BRAND SOUTH BRAND SOUTH AFRICAAFRICA

STRATEGIC PLAN 2014-2019STRATEGIC PLAN 2014-2019

TABLE OF CONTENTS

1. Strategic Overview

2. Governance and Organisational Structure

3. Summary: Key issues and opportunities in the broader environment

4. Strategic Outcomes Oriented Goals and Sub-programmes

5. Strategies and Implementation Plans– Strategic Marketing & Communications and Stakeholder Relations

• Marketing & Communications approach and objectives• Target audiences & Stakeholder groupings • Target Markets• Resources Focus and Support

– Corporate Services– Finance

• MTEF Overview

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THE FUNDAMENTAL ‘WHY’ OF BRAND SA

VisionTo be the authority on national identity and reputation building for the benefit of South Africa and the continent.

Mission

Purpose Ensure a sustainable future for our children

Strategic

Positioning

Inspire and unify civil society, business, government and the media to build the reputation of South Africa, and contribute to its global competitiveness.

3

To contribute to the NDP OBJECTIVES on…

OUR MANDATE

by undertaking coordinated INITIATIVES to…

Build South Africa’s Nation Brand reputation to contribute to South Africa’s global competitiveness

and achieving the following OUTCOMES…

1. Brand and Message Alignment

by key stakeholders.

2. Pride and Patriotism and Active Citizenship amongst South Africans.

3. Positive positioning of SA as a business destination amongst target international and domestic audiences.

1. Brand strategy development and management

… through the followingSTRATEGIES

4. Insight and research management

4. A Sustainable Organisation

2. Reputation management4. Strengthening & deepening

Stakeholder & partner relationships

5. Organisational Development 6. Prudent financial management and control

1. Economic Growth & Employment

2. Position South Africa in the Region and the World

3. Nation Building and Social Cohesion

Increased Social CohesionImproved International & Domestic

ReputationIncreased International

Competitiveness

and contribute to the following broader IMPACT…

4

BOARD GOVERNANCE STRUCTURE

Board of Trustees

HR/REMCO & SE Committee

Audit & Risk Committee

Marketing Committee

Executive Management

5

CURRENT STRUCTURE

BRAND SOUTH AFRICA STRUCTURE 29 May 2014

CEOMiller Matola

PA to CEOTanya. Du

Plessis

Research ManagerPetrus de Kock

Digital Content Manager Barry Hiles

DirectorStrategic Marketing & Communications

Wendy Tlou

Communications Manager

Manusha Pillai

Manager:Marketing/BrandingSithembile .Ntombela

‘CONTENT HUB’ – MARKETING AND COMMUNICATIONS

Asst Brand Manager

Onke Dumako

PR Officer (Domestic)

Vacant

Marketing Co-ordinator

Phumzile Mbokazi

Director: Corporate Services Laurie Less

HR ManagerMirriam Moagi

Finance ManagerKgomotso Seripe

Director FinanceAlice Puone

Board SecretariatSifiso Nyoni

CORPORATE SERVICES

PAQueen Moroke

ReceptionistVeronica. Bishop

Cleaner/Food Services

Irene Nyembe

PARoelien Rosslee

AccountantTemp (Tendai)

Accounting ClerkLinda Hadebe

DriverJimmy Modiba

Programme Manager:

GovernmentThabiso

Magodielo

Programme Manager: Business Mpumi Mabuza

Country Manager

(UK)Vacant

Regional Manager

(Africa and Middle East)

Sindisiwa Mququ

Programme Manager:

Civil Society Vacant

Director: Stakeholder Relations Vacant / on hold

Regional Manager

(Asia)Tebogo Lefifi

Country Manager

(USA)Vacant

PAVacant

TOTAL NO OF POSITIONS : 43

· 30 Filled

· 13 vacant (8 placed on hold)

Project Manager Vacant/on hold

Brazil (G)USA (M)

China (G)India (G)

Russia (G)Japan (M)

South Korea (M)

DRC (G)Zimbabwe (G)SADC (G,M)

Middle East (G)

EU (M) e.g.:Germany (M)

UK (M)France (M)

PA Mokgadi Mashapa

Programme : Co-ordinator

Anele Ngwenya

Programme : Co-ordinator

Shereen. Hattia

Programme : Co-ordinator

Kassiani (consult)

