MCGILL UNIVERSITY
Center for Continuing Education

BNI COMMUNICATION PLAN PROPOSAL

PRESENTED BY:

Valérie Cardinal Jean
Christine Clouthier
Raymundo Nunez Garza
Stephen Arkilanian
Joyce Valbuena

CPRL 540: COMMUNICATION PLANNING
Montreal, Quebec
[July 15, 2014]

TABLE OF CONTENTS

EXECUTIVE SUMMARY ----------------------------------------------------------------------- 2
SITUATIONAL ANALYSIS -------------------------------------------------------------------- 3
SWOT ANALYSIS ------------------------------------------------------------------------------- 4
TARGET AUDIENCE --------------------------------------------------------------------------- 5
COMMUNICATIONS GOAL ------------------------------------------------------------------ 6
COMMUNICATION OBJECTIVES --------------------------------------------------------- 7
KEY MESSAGES ------------------------------------------------------------------------------- 8
THE COMMUNICATIONS PLATFORM
STRATEGY ------------------------------------------------------------------------------ 9
TIMING ----------------------------------------------------------------------------------- 10
TACTICS --------------------------------------------------------------------------------- 11
BUDGET
BUDGET A ------------------------------------------------------------------------------ 14
BUDGET B ------------------------------------------------------------------------------ 15
EVALUATION AND MEASUREMENT ----------------------------------------------------- 16
CONCLUSION ----------------------------------------------------------------------------------- 18
APPENDIX ----------------------------------------------------------------------------------------- 19
EXECUTIVE SUMMARY

Since 1995, BNI has been operating in the word-of-mouth referral and face-to-face networking domain. Currently, BNI is faced with a few challenges: their tactics to reach new members has only been explored via word-of-mouth, rather than through promotional PR outreach. As such, BNI has acquired several negative perceptions from the desired publics, which stem from BNI’s limited brand communications.

At this time, BNI is challenged with the need to expand their member base, enhance brand recognition, and increase media visibility. BNI must also establish a public image that will not intimidate prospective members in order to ensure that all opportunities to retain members are explored. This means promoting an image that will allow them to stand out against similar organizations (chambers of commerce, rotary clubs, professional orders, and breakfast clubs).

Through the use of traditional tools and social media, relevant information regarding BNI’s organization processes will be more easily accessible with the aim to both retain current members and reach target audiences of university and college students, entrepreneurs, and local businesses.

Over the course of the next 12 months, the communication initiatives will take place in three phases:
PHASE I: Improve brand reputation and enhance desirability among current and potential members
PHASE II: Maintain member loyalty and build confidence in the BNI brand
PHASE III: Increase media visibility and brand recognition to seed out potential members

To cater to the limited internal budget for communications outreach, two budget options will be presented: Budget Option A ($50,000) and Budget Option B ($100,000).

Budget A is more restricted and omits outsourcing evaluation tactics such as MRP and CisionPoint Reporting Services. In addition, external expenses for additional events will be covered by members. Budget B we have a larger sum of money, only the Halls and equipment for the conferences at the Universities and Cegeps will be provided by the host.

The plan has been developed to target Quebec chapters within its first year implementation, but can be adapted on a national scale pending success.

SITUATIONAL ANALYSIS BNI is a professional marketing organization that has proven itself with a successful word-of-mouth referral and face-to-face networking system developed over the course of over two decades. The organization has developed a well-structured system that provides an environment of trust and support within well-structured chapters. BNI has established itself in most major communities across Canada with over 285 chapters. BNI provides a professional and rewarding environment for networking and referral to its members, but this structure can also be perceived as being exclusive and intimidating to visitors and prospects. The organization receives many visitors to its meetings, but many of these are not retained as members. A word-of-mouth promotion system has provided the organization with its current member base and brand recognition, but excluding other forms of promotion and advertising may be limiting its reach. BNI faces an increase in competitor organizations. They differentiate themselves from said competition, but face the challenge of establishing an identity that balances their exclusivity with a broad appeal so as to not intimidate prospects and visitors that would grow their reach and member base. A further challenge is in a misconception that they compete with other types of organizations such as chambers of commerce, rotary clubs, professional orders, breakfast clubs, etc., when in fact they maintain that they offer a reciprocal relationship. To overcome these challenges, BNI aims to expand their target audience, member base, brand recognition, and media visibility. This will be achieved within a year through a plan expanding its communications beyond insiders, increasing appeal and transparency through a mix of its current, and additional social media communication and networking tactics. Following its success said plan will be implemented nationally, with the aim of company-wide implementation in the following year.

