terms is referred to as the 5Ps: Product the organisation and what it offers; Positioning making it present to young lawyers motivating them to participate; Place events with which you promote the organisation; Price it can be referred to as membership fees or event particip

28、ation feesPromotion the kind of promotional tools and marketing materials used to market EYBA. STRATEGIC STEPS 1. Gathering and analysing all relevant information; 2. Identifying main marketing challenges, i.e. the goals to be achieved; 3. Setting the measurable objectives (over a specific period of

29、 time) of the marketing strategy;4. Developing a general strategy. THE OBJECTIVES As a matter of fact all businesses need to set objectives for themselves or for the products or services they are launching. What does the EYBA seek to achieve? Whatever the answer is, it should always be kept in mind

30、that setting objectives is essential, because it helps focusing on specific targets over a period of time.A simple acronym used to set objectives is called SMART objectives these are the kind of objectives we should be after. SMART stands for: Specific Objectives should specify what they want to ach

31、ieve. Measurable You should be able to measure whether you are meeting the objectives or not. Achievable - Are the objectives you have set achievable? Realistic Can you realistically achieve the objectives with the resources you have? Time When do you want to achieve the set objectives? Time line! C

32、HOOSING THE MARKETING OBJECTIVES All the Executive Committee members should be involved in identifying what weaknesses does EYBA have, asking member groups for suggestions and for their opinions. The following step will be thinking how some of those identified problems could be solved in marketing t

33、erms. Certain common weaknesses can be identified as: Lack of interest few members Members which are not active Lack of awareness about EYBA EYBA does not have a very high profile Distance between board and potential members These are all things an executive officer responsible for marketing togethe

34、r with the other Executive Officers can do something about! SETTINNG A TIMELINE Creating a timeline is essential to keep track of time, in order to reach the planned objectives and not to scatter resources on too many issues at one time. It is a way of organising time and resources Usually this kind

35、 of planning is carried out during Executive Committee meetings when targets and developments are discussed among the Executive Committee. After setting a timeline it is also important to constantly implement the following key action points:1. Identify your target audience: define the groups that th

36、e EYBA wants to approach.2. Maintain consistent communication: Plan a communication strategy for the next year. Develop a standard format for press releases, newsletters, special events, and other marketing efforts. Keep in contact with members.3. Create a visual identity: Communicate visually as we

37、ll as verbally. Frequently display the EYBA name and logo on newsletters, reports, signs, and brochures. A memorable, well-designed visual image will strengthen awareness.4. Use message repetition and variation: An audience is more likely to remember a message if it is reiterated in different types

38、of communications. Slogans are a way to effectively capture the essence of a message in brief and memorable form.5. Employ multiple communication tactics: Non-profit organisations such as the EYBA often target several audiences, which may respond to different approaches. Various communication campai

39、gns can help establishing and maintaining a more widespread positive image.6. Select and use appropriate media: Plan to use a combination of approaches best suited to reaching your targeted audiences and that make best use of your financial resources. Include a variety of methods including phone cal

40、ls, letters, e-mail, newsletters, press releases, and editorials.7. Develop a strong, well-known identity over time: Building visibility and awareness is a gradual process. Be patient, persistent, and consistent.IV. ENACTMENT: THE DEVELOPMENT OF INFORMATIONAn effective marketing strategy requires by

41、 definition the appropriate processing and exploitation of the relevant information available. In order to do in the best way possible, it is important to pay particular attention to the following sources: Internal DatabaseThe EYBA database collects information, records and archives of the activitie

42、s carried out in the past and collected over the years. It also provides valuable information relating to current members and to the prospective members to target.”Competitors” monitoring Analysing how other organizations perform and have performed marketing activities and in which areas they have b

43、een successful can be very helpful. Market Research Market research may be performed in relation to a variety of questions: target market, member satisfaction etc. It is important to get feedback on how the EYBA is perceived by members and by press, PR and communication companies. Once the informati

44、on has been collected, it must be properly analysed in order to understand how to make the best use of the information gathered. Feedback forms can be also a useful tool for the collection of information collection. These also have the purpose of showing interest in the members feedback. For example

45、, posing specific questions about the types of activities or the types of seminars that members would be most interested in. Aiming to improve the relevance of the EYBA output, the questions of a market research should be targeted at achieving this in the relevant sector l. V. COMMUNICATIONS AS A WA