Programme : Co-ordinator Vacant /on

hold

‘DELIVERY ARM’ – STAKEHOLDER

RELATIONS

Assistant Board Secretary

Prince Zulu

Programme Co-ordinatorVacant /on

hold

PR Officer (International)

Sandisiwe Gugushe (temp)

HR AdministratorLindi Sibiya

Supply Chain Manager

Jabulile Mndebele

Manager: Office of the CEO

Jonty Tshipa

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RESOURCING PLAN 2014/2019RESOURCE PLAN: PHASED-IN IMPLEMENTATION PLAN 2014/17

Function Focus

(2014/15)

Recruitment or “Fit and Match Exercises”

will be undertaken with immediate

effect for the following positions:

The following positions will be

filled in 2015/16

The following positions will

be filled 2016/17

Core GM: Stakeholder Relations Country Manager: Brazil Country Manager: India

Core Country Manager: UK

Core Country Manager: USA

Core GM: Marketing & Brand

Core GM: Communications

Core Strategic Relationship Manager: Civil

Society (formerly Programme Manager:

Civil Society)

GM: Research & Analysis

Core Activations Manager Graphic Designer

Core Communication Manager: Domestic

(formerly PRO Domestic)

Relationship Consultants x2

Core Communication Manager: International

(formerly PRO International)

Admin & Traffic Coordinator

Core Coordinator: Markets Research Assistant

RESOURCE PLAN: PHASED-IN IMPLEMENTATION PLAN 2014/17

Function Focus

(2014/15)

Recruitment or “Fit and Match Exercises”

will be undertaken with immediate

effect for the following positions:

The following positions will be

filled in 2015/16

The following positions will

be filled 2016/17

Core Executive Assistant (CEO) Communication Assistant

Core Executive PA (CMO)

Core Accounts Executive: Activations x 2

Governance Chief Internal Auditor

Support Manager: IT Corporate Legal Manager

Support Procurement Officer X1

Support Network Administrator Accountant / Payroll

Support PA: Director CS

Support Cleaner

No of Positions 18 Positions 11 Positions 1 Position

Total Headcount 44 Positions filled

(includes fit n match exercise)

Headcount 55

Headcount 56

Total Staff Budget R33,633million R46.675million R50.641million

Payroll as % of total

Transfer

20.06% 26.56% 27.45%

SUMMARY: KEY ISSUES AND OPPORTUNITIES IN THE BROADER ENVIRONMENT

Will assist in positioning SA to access new opportunities for trade, investment and related socio-economic relations across a diverse set of developing nations.

These issues present in the forecast period (2014-19) key opportunities to build both the country’s international reputation in the global governance arena.

The nation has a unique opportunity to revive the dream of democracy and to unify the nation behind common economic, and social development objectives.

• SA’s National Development Plan.

• SA’s position and role in the region and the world

• South Africa’s relations with the BRICS nations

• South Africa’s role in the AU Commission

• The continued rise of Africa as growth frontier and significance of African peer markets

• The regional economic integration agenda

• The continued rise and importance of the global south and other developing nations [China, India, Russia, Mexico, Kenya, Nigeria]

• The national infrastructure build programme

• 20th year anniversary celebrations and review of progress made in the past two decades

• Domestic socio-economic challenges and the need to address service delivery and social cohesion and unity

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STRATEGIC OUTCOMES ORIENTED GOALS AND

SUB-PROGRAMMES

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Strategic Outcomes

Goal statement Sub-Programmes Measures and Target

1. Brand and Message Alignment by key stakeholders.

1. Guide and monitor key partners across Government, the private sector and civil society to ensure alignment behind the nation brand in terms of corporate identity, messaging and imaging.

1. Seeding New Brand positioning.

2. Analysis and reporting on adherence to CI and key messaging.

1. Brand alignment compliance monitoring through a Brand alignment tracker tool.

2. Key stakeholders compliant at a level of 60% for CI and 40% core message alignment for identified platforms.

3. All SA Embassy websites harmonised.

4. Brand Academy established and launched.

5. Evaluate and review Brand position in 2019.

2. Increased Pride and Patriotism amongst South Africans

1. Inspire and instill pride and patriotism amongst the rainbow nation to drive active citizenship and nation Brand Ambassadorship.