SWOT ANALYSIS
Based on primary research, the following SWOT analysis examines the as-is situation of BNI Canada, as well as investigates potential routes to success.

STRENGTHS | WEAKNESSES | * Successful word-of-mouth referral and face-to-face networking system developed and proven over the course of over two decades * Well-structured system of giving and receiving referrals * Provides an environment of trust and support conducive to positive business referrals * Directors contribute a lot of knowledge to the organization, publish books * Members acquire effective networking tools * Reciprocal “Givers Gain” ROI | * Communications currently exclusively to insiders * Lack of transparency * Promotion is entirely word of mouth; no advertisement or other forms of promotion * No social media networking integrated into networking process, exclusively face-to-face * Can be perceived as being too costly to members * Misconceived as being competitors to orgs like chambers of commerce, rotary clubs, professional orders, breakfast clubs, etc. * Too many visitors not retained as members | OPPORTUNITIES | THREATS | * Clearly define and expand target market * Reach out to university and college students * Utilize social media for outreach and promotion * Reach out to entrepreneurs * Integrate social media into networking process * Encourage communication and sharing between regional chapters, HQ * Gain greater recognition by business publications and journals * Dispel misconception that they're competitors to orgs like chambers of commerce, rotary clubs, professional orders, breakfast clubs, etc. * Encourage more visitors to stay on as members | * Increase in competitor organizations * In era of social media networking, convincing people of the value of face-to-face networking * Challenge of balancing exclusivity of BNI with need for transparency * Conflict between implementation of region-specific plans and Ivan Misner’s tight control (getting clearance, being in sync with his company-wide culture) * Exclusivity and vetting process intimidating visitors and new prospects * Cost of membership intimidating visitors and new prospects |

TARGET AUDIENCE: THE WHO

To ensure the sustainability of BNI, the target audience will be diverse, wide and expand outside of the usual inner circle. Each communications tactic will address the needs of its corresponding audience. In all cases, a rigorous selection process is in place in order to guarantee that the most best people out off each targeted audience:

* University and college students
Mostly in their twenties, they are tech-savvy and highly engaged with social media platforms. They are attracted to personalized and interactive content. They are used to network online and have easy access to information.

* Entrepreneurs and businesses
Nearly 30,000 businesses are created each year in Quebec, which represents potential new BNI members. New businesses demonstrate dynamism by using new technologies and bringing to market innovative goods and services. New businesses are more fragile than existing businesses, so they could benefit from a network of contacts already established.

* BNI’ visitors and current members
This group is used to mouth to ear marketing. They prefer human contact and personalized communication in real life.

* Newcomers arriving to Canada (professionals and investors)
Every year there is a significant amount of professionals arriving to the country, thirsty for a good circle of network to start their new lives in their respective domains.
Note: Due to the limited communications budget, strategies to reach this particular audience have not been explored, as it would require extensive research and additional budget to implement.

COMMUNICATIONS GOAL

BNI’s current communications are designed for a small circle of insiders, which means limited information is available and no advertisement is pushed. Through the use of traditional tools and social media, we aim to make all information about BNI easily accessible to all and make their activities more transparent in order to appeal to new members, all while maintaining the exclusive nature of the BNI.

Over the course of the next year, the communications initiatives will then culminate with advertisement and the execution of an Awards event, which will highlight the best of its members. Our goal is to use the successful track record to increase BNI visibility. In other words, bring BNI from being the “World best kept secret” to the next “World’s best shared success”.

COMMUNICATION OBJECTIVES
Since most BNI’s interactions stem from local connections, communications initiatives will focus on the Quebec market. If strategies and tactics are proven successful, BNI will aim to expand the program throughout Canada and eventually worldwide. In order for the first wave of Quebec-targeted initiatives to be successful, objectives and outcomes must be clearly defined and quantified as follows:
Visibility and awareness * Expand the reach of specialized media (ex. Les Affaires newspaper) in order to generate an increase of measurable impressions by 20% by a year; * Increase web traffic to BNI Canada webpage by 10% by a year; * Increase web traffic to BNI’s Facebook, Twitter and LinkedIn by 20% by a year.

