Marketing Strategy Report

July13th 2005

Observations• Depth of marketing experience & expertise in

DLCs• Notable success stories• A range of partnership models developed• General agreement on cooperation…but• Widely varying expectations, approaches & goals• Limited marketing resources – need to prioritize

Identity?• A diverse set of start-up businesses

established in varying environments• But they were established to interact• an integrated corporate entity, perhaps

a franchise.

Value PropositionThe GDLN helps clients reach moreparticipants within the same time frame,more cheaply. It makes possible regular,short interactions to change the format ofknowledge sharing activities and makethem much more effective.

What is the EAPA marketing?Business Line 1 - Development Agencies’

OperationsServices:1. Training courses for:

- World Bank & Donor agency staff- Client Project Management Units.

2. Capacity building for Projects- funded by World Bank and other agencies

What is the EAPA marketing?Business Line 2 - CommunicationsServices:1. Conferences and formal events2. Crisis management

Videoconferences and training programs

What is the EAPA marketing?Business Line 3 - Networks & Communities

of practiceServices:

Policy dialogues among peer groups

What is the EAPA marketing?Business Line 4 – Structured courses and

training programsServices:1. Courses for groups2. Courses for individual fee-paying students

To whom are we Marketing?• Corporate Level (BDQC/TDLC) Partnerships

with:– Content providers WBI, institutions– funding agencies– International organizations ASEAN APEC etc.,– Educational institutions– Practitioners , e.g. officials, researchers, managers– Professional organisations

• Assistance to DLCs in the network

Corporate (TDLC) level PartnershipStrategy

Three stages of partner engagement:1. Unaware of GDLN benefits2. Aware and interested but not as yet

committed3. Using GDLN in regular business

To whom are we Marketing?Retail Level (DLCs):

– Client governments– Line agencies/PIUs– Funding agencies at national level– The “right people in the room” for activities

• Eminent persons• Technical specialists/practitioners• Course participants

Retail level Marketing Strategies:Identifying and responding to local opportunities

- Generally aimed at building utilization ratesUnder corporate model

- more focused as business plans develop- liaison with local partner representatives- Getting the right people in the room- Ensuring local relevance and impact

Issues/Constraints• Is there an EAPA region?• How well does it match market

needs/expectations?

PlannedEAPA DLCs

CurrentEAPA DLCs

Priority:-Recruit USP

ASAP

Oceania

South-eastAsia

JICA RegionsEast Asia

RegionalPacific

AusAID Regions

GMS

CAREC

IMG-GT

BIMP-EAGA

Pacific

ADB Regions

Pacific

ASEAN EU Regions

Corporate level constraints• Time and resources to bring partners to fully

committed stage• Sustainability of some services• Internal WB marketing required• Client geographical Spread – HQs in USA,

Europe, Japan, Australia, Manila• Agency decision-making decentralized• Donor regional structures don’t match

EAPA region – global reach

Constraints• At Retail Level:

– Limited personnel & access to marketingexpertise

– Lack of a clear regional strategy, roles,responsibilities and funding

– Project cycle long term– Diverse clients, changing representation– Need for centralized marketing data– Marketing resources, both HR and funds for

advertising, printing, etc

Strategies• Regional interdependence & limited resources, so:-• Focus on larger clients, build corporate partnerships

– also include project-based partnerships• long term, labour intensive marketing• can provide sustainability• retail revenue streams

• Move to regional corporate model– Agree roles, responsibilities, goals from outset– Develop and share resources and data– Address retail marketing resource issues

• Set KPIs for partnership development– Reporting against KPIs – to BDQC?

Marketing to Funding AgenciesFunding agencies’ involvement includes:• Partnerships for DLC establishment and

development• Generalised partnerships

– funding untied to countries or sectors• Project-based partnerships

– Can be sector- related• Build into DLC business plans?

Marketing to Funding AgenciesWorld Bank – internal marketing

AusAID:-Policy decisions centralised

Country Program StrategiesRegions don’t neatly match EAPA

Management decentralisedCenter defers to Posts for decisions

∴ DLCs must market centrally & locally

Marketing to Funding Agencies• Long-term strategy• Target funding agency decision structures• Opportunities occur everywhere• Success through repeated liaison, empathy

and adding value, but …....have end of financial year proposals ready

Marketing to Funding Agencies• Follow project cycle

– LAC conducted successful World Bank virtual mission• Include local government agencies & consultancy

firms• Share partnership development information &

procedures• Track projects

– http://www1.ausaid.gov.au/tenders/displayetender.aspx?TID=009/05 -

– SAGRIC International Pty Ltd. ~ Philippines– Business Opportunities - List of Shortlisted Firms for

Technical Assistance Projects - ADB.org

Recommendations1. To ensure EAPA regional coverage,

recruit the University of the South Pacific to the EAPA.

Recommendations2. As marketing resources are limited, focus

on clients with the capacity and potentialto become partners in long-term, multi-DLC activities

3. Continue the TDLC corporate levelpartnership development strategy

4. Consider a project-based partnershipsstrategy

Recommendations5. Adopt a corporate structure that best fits the

strategy and client needs• Corporate level – TDLC/BDQC• Retail level – other DLCs• Issues:

• AusAID & ADB locations within region• Build local capacity for project-based

partnerships

Recommendations6. Let a tender for design of a logo and generic

EAPA marketing materials for use by DLCsin local and regional promotions.

Recommendations6. Use the TDLC website redevelopment as the

basis for a cost-effective EAPA site7. Give DLCs the opportunity to use the same

platform to develop/upgrade their sites.8. Information sharing.

- The EAPA website should include a secureintranet to house regional resources

Recommendations9. Regional Newsletter

– TDLC to seek competitive proposals fromregional DLCs to publish EAPA newsletter

– Print and distribute most cost-effectively

Recommendations10. Other Marketing Materials

– regional brochure and logo– poster layouts– standard application forms– accessible from the regional website– Designed for production in different languages

and characters

Recommendations• Develop & publicize region-wide content

& liaison with Donors:-– Regional Newsletter– Latest News on website – can be printed

directly from site– Quarterly reports – to donors?

Recommendations11. Dealing with community groups &

unsolicited proposals for collaboration– Determine whether they are potential partners. If

so, follow partnership development procedure.– If not, direct them towards other partners,

communities of practice, thematic workshops

Marketing KPIsCould be based around:-

– Establishing client needs– Conversion Rates– Marketing budget effectiveness– Diversity of offerings– Client/partner satisfaction– Dealing with cancellations– Handling complaints

Thank You