46、Y TO MARKET EYBA TO OTHER YOUNG LAWYERS GROUPS Marketing the EYBA has an internal and an external dimension. It is internal when marketing the EYBA to members in order to keep them involved and it is external when addressed to other groups who could be potential members. EFFECTIVE COMMUNICATION TO A

47、TTRACT MEMBERS Cooperation with providers of legal servicesAttaching benefits to membership, like for example a discount when a member makes a purchase or wishes to take a professional development course is a powerful tool which will add true value to becoming a member of EYBA. NetworkingThe EYBA is

48、 a young lawyers organisation with potential networking opportunities. Young professionals will be keen to take advantage of expanding their external contacts list in a pleasant environment. Contacts with membersIf the members want to get involved more actively in the organisation, it is essential t

49、o comply with this need. If members do not feel useful, they will lose interest. Members are the most important asset to a voluntary organisation such as EYBA, when you have keen and motivated members, events should be tailored in order to empower them to be active. WHAT EYBA CAN OFFER TO MEMBERS -

50、Educational events - The international dimension - High profile speakers- Social events An interesting and broad offer of educational and social activities is an effective combination of tools which have the ability to gain and retain members. It is extremely important that the activities organised

51、by the EYBA are brought to the attention of members and non-members, and this is one of the key activities delegated to the Executive Officer for Communications and Marketing.Members and non-members should be informed about the “products” that EYBA offers. In order to make the above, as effective as

52、 possible the Marketing & Communications Executive Officer should also be involved in planning the events so that they are fully prepared, ready and able to answer questions about what is being advertised in their function. VI. INTERNAL COMMUNICATION Members are the most valuable resource of any org

53、anisation but they need to be looked after and constantly motivated but not overloaded with informationThe Executive Officer for Marketing and Communications is also supposed to perform a primary support function to the EYBA President, especially when drafting the newsletters to members. The Executi

54、ve Officer for Marketing and Communications is responsible of selecting the key issues that need to be brought to the attention of members by the President. SUPERVISION ACTIVITIESOne of our duties as the Executive officer for Marketing & Communications should be careful planning and coordination. Th

55、erefore, in order to allow anyone who spontaneously wishes to know more about the EYBA, its current activities and other initiatives of interest, the Executive Officer for Marketing & Communications should supervise: The timely update of the web-site by the Administrator; The design of flyers/poster

56、s for conferences and events in general. In order to fulfil these objectives, cooperation with the website administrator and clear instructions as how it is to be carried out are essential.VII. COMMUNICATIONS TO THE ALUMNI Alumni are individuals that have once in the past been active in the EYBA. Br

57、inging them back for the EYBA events and involving them can also be a task delegated to the Executive Officer for Marketing and Communications. Alumni reunion events are a good way to spread the name of the EYBA and keep a high profile. These individuals could be in professional positions in their w

58、ork place which could help EYBA. - Working in law firms - In auditing companies - Company lawyers - In government departments - In EU departments- In the media Alumni are usually willing to help because they have good memories of EYBA, and they understand your objectives because they too once had th

59、em. What can the EYBA offer to its alumni? - keep in contact with their old friends; - see how the organisation have developed;- exposure, as some of them might be interested in keeping high their level of visibility as active and successful professionals, mentoring younger colleagues. VIII. COMMUNI

60、CATION AND PUBLIC RELATIONS With public relations reference is usually made to the management function that identifies, establishes, and maintains mutually beneficial relationships between and organisation and the public on whom its success or failure depend In that context, the reputation of the EY

61、BA is involved.The Executive Officer for Marketing and Communications is also in charge of PR practice in order to ensure that the EYBA has overall a strong public image. These activities should focus in particular on contributing to the understanding of what the EYBA is about and of what key goals

62、it is meant to achieve. Each means of communication tailored appropriately to the circumstances should be definitely used. The PR activity for the EYBA: - Keeping good relations with active members and participants to events (potential members); - Keeping good relations with third parties.The occasi

63、ons and means to do this may include: conferences and social events newsletters news section on the website contact with other associations (such as ABA YLD; AIJA; IBA) direct contact with professional legal market analysts and service providersAt all times, it is essential to think about keeping up

64、 the image of EYBA. Being helpful and friendly, and knowing what EYBA is in order to be able to answer questions that may arise. For example, when promoting an EYBA event, it is essential to thoroughly plan an effective communication activity in order to promote the event in the best possible way.The above may be achieved having in mind the following key action points. Each campaign should: Be deliberate (intentional) Be well planned Performed effectively Raise public interest Be a Two-Way Communication I