Retention and recruitment * Retain 25% of existing chapters visitors annually; * Recruit at least 5% of university applicants by next year through a program aimed for the most promising students of academic programs; * Recruit the equivalent of 30% of current members annually to renew members who leave (20% annually) and ensure growth.

Celebrate and share success * Create a sense of pride in the organization and peers; * Enable networking between members of different chapters during the Awards event and create trade worth one million for the first edition; * Retain existing members and reduce the annual turnover of 5% by next year.

KEY MESSAGES

Slogan: Real deals happen in real life.

Communications will be customized with each audience.

University and college students - Entrepreneurs and businesses

Messaging will create awareness, be informative, encourage engagement and focus on what differentiates BNI from competing organizations and networking events ad hoc:

1. In a world where online communications are prevalent, BNI distinguishes themselves by their face-to-face approach; 2. Networking is a skill that is best developed through hands-on training and making the right connections; 3. In implicating yourself in a BNI chapter, BNI affords you the opportunity to get to be known and understand another, build trust and long term relationships that will bring you a lifetime of benefits; 4. BNI is by far the most trackable, cost effective and easiest form of 1:1 marketing.

BNI’s visitors and currents members

Messaging will encourage engagement, stimulate a sense of pride in their organization and motivate them to deepen their commitment to BNI:

1. One member from each province will be honored at the new annual Awards event; It could be you! 2. Word-of-mouth referral marketing works for you to increase your net-worth.

Newcomers arriving to Canada (professionals and investors)

Also in this case the messaging will create awareness, be informative, encourage engagement and need to focus on what differentiates BNI from other competing organizations and networking events ad hoc:

1. BNI distinguishes itself through its face-to-face approach, which is beneficial to those new to the field seeking new connections; 2. For new immigrants, much like for students, becoming part of a BNI chapter means growing together, building trust and long term relationships with lifetime benefits; 3. BNI is by far the most trackable, cost effective and easiest marketing for a new start in a new home country.

THE COMMUNICATIONS PLATFORM

TOPLINE STRATEGY: To grow top-of-mind awareness among current and potential BNI members through traditional/social media communications that positions and establishes BNI as a major resource for networking, employment insights, and trends through: 1. Delivery of consistent messaging across all platforms that showcases the depth and breadth of expertise and executive team (the experts behind the BNI brand). 2. Promote BNI as first-class networking strategists by showcasing real-world opportunities being awarded to current members. 3. Plan for deeper and more engaged communications to create a more diverse and active community of BNI users

TIMING

The communications tactics will be implemented through three phases, each aiming to address a specific organizational need (both internally and externally) over the course of the next year.
Media relations, SM channels
Media relations, SM channels
Increase media visibility and brand recognition to seed out potential members
Increase media visibility and brand recognition to seed out potential members
SM, Internal
SM, Internal
Maintain member loyalty and build confidence in the BNI brand
Maintain member loyalty and build confidence in the BNI brand
Trad PR, SM channels
Trad PR, SM channels
Improve brand reputation and enhance desirability among existing and potential BNI members by enhancing accessibility of information
Improve brand reputation and enhance desirability among existing and potential BNI members by enhancing accessibility of information
SEPT - DEC
SEPT - DEC
MAY - AUG
MAY - AUG
JAN - APRIL
JAN - APRIL
PHASE II
PHASE II
PHASE III
PHASE III
PHASE I
PHASE I

TACTICS

PHASE 1: Improve brand reputation and enhance desirability among existing and potential BNI members by enhancing accessibility of information |

WHAT: Incorporate testimonials on shareable platforms (Online, SM platforms such as Twitter, Facebook, LinkedIn, YouTube)
WHY IT WORKS: * Promotes the factors that set BNI apart from it’s competition (i.e. interaction, one-on-one communication opportunities) * Looks to influencers and current users to tell the brand story

WHAT: Restructuring the website and increasing online presence
WHY IT WORKS: * Transparency to potential chapter members (clearly providing information such as data, facts, who are the members in each chapters, what does being a member implies). * Referrals are the base of the system and it is not clearly stated on their website. * Define targeted audience

