Global Communications

Strategy
Eden Stanley’s proposal for

September 2017
EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017

Contents
1 Thank you 02 7 Strategy activation 13
Action planning 13
2 Your brief 02 Reputational risk management 13
National strategies 13
3 Our proposal in summary 03
Strategy development stages 03 8 Working with Eden Stanley 14
Strategy activation 03 Project management 14

4 A new development paradigm 04 9 Budget15

Research programme 17
5 Project principles 06
Budget summary 18
6 Strategy development 07
10 Schedule19
Kick-off, discovery and media review 07
Strategic drivers and audience mapping 08 11 Examples of work 22
Internal consultation 08 Plan International 22
First-stage research 09 Amnesty International 22
Brand positioning and narrative 10
Second stage research 10 12 Eden Stanley, the team, our skills and expertise 23
Final positioning, key messages and case for support 11 Eden Stanley 23
Media mapping 11 Professional credentials, memberships and standards 23
Big tactics  12 Clients 23
Final written strategy  12 Your team 24

©2017 Eden Stanley Limited | This document is prepared for the sole purpose of tendering for
the work referred and its contents may not be used or circulated for any other purpose.
EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017
SECTION 1
Thank you
Thank you for inviting Eden Stanley to tender for this project.
We are delighted to be part of this process, and believe we offer the
right combination of knowledge, creativity and strategic orientation
to make the project a success. Indeed our aim is exceed your
expectations.
Eden Stanley is an audience-centred strategic agency, with a strong
research offer. In the six years since our inception, we have worked
with more than 20 of the world’s leading international development and
humanitarian organisations. We have delivered communications, fundraising
and public affairs strategies, that have achieved significant breakthroughs in
policy change, organisational growth and external engagement.
As an agency we are relatively small and agile, which allows our senior team
to dedicate their time and energies to working on your project, with minimal
internal overhead or bureaucracy. We take on a limited number of projects
each year, so that we can make time to think deeply about how to address
your challenges and work in partnership with you to achieve your goals.
We would love to deliver this project, and help BRAC transform the
lives of marginalised communities around the world.
SECTION 2
Your brief
BRAC is a world-class social enterprise like no other. You have
Bangladeshi spirit – combining business acumen and enterprise with a
caring and humanitarian nature. Your poverty reduction solutions are at
the leading edge of the global efforts to end extreme poverty, and you
deliver sustainable change through your commercial and programmatic
interventions.
You know this, and many of the movers and shakers of the world know this
too; and yet your profile is unbalanced. In Bangladesh you are a household
name, working with government, private enterprise, the consumer market,
and global funders. But in the ten other countries you work in, and in the
countries you rely on for funding and influence, you are less known. As
you launch catalytic global programmes such as the Ultra Poor Graduation
Initiative, and look to scale up your global presence, you need stronger
external engagement to sustain and build momentum.
You are commissioning a Global Communications Strategy to take BRAC’s
positioning to the next level. From the outstanding Bangladeshi organisation
challenging (and beating) the old-guard NGOs at their own game, to the
world-class social enterprise leading the global effort to end extreme
poverty and drive economic growth from within.
You need a communications strategy to make that repositioning a reality for
your audiences. You know you are a complex beast, with a diverse array
of offers, so our task at its core will be to focus your communication goals,
distil your essence – your unique BRAC magic – and help you deliver a
unifying and compelling story that will drive real and lasting change.
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EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017
SECTION 3
Our proposal in
summary
We propose to deliver a strategy that is practical
and actionable, strongly aligned to BRAC’s
culture and purpose, and responsive to the
changing needs of your external audiences. Our
proposal is detailed throughout this report, and
summarised here.
Strategy development Strategy activation
1 | Kick-off and discovery sets the project in
motion and includes leadership interviews
1 | Action planning develops a calendar of activities
needed to embed and implement the strategy
2 | Strategic drivers and audience mapping digs 2 | Reputational risk management establishes
deep into the strategic goals of the project, and protocols for handling the risks associated with
identifies key audiences increased profile
3 | Internal consultation provides an opportunity for 3 | National strategies provide context-specific
all staff to feed in iterations of the strategy for your priority
countries.
4 | First-stage research gathers insight to inform
the work from a broad range of audiences
5 | Brand positioning and narrative defines the
words and ideas that will differentiate and engage
your target groups
6 | Second stage research tests and further
develops the brand positioning
7 | Final positioning, messages and case for
support provide a comprehensive toolkit for
communicating about BRAC
8 | Media mapping identifies the right media
channels to reach your audience groups
9 | Big tactics are the major communications tactics
that will bring the strategy to life
10 | Final written strategy compiles all the elements
into a single published report
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EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017