1. Active Citizenship Campaign (Play your Part) focused on NDP and infrastructure programme.

2. Development of online ‘community of PYP fans.

3. Leverage of stakeholder infrastructure for the purpose of escalating domestic mobilisation efforts.

1. Promote and market the NDP to understanding and ownership by identified stakeholders.

2. Monitor and Report on Pride, Commitment and Social Cohesion levels.

3. Awareness of PYP as a reflection of Active Citizenship (target 50%).

4. Grow PYP ‘community’ to 1500,000 registered ‘fans’ by 2019.

5. Increase GSA campaign penetration.

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Strategic Outcomes

Goal statement Sub-Programmes Measures and Target

3. Positive disposition about SA amongst target international and domestic audiences.

1. Influencing conversations and perceptions about South Africa, and driving advocacy, through global and local audiences.

2. Proactively managing the SA narrative by showcasing cross-sectoral and cross-society success stories and achievements.

1. Structured strategic engagements to contribute to national competitiveness & reputation.

2. Structured knowledge and insights sharing platforms for target audiences & stakeholders.

3. Global South Africans programme.

4. Brand Ambassadors programme.

5. Domestic reputation management.

6. International reputation management.

1. Implemented strategic research programme that positions Brand SA as a Reputation Management & Competitiveness thought leader.

2. Increased familiarity/awareness by Business Elite (Thrive Survey).

3. Improved international reputation (Reputation Surveys).

4. Improved perceptions ratings by Global South Africans (GSA Surveys).

5. Increased media exposure and coverage on NDP, SA successes, unique selling points and achievements.

6. Developed & implemented the Africa strategy.

7. Implemented the Brand Ambassadors programme.

8. Leveraged strategic domestic and international platforms to shift perceptions positively of SA as an ideal business & investment destination.

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Strategic Outcomes

Goal statement Sub-Programmes Measures and Target

4. A sustainable organisation

1. Collaborating with partners to leverage each other’s resources to extend brand and messaging reach and impact in a cost effective manner.

2. Implementation of governance, compliance, project management and risk management systems to enable the organisation to respond to its political, economic, social and environmental demands.

3. Establishing and embedding a trusting and enabling team-based culture within Brand SA.

4. Accelerating IT capability – front and back end.

1. Joint Funding & Value Addition.

2. High performance organisation.

3. Sound Corporate Governance and Good Corporate Citizenship.

4. Governance, compliance and risk management systems.

1. Source additional funding & sponsorships (12% of marketing budget) through strategic partnerships.

2. Brand SA ranked in the top 50 in 2019 as an “Employer of Choice”.

3. Compliance with relevant legislation.

4. Clean audit report.5. Centralised and integrated

systems (Insite).

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PROGRAMMES & OUTCOMES

2014/15 2015/16 2016/17 2017/18 2018/19

Programme 1: Administration 1.1 Sustainable Organisation - Finance

1.1.1 Commission work on alternative funding sources and possible commercialisation initiatives for approval by the Board. 1.1.2 Source 3% additional funding (of marketing budget) through strategic partnerships. 1.1.3 Unqualified audit.

1.1.1 Implement recommendations to give effect to new business model.1.1.2 Source 5% additional additional funding (of marketing budget) through strategic partnerships. 1.1.3 Unqualified audit.

1.1.1 Implement the new business model. 1.1.2 Source 8% additional funding (of marketing budget) through strategic partnerships. 1.1.3 Clean audit.

1.1.1 Implement the new business model.1.1.2 Source 10% additional funding (of marketing budget) through strategic partnerships. 1.1.3 Clean audit.

1.1.1 Initiate a review of the new business model. 1.1.2 Source 12% additional funding (of marketing budget) through strategic partnerships. 1.1.3 Clean audit.

1.2 Sustainable Organisation - Corporate Services      

1.2.1 Improve Brand SA’s score to 3.00 on the ‘Best Company to Work for’ survey. 1.2.2 Implement the HR plan.1.2.3 Implement findings from the organisational optimisation study though a change management programme.1.2.4 Ensure compliance to all Corporate Governance and legal protocols by achieving a clean Board Effectiveness Review.1.2.5. Implement an integrated IT system.