WHAT: Explore partnership opportunities with existing networking events
WHY IT WORKS: * Expands pool of potential members * Extends to sponsorship opportunities which increases brand visibility

WHAT: Introduce the BNI program to colleges and universities in Montreal through conferences for potential networkers, targeting best students
WHY IT WORKS: * Seeking out budding entrepreneurs/recruiting young networkers· * Opens up the line of communication to a new audience * Creates a mentorship program for potential members

PHASE II: Maintain member loyalty and build confidence in the BNI brand |

WHAT: Challenge members to “pay it forward” by showcasing success through the development of a recognition program for top referrals
WHY IT WORKS: * Key motivation to maintain existing members * Demonstrates the impact of the relationships developed through BNI

WHAT: Annual chapter Awards
WHY IT WORKS: * Expanding reach within an existing provincial network * Linking existing members and creating opportunities for more complex relationships * Opportunity to create new members by allowing existing members to bring a guest * Less formal environment to learn about BNI * Opportunity to showcase the “wins” across various chapter

WHAT: Renowned guest speakers for specific chapters
WHY IT WORKS: * Novelty factor and increased brand reputation

WHAT: Introduce various social media activations such as Twitter parties and Facebook groups to compliment meeting structure
WHY IT WORKS: * Appeals to the desire for “immediate” results that the target audience requires * Uses existing members to spread the word by encouraging interaction among members * Opportunity to share content in real-time all while keeping existing members connected * “Anytime / Anyplace” communication

PHASE III: Increase media visibility and brand recognition to seed out potential members |

WHAT: Project a more “human” face for BNI in Quebec by building social content to optimize reach among desired audience
WHY IT WORKS: * Turns likers into users * Allows for interactive conversations (the cornerstone to BNI’s success)

WHAT: Targeted media relations
WHY IT WORKS: * Visibility within selected target audience * Targeted messaging

WHAT: Plan for at least 4-5 face-to-face interactions every year
WHY IT WORKS: * Build and nurture relationships with existing media and industry influencers * Ensures relevancy and increases awareness by sharing content on a regular basis

WHAT: Introduce a spokesperson to increase media visibility
WHY IT WORKS: * Ensure messaging is cohesive * Puts a face to the brand = recognition

BUDGET

There are two budget options prepared, both including the same communications activations. The allocation of funds in Budget A ($100,000) accounts for the majority of the initiatives to be paid for in-house, where Budget B ($50,000) is more restricted and requires funding from members.

BUDGET A ACTIVITIES | AGENCY FEES ($) | EXPENSES ($) | SUMMARY ($) | Planning | Plan development | 5,000 | | 5,000 | Program management, client calls, meetings | 7,000 | | 8,000 | Media monitoring & reporting | 3,000 | | 3,000 | Cision Point reporting services | | 10,000 | 10,000 | MRP reporting services | | 10,000 | 10,000 | Event Planning + Execution | 1. Annual event | Catering by 21st Century Food | | 7,000 (sponsored) price) | 7,000 | Furniture, décor & equipment rentals | | 6,000 | 6,000 | Photographer (Jimmy Hammein) | | 2,000 | 2,000 | Printing of media materials by Copie Nova | | 5,000 | 5,000 | Design by Jamie Vogel Design | | 4,000 | 4,000 | 2. University & CEGEP networking | Catering by 21st Century Food | | 5,000 | 5,000 | Materials & equipment rentals | | 3,000 | 3,000 | Printing of media materials by Copie Nova | | 5,000 | 5,000 | Media Relations | Development of pitches and releases, Translation of materials, development of media list | 3,000 | 5,000 | 8,000 | Press conference (including rentals) | 1000 | 5,000 | 6,000 | Development and execution of viral video campaign | 3,000 | 5,000 | 8,000 | Social Media | Content development & ongoing community management | 3,000 | 3,000 | 6,000 | TOTAL | 25,000 | 75,000 | 100,000 |

