MARKETINGCOMMUNICATIONHANDBOOK

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 objectives6choosin

2、g the 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.commu

3、nications 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

4、in order 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 no

5、t an 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

6、short 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 & communi

7、cation in 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.

8、 the general 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 organisation's mission, their ideas, their programs, and their services. in a world where

9、 everyone is 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

10、their inherent 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,

11、associations, 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

12、strategic plans 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

13、community members 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

14、foundations also 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 necess

15、ary to enable 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 ben

16、efits to the 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.

17、 thus, a marketing 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 me

18、et, how you should meet them, 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, promo

19、tions, public relations and sales.inbound 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 progr

20、am - however, the emerging practice of 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 migh

21、t be designed to meet the need (i.e. 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 t

22、he customers/clients might be willing pay and how 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 uniq

23、ue value proposition); 7. how the product should 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 r

24、elations (i.e. focused on the entire organization); 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 resu

25、lts in much more effective and less difficult outbound 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 inter

26、ested in our activities and in the development opportunities 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 m

27、embers. these issues can be equated to a marketing 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

28、 referred to as membership fees or event participation 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

29、 measurable objectives (over a specific period of 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

30、 the answer is, it should always be kept in mind 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: Ø

31、specific objectives should specify what they want to achieve. Ø measurable you should be able to measure whether you are meeting the objectives or not. Ø achievable - are the objectives you have set achievable? Ø realistic can you realistically achieve the objectives with the resource

32、s you have? Ø time when do you want to achieve the set objectives? time line! choosing 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 w

33、ill be thinking how some of those identified problems could be solved in marketing terms. 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

34、 members these are all things an executive officer responsible for marketing together 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 man

35、y issues at one time. it is a way of organising time and resources usually this kind 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 fol

36、lowing key action points:1. identify your target audience: define the groups that the 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.

37、keep in contact with members.3. create a visual identity: communicate visually as well 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 a

38、udience is more likely to remember a message if it is reiterated in different types 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 severa

39、l audiences, which may respond to different approaches. various communication campaigns 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 be

40、st use of your financial resources. include a variety of methods including phone calls, 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.

41、enactment: the development of informationan effective marketing strategy requires by 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 d

42、atabasethe eyba database collects information, records and archives of the activities 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 organiza

43、tions perform and have performed marketing activities and in which areas they have been 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 p

44、erceived by members and by press, pr and communication companies. once the information 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.

45、these also have the purpose of showing interest in the members feedback. for example, 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 shou

46、ld be targeted at achieving this in the relevant sector l. v. communications as a way 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 ad

47、dressed to other groups who could be potential members. effective communication to attract 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 powerfu

48、l tool which will add true value to becoming a member of eyba. networkingthe eyba is 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 t

49、he members want to get involved more actively in the organisation, it is essential to 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

50、be tailored in order to empower them to be active. what eyba can offer to members - 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

51、to gain and retain members. it is extremely important that the activities organised 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 informe

52、d about the “products” that eyba offers. in order to make the above, as effective as 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 thei

53、r function. vi. internal communication members are the most valuable resource of any organisation 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

54、 to the eyba president, especially when drafting the newsletters to members. the executive 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 executiv

55、e officer for marketing & communications should be careful planning and coordination. therefore, 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 shoul

56、d supervise: Ø the timely update of the web-site by the administrator; Ø the design of flyers/posters 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.v

57、ii. communications to the alumni alumni are individuals that have once in the past been active in the eyba. bringing 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

58、 the name of the eyba and keep a high profile. these individuals could be in professional positions in their work 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 them. what can the eyba offer to its alumni? - keep in contact with their old friends; - see how the organisation have developed;