1.2.1 Improve Brand SA’s score to 3.3 on the ‘Best Company to Work for’ survey. 1.2.2 Implement the HR plan and track the successes of the TM programme.1.2.3 Ensure compliance to all Corporate Governance and legal protocols by achieving a clean Board Effectiveness Review.1.2.4 Conduct a Business Reengineering programme to align business with competencies & productivity.1.2.5 Maintain the integrated IT system.

1.2.1 Improve Brand SA’s score to 3.6 on the ‘Best Company to Work for’ survey. 1.2.2 Implement the HR plan.1.2.3 Review the change management and OD process. 1.2.4 Ensure compliance to all Corporate Governance and legal protocols by achieving a clean Board Effectiveness Review.1.2.5 Maintain the integrated IT system.

1.2.1 Improve Brand SA’s score to 3.9 on the ‘Best Company to Work for’ survey. 1.2.2 Implement the HR plan.1.2.4 Ensure compliance to all Corporate Governance and legal protocols by achieving a clean Board Effectiveness Review.1.2.5 Maintain the integrated IT system.

1.2.1 Improve Brand SA’s score to 4.00 on the Best Company to Work for’ survey. 1.2.2 Implement the HR plan.1.2.4 Ensure compliance to all Corporate Governance and legal protocols by achieving a clean Board Effectiveness Review.1.2.5 Review the integrated IT system.

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PROGRAMMES & OUTCOMES

2014/15 2015/16 2016/17 2017/18 2018/19

Programme 2: Brand Strategy Development & Management 

2.1 . Brand and Message Alignment by key stakeholders.

2.1.1 Targeted training through the Brand Academy with key stakeholders to achieve 40% compliance on CI manual.2.1.2 Develop and communicate messaging with key stakeholders to achieve 20% core message alignment. 2.1.3 Tracking tool established. 2.1.4 Develop and implement the international & domestic marketing (positioning) campaign.

2.1.5 Activate Embassy website harmonisation programme.

 

2.1.1 Targeted training through the Brand Academy with key stakeholders to achieve 50% compliance on CI manual.2.1.2 Develop and communicate messaging with key stakeholders to achieve 25% core message alignment. 2.1.4 Develop and implement the international & domestic marketing (positioning) campaign.2.1.5 Review the Embassy website harmonisation programme. 2.1.6 Maintain Brand Academy.

2.1.1 Targeted training through the Brand Academy with key stakeholders to achieve 60% compliance on CI manual.2.1.2 Develop and communicate messaging with key stakeholders to achieve 35% core message alignment. 2.1.3 Assess tracking tool.2.1.4 Develop and implement the international & domestic marketing (positioning) campaign.2.1.5 Maintain the Embassy website harmonisation programme.

2.1.1 Targeted training through the Brand Academy with key stakeholders to achieve 70% compliance on CI manual.

2.1.2 Develop and communicate messaging with key stakeholders to achieve 40% core message alignment. 2.1.4 Develop and implement the international & domestic marketing (positioning) campaign.2.1.5 Maintain the Embassy website harmonisation programme.

2.1.1 Targeted training through the Brand Academy with key stakeholders to achieve 80% compliance on CI manual.

2.1.2 Develop and communicate messaging with key stakeholders to achieve 45% core message alignment. 2.1.4 Develop and implement the international & domestic marketing (positioning) campaign.2.1.5 Maintain the Embassy website harmonisation programme. 2.1.6 Evaluate and review brand positioning.

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PROGRAMMES & OUTCOMES

2014/15 2015/16 2016/17 2017/18 2018/19

Programme 2: Brand Strategy Development & Management 

2.2 Improved Pride and Patriotism and Active Citizenship amongst South Africans.

2.2.1 Implement and increase awareness to 11% of domestic mobilisation and active citizenship (PYP) campaign.2.2.2 Promote and market the NDP to all key stakeholders. 2.2.3 Identify and profile cutting edge global innovation & research produced by SA’s. 2.2.4 Implement research programme on Brand performance and insights.