BUDGET B ACTIVITIES | AGENCY FEES ($) | EXPENSES ($) | SUMMARY ($) | Planning | Plan development | 5,000 | | 5,000 | Program management, client calls, meetings, etc | 5,000 | | 5,000 | Media monitoring & reporting | 3,000 | | 3,000 | Event Planning + Execution | 1. 1. Annual event | Catering by 21st Century Food | | 4,000 (sponsored price) | 4,000 | Furniture, décor & equipment rentals | | 3,000 | 3,000 | Photographer (Jimmy Hammein) | | 2,000 | 2,000 | Printing of media materials by Copie Nova | | 3,000 | 3,000 | Design by Jamie Vogel Design | | 2,000 | 2,000 | 2. University & CEGEP networking | Catering by 21st Century Food | | 2,000 | 2,000 | Materials & equipment rentals | | | | Printing of media materials by Copie Nova | | 3,000 | 3,000 | Media Relations | Development of pitches and releases, Translation of materials, development of media list | 3,000 | 3,000 | 6,000 | Press conference (including rentals) | 1000 | 3,000 | 4,000 | Development and execution of viral video campaign | 2,000 | 3,000 | 5,000 | Social Media & Website | Content development & ongoing community management | 3,000 | | 3,000 | TOTAL | 22,000 | 28,000 | 50,000 | * No MRP & Cision Point Reporting Services. * The University & Cegep students’ event Will be using the conference hall and equipment of a University * Members who will attend the annual event would be paying a certain amount to cover up expenses

EVALUATION AND MEASUREMENT

Monitoring and evaluation activities will be geared towards measuring efficiency, effectiveness and impact of the strategies.

VISIBILITY AND AWARENESS
1. Media Relations * The number of new pick-ups from the media for pre- and post-campaign will be evaluated to measure increase in partnerships.

2. Media Monitoring
Cision Inc * To gain insights and expertise on media coverage (traditional and new media + analysis) * Measure the success of the campaigns (effectiveness, message penetration), brand reputation and see comparison with competition.

MRP Reporting service: * Media type * Scope * Tone of coverage * Story size/length * Media relevance (assessed by how closely the composition of the media audience – demographics and/or psychographics – matches that of the organization’s audience.) * Audience reached

Social Media (through Facebook, Instagram, YouTube, LinkedIn and Twitter Analytics) * Monitoring will be done by social media staff/intern * Track Number of Fans and Followers * Track Demographics and Location of Fans and Followers * Track the Likes and Shares * Track mentions and retweets/reposts * Identification of Online Key Influencers * Identify “Send me more info” clicks 3. Website (Key performance indicators through Google Analytics) * Bounce Rate & Time on Site * Page Views * Traffic sources * Identify “Send me more info” clicks

RETENTION AND RECRUITMENT * Membership status * Applications generated each quarter * Number of new members recruited during the one year campaign period. CELEBRATE AND SHARE SUCCESS
1. Measuring Success of Annual event * Number of people who participated * Satisfaction survey among participants after the event * Increase in chapters visitors after the event was held

2. Measuring Success of University and CEGEP conference * Number of University and CEGEP participants * Emails and other forms of communications received from the students

CONCLUSION

All communication initiatives presented have planned strategically to ensure that BNI is perceived to be one of the most notorious networking organizations in Canada. To reach their goal, BNI is facing some challenges by having to expand target audiences, member base, brand recognition, and media visibility. There is also a need to increase the capacity to which new members can access information about the brand, both through the restructuring of the website and providing more resources to existing members.

To meet objectives, two different budgets have been developed for a 1-year targeted plan in Quebec. Following 1-year implementation, the plan can be adapted nationally to the remaining BNI Canada chapeter. Budget option A is ($50,000) and B ($100,000) both presented the same communications initiatives, however, pull fund allocation from various internal and external sources.

Through the use of PR communication tactics such as social media and media relations across traditional channels, as well as publicly recognizing the contributions of existing members, the BNI brand reputation will be enhanced and bring them from “ The World best kept secret” to “the World’s best shared success”.

Appendix A: Contribution of Team Members

Names | Team roles | Valérie Cardinal Jean | Communication goal, Objective, Key messages, Target audience | Christine Clouthier | Communication strategy, Timeline, Tactics, Quality of written work, Editing | Raymundo Nunez Garza | Executive summary, Target audience, Conclusion | Stephen Arkilanian | Situation analysis, SWOT analysis, Editing, Powerpoint | Joyce Valbuena | Budget, Evaluation |