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  • Deliverable 1

    Audience Insights Analysis

    Trifecta PR

    Dec. 2015

  • 2

    Table of Contents

    Audience Insights Analysis .................................................................................................................. 3

    Introduction .............................................................................................................................. 3

    Current Audience Key Stakeholders ..................................................................................... 4

    Aspirational Audience Corporate CSR Partners ................................................................... 6

    Aspirational Audience Think Tanks & Local Government .................................................. 7

    Appendix 1: Interviews with Current Stakeholders ........................................................................ 9

    Current Audience 1: Foundation (Grant Donor) ...................................................................... 9

    Current Audience 2: Corporate Partner .................................................................................. 11

    Appendix 2: Interviews with Aspirational Audiences .................................................................... 13

    Aspirational Audience 1: Corporate CSR Partners ................................................................ 13

    Aspirational Audience 2: Think Tanks ................................................................................... 17

    Aspirational Audience 3: Local Government ......................................................................... 19

  • 3

    Audience Insights Analysis

    Introduction

    The audience insights analysis provides strategic direction to the messaging and storytelling

    deliverables. Before shaping organizational messages, or crafting a story to suit a purpose, we must

    understand what we wish to communicate to our audiences and how best to communicate it.

    This audience insights analysis is based on in-depth stakeholder interviews. A survey would have

    lower statistical validity given the existing sample size of audience contacts for each audience group.

    A mix of aspirational and current audiences have been chosen jointly by Byte Back and Trifecta from

    an exhaustive list of all audiences. The choices reflect gaps in existing knowledge of stakeholder

    perceptions. Trifecta PR developed the contact list for aspirational audiences through research and

    cold calls.

    The questions asked of audiences prioritize discovering and confirming fit and mutual purpose

    between Byte Back and its audiences. This is the immediate priority; however, this deliverable forms

    only the beginning of exhaustive audience research. The next step is to develop the insights found in

    this document through channel and collateral research i.e. determining which channels and collaterals

    are best suited to reach each audience group.

    This deliverable pairs closely with Deliverable 2: Potential Partner List. The latter consists of warm

    contacts who participated enthusiastically in audience research and in our view constitute a good

    strategic fit with Byte Back. They can be contacted to pave the way for mutually beneficial

    partnerships.

    Audience Insights Analysis

    Potential Partner List

    Elastic Messaging

    Strategic Storytelling

    Media Kit

  • 4

    Current Audiences Key Stakeholders

    Insight Stakeholder Perception Quotes Strengths:

    Byte Back is perceived to be extremely competent in providing computer and digital

    skills training to DC residents.

    Ratings of its leadership and effectiveness are favorable.

    I believe because of Byte Back, the digital divide has

    narrowed in DC. Foundation Stakeholder.

    Byte Back also has great executive leadership.

    Corporate Stakeholder.

    Adding value:

    Integrates nicely with other workforce development programs and the work other

    grantees are doing.

    Serves same or similar underserved communities as stakeholder wishes to.

    Many more grantee organizations are able to provide

    computer training as part of their on-sight, workforce

    development programs. Foundation Stakeholder.

    The community that Byte Back serves is the same

    community we want to share our low cost internet

    service with. Corporate Stakeholder.

    Character:

    Transformative.

    Collaborative.

    Catalyst for change. Foundation Stakeholder.

    Can transform the trajectory of a family for

    generations. Corporate Stakeholder.

    Priorities:

    Suggested priority: o Develop a sustainable revenue source

    outside government funding.

    Perceived priorities: o Serving underserved communities. o Marketing and thought leadership. o Fundraising.

    Developing a business model that provides sustainable

    revenues for the agency. I've been concerned about the

    high percentage of government funding in their funding

    portfolio. Foundation Stakeholder.

    Serving underserved communities and sharing

    information about their services to a wider audience.

    Corporate Stakeholder.

    Future:

    Bright.

    Go-to resource for under-skilled youth and others with gaps in their professional lives.

    The whole DC community is improved by Byte Backs work.

    There will always be a need for Byte Back

    Foundation Stakeholder.

    Lots of organizations, not just Comcast, want to see

    Byte Back succeed. Corporate Stakeholder.

    Is communication strategic?

    Some uncertainty about what the messages are. Difficulty of recall.

    Yes, the organizations communications fit its priorities.

    I do recall that their main message in years past has

    been to close the digital dividewhich I think is

    effective. Foundation Stakeholder.

    Yes. Corporate Stakeholder.

  • 5

    Some key takeaways for Byte Back to consider in communications with its current audiences

    corresponding to the above insights:

    Recommendation Why?

    Continue stressing efficacy of its programs. Evidently Byte Back is in the top of mind position for

    the type of work it does.

    Stress alignment with other workforce

    development programs and stakeholder

    communities.

    Stakeholders are impressed with Byte Backs ability to

    work with organizations doing similar work.

    Capitalize on the traits transformative and

    collaborative.

    The former lends itself to messages and stories of impact,

    while the latter grounds messages and stories in culture.

    Focus on the sustainability of operations,

    particularly in terms of funding. Allay any fears about reliance on government funding.

    Use theory of change to focus on whole-

    community benefits and broader effects of

    poverty alleviation, not just the immediate impact

    on the served individuals.

    Establishes the integral role Byte Back plays in holistic

    community development, and mirrors the goodwill

    generated by its work.

    Use unified messaging to drive communications

    strategically in the future.

    To ensure that all stakeholders experience minimum

    difficulty in recalling the key messages of Byte Backs

    communications.

  • 6

    Aspirational Audiences Corporate CSR Partners

    Partnership Insight Aspirational Audience Quote Areas to demonstrate strategic fit:

    Education.

    Health & wellness.

    Veterans.

    The four priority areas of our sustainability and corporate

    responsibility work are STEM education, national security,

    families, ethics and compliance, and wellness programs.

    Leidos.

    We have 3 pillars: education, employment, health and recovery.

    We also do a lot of work with veterans. Deloitte.

    The ideal CSR partner:

    Demonstrates fit with strategic CSR priorities.

    Measures performance and is successful.

    Engages beyond funding.

    Its a real bonus if employees are already engaged with the

    nonprofit. Leidos.

    We also look for long-term potential, such as a nonprofit that is

    engaged with our clients or leadership. Deloitte.

    Benefits the CSR partner expects:

    Measuring ROI.

    Employee engagement opportunities.

    Branding and marketing.

    Media opportunities.

    We prefer organizations that have the ability for our employees

    to volunteer. Leidos.

    We are figuring out how to measure the return on investment

    on our CSR. This could, for example, take the form of a talent

    pipeline for Deloitte, as our education and veteran work does.

    Deloitte.

    Benefits Byte Back can expect:

    Financial support.

    Volunteer contribution.

    Advocacy for nonprofit mission.

    We share [updates] with 19,000 employees in effect we

    become apostles for the nonprofit cause. Leidos.

    Almost everything we do for clients is available as a potential

    pro-bono service for nonprofits. Deloitte.

    Interest in digital inclusion or workforce

    development:

    Workforce development with local emphasis could be of interest.

    What we do in our communities leads to an increase in

    employability of people overall. Leidos.

    What we are primarily looking for is fit with our CSR pillars

    and strategy. Deloitte.

    What theyd like to change about existing

    partnerships:

    Alignment with CSR strategy.

    Reduce an