2.2.1 Implement and increase awareness to 15% of domestic mobilisation and active citizenship (PYP) campaign.2.2.2 Promote and market the NDP to all key stakeholders. 2.2.3 Initiate project to establish index based on NDP objectives.2.2.4 Identify and profile cutting edge global innovation & research produced by SA’s. 2.2.5 Implement research programme on Brand performance and insights.

2.2.1 Implement and increase awareness to 20% of domestic mobilisation and active citizenship (PYP) campaign.2.2.2 Promote and market the NDP to all key stakeholders. 2.2.3 Identify and profile cutting edge global innovation & research produced by SA’s. 2.2.4 Implement research programme on Brand performance and insights.2.2.5 Develop and execute a 360o strategy on SA’s participation in the Brazil Olympics.2.2.6 Review domestic PYP mobilisation campaign.

2.2.1 Implement and increase awareness to 30% of domestic mobilisation and active citizenship (PYP) campaign.2.2.2 Promote and market the NDP to all key stakeholders. 2.2.3 Identify and profile cutting edge global innovation & research produced by SA’s. 2.2.4 Implement research programme on Brand performance and insights.

2.2.1 Implement and increase awareness to 35% of domestic mobilisation and active citizenship (PYP) campaign.2.2.2 Promote and market the NDP to all key stakeholders. 2.2.3 Identify and profile cutting edge global innovation & research produced by SA’s. 2.2.4 Implement research programme on Brand performance and insights.

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PROGRAMMES & OUTCOMES

2014/15 2015/16 2016/17 2017/18 2018/19

Programme 3: Reputation Management 3a. Positive

disposition about South Africa amongst target audiences (domestic) .

3.1 Implement the domestic reputation management programme.3.2 Leverage on strategic platforms with key stakeholders. 3.3 Implement KOL & Brand Ambassadors programme. 3.4 Host annual competitiveness forum3.5 Implement strategic research programme.

3.1 Implement the domestic reputation management programme.3.2 Leverage on strategic platforms a with key stakeholders. 3.3 Implement KOL & Brand Ambassadors programme. 3.4 Host annual competitiveness forum.3.5 Implement strategic research programme.

3.1 Review the domestic reputation management programme.3.2 Leverage on strategic platforms with key stakeholders and conduct review of the programme. 3.3 Implement and Review KOL & Brand Ambassadors programme. 3.4 Host annual competitiveness forum and evaluate.3.5 Implement strategic research programme.

3.1 Implement the domestic reputation management programme.3.2 Leverage on strategic platforms with key stakeholders. 3.3 Implement KOL & Brand Ambassadors programme3.4 Host annual competitiveness forum. 3.5 Implement strategic research programme.

3.1 Implement the domestic reputation management programme.3.2 Leverage on strategic platforms with key stakeholders. 3.3 Implement KOL & Brand Ambassadors programme3.4 Host annual competitiveness forum 3.5 Evaluate strategic research programme. 

3a. Positive disposition about South Africa amongst target audiences (international)

3.1 Develop and activate the Africa strategy. 3.2 Expand the GSA network into target markets (Canada).3.3. Grow the GSA membership baseline by 10%.3.4 Leverage on strategic platforms with key stakeholders. 3.5 Develop partnerships with targeted Diplomatic Corps. 3.6 Develop & communicate case-studies on foreign multinationals.

3.1 Implement Africa strategy. 3.2 Expand the GSA network into target markets (New Zealand ).3.3. Grow the GSA membership baseline by 10%.3.4 Leverage on strategic platforms with key stakeholders. 3.5 Develop partnerships with targeted Diplomatic Corps. 3.6 Develop & communicate case-studies on foreign multinationals.

3.1 Implement Africa strategy. 3.2 Expand the GSA network into target markets (Germany).3.3. Grow the GSA membership baseline by 10%.3.4 Leverage on strategic platforms with key stakeholders. 3.5 Develop partnerships with targeted Diplomatic Corps. 3.6 Develop & communicate case-studies on foreign multinationals.

3.1 Implement the Africa strategy. 3.2. Grow the GSA membership baseline by 10%.3.3 Leverage on strategic platforms with key stakeholders. 3.4 Develop partnerships with targeted Diplomatic Corps. 3.5 Develop & communicate case-studies on foreign multinationals.

3.1 Implement the Africa strategy. 3.2. Grow the GSA membership baseline by 10%.3.3 Leverage on strategic platforms with key stakeholders. 3.4 Develop partnerships with targeted Diplomatic Corps. 3.5 Develop & communicate case-studies on foreign multinationals.

STRATEGIC MARKETING & COMMUNICATIONS

• Brand Strategy Development• Reputation Management• Brand Insights and Performance Monitoring• Stakeholder Integration & Partnership

STRATEGIES AND IMPLEMENTATION PLANS

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Bra

nd

SA

M

ark

eti

ng

Dom

esti

c

Media

Inte

rnati

on

al

Civil Society

Business

Government

Potential Investors

Global Media

Global South Africans

General SA Public

Brand Alignment

Reputation Management

Positive Predisposition

Pride & Patriotism

Reputation Management

Reputation Management

Reputation Management

Positive Predisposition

Pri

de &

Patr

ioti

sm

Act

ive

Cit

izensh

ip

Target & Stakeholders

Segment

Market & Communications

Objectives

Segment

MARKETING & COMMUNICATIONS APPROACH AND OBJECTIVES

TARGET AUDIENCES & STAKEHOLDER GROUPINGS PRIMARY SECONDARY

20

TARGET MARKETS

21

Saudi Arabia

South Korea Japan

UAE

Nigeria

Kenya

USA

India

France

Germany

Russia

Brazil

UK

DRC

China

Ghana

Indonesia

Vietnam

Turkey

Qatar

21

Brand South Africa GCIS Proudly South African South African Tourism TISA

National value proposition and positioning development & articulation

Define, articulate align and refine for Brand SA Inc.

Coordinate government communication to ensure that the public is informed about government’s policies, plans & programmes.

Define National Pride, Patriotism, Social Cohesion and Buy Local Activism

Trade and investment

Brand awareness and positive image domestically

Communicate nation brand attributes(Country branding)

Communicate Government services

Communicate products and services attributes

Communicate tourism brand attributes(Destination marketing)

Communicate investment offering domestically

Brand awareness and positive image internationally

Communicate nation brand attributes(Country branding)

Communicate local companies products and services to South Africans

Communicate tourism brand attributes(Destination marketing)

Communicate investment offering internationally

Domestic mobilisation and active citizenship to build social cohesion

Communicate pride and patriotism attributes (Play Your Part)

Communicate the NDP

Activate Activate

Monitor, and contribute towards global competitiveness

Nation brand Products & services Tourism Investment offering directed at targeted markets

Marketing coordination and reputation management strategy

Stakeholder alignment & coordinated messaging & look and feel

Internal Stakeholder alignment and coordinated messages and promotion of South African Products and Services

Stakeholder alignment and coordinated messages and promotion of SA products and services as well as investment projects internationally

CRITICAL STAKEHOLDER COLLABORATION AND RESPONSIBILITY MATRIX

22 22

RESOURCES FOCUS AND SUPPORT

Focus on the key Strategic Programmes with positive stories and daily updates.

The support ranges from activities focused on country initiatives, state visits, PR for the country and support for government agencies and departments.

Support for Communications Department, DIRCO, DTI, Department of Arts and Culture (DAC), GCIS, Treasury,

Country/Programme Managers and Companies which are currently investing

outside of the country

23 23

BRAND ADVOCATES

Examples of SA Brand Ambassadors which still require approval by the Presidency:

•Brand SA Board Members•South African advocates•Global South Africans•Campaign participants (PYP & TVC)•Global Key Opinion Leaders•National Orders Recipients

These Ambassadors will also be in countries like: USA, India, Kenya, China,

Nigeria, Egypt and Germany

24 24

CORPORATE SERVICES PROGRAMMES

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BUDGETS 2014/15 – 2018/19

PROGRAMMES 2014/2015 2015/2016 2016/2017 2017/18 2018/2019Administration 63, 817 67,646 71,705 76,007 80,567

Brand Strategy Development and Management

44, 827 47,516 50,378 53,390 56,593

Reputation Management 59, 042 62,584 66,340 70,320 74,539

167, 686 177,746 188,423 191,717 211,699

Market 2014/2015 2015/2016 2016/2017 2017/2018 2018/2019International 60% 60% 60% 60% 60%Domestic 40% 40% 40% 40% 40%

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