SECTION 4

 new development
A
paradigm
The environment for the development and humanitarian sectors is
changing. The Sustainable Development Goals (SDGs) reflect both a
new agenda and tone for our global efforts. Over the past 20 years,
as development progress has been made, the number of low-income
countries has halved, with most the world’s extreme poor now living
in middle-income countries – bringing Intranational imbalances into
much sharper focus.
Framed by the guiding principle Leave No-one Behind, the SDGs mark a
continued shift away from the fading development paradigm of a north-
south transfer of resources, toward a more multi-faceted response to
poverty, emphasising sustainable economic growth, access to justice,
environmental protection, and access to opportunity – particularly for the
very poorest and marginalised. The growing emphasis too is on community
‘ownership’ of development, requiring home-grown solutions to be
identified and scaled up.
This shifting agenda also places a new importance on reducing aid
dependency, and finding sustainable multi-sectoral solutions, with both
public and private sector actors looking to enterprise and technology for
fresh ideas on poverty eradication. We are already seeing a growth in such
partnerships: between international and local actors, and between NGOs,
government, social enterprise, and the private sector.

And the money is following – with major funders like the Gates Foundation1,
Children’s Investment Fund Foundation (CIFF) and DfID2 increasing their
investments in business solutions to poverty.

04
EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017
Significant changes are happening too across
many consumer markets, where a widespread
declining trust in institutions3, and political
polarisation have taken their toll on public
engagement. Compounded by compassion
fatigue, and proliferation of humanitarian crises,
the traditional NGO model is struggling to win
and retain support through public fundraising.
New tech-savvy audiences have emerged,
who demand a more transactional, transparent
relationship with NGOs that connects them more
directly with their programmes. Post-colonial
audiences driven by a sense of moral or civic
duty, are giving way to more sceptical audiences
motivated also by impact and evidence, and who
want to know if, and how, their support is making
a difference.
This is particularly true of high-value donors,
who have come to see their contribution as an
investment more than a donation. Many of the
larger NGOs are responding to this trend – and
the ones that thrive will be those that successfully
position themselves as enablers, connectors,
and entrepreneurs, and shed their reputations as
monolithic institutions from a past generation,
trusted to do the right thing, whatever that may be.
We want to help BRAC become a more powerful
and distinctive voice in this shifting environment;
catalysing further your ability to scale your
interventions and continue to innovate at the
forefront of the international development
community. Above all, BRAC – with your business
brain and compassionate heart – is relevant today
perhaps more than ever. As we learn more about
you, the clearer it becomes that your message – if
focused, amplified, and targeted – can position
BRAC as a solution to many of the prevailing
challenges we’ve talked about here, and a brand
poised to make an even greater contribution to
shaping global efforts for sustainable change.
To say that BRAC represents the vanguard of
a new development paradigm may sound like
overstatement. We don’t think it is. We think
your time is now.
1 | Global Alliance for Improved Nutrition Recieves Grant, Gates Foundation Press
Release, www.gatesfoundation.org/Media-Center/Press-Releases/2008/01/Global-
Alliance-for-Improved-Nutrition-Receives-Grant
2 | Economic Development Strategy 2017, Department for International Development,
www.gov.uk/government/uploads/system/uploads/attachment_data/file/587374/
DFID-Economic-Development-Strategy-2017.pdf
3 | People’s Trust Has Declined in Business, Media, Government, and NGOs, Matthew
Harrington, Harvard Business Review, January 2017, hbr.org/2017/01/survey-peo-
ples-trust-has-declined-in-business-media-government-and-ngos
05
EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017
SECTION 5
`
Project principles
We propose these five principles should drive
this project.
1. Strategic
We believe that effective communication is not
just how organisations talk about the change
they make. It is an integral part of how they make
change happen. For this reason, we will take great
care to ensure the strategy has clear, measurable
purpose, tightly linked to your organisational goals.
2. Insight driven
The best communication is built on sound
audience insight. In work as in life, if we take
the time to understand the knowledge, needs
and motivations of the people we’re talking to,
our communication will be more successful.
That is why we have included a strong research
programme in this proposal.
3. Authentic
Good communication is about telling the truth –
the best truth. BRAC is a unique organisation, with a
great story to tell, so we don’t need to make anything
up. Our job is to find the essence of BRAC and help
you express it in a way that will inspire the world.
4. Keep it simple
Strategy development can be a complex process,
with many moving parts and tricky decisions. But
our job by the end is to distil and clarify, because
the best communication ideas are simple truths
expressed with conviction. We’ll aim to deliver a
strategy that can be used by any of your staff –
and with a message that will be understood and
remembered by your audiences.
5. Collaborative
Finally, the strategy will work only if you love it,
and feel part of it, and that can only happen if you
take part in its development. We are committed to
working collaboratively. We won’t overburden you
– we’ll do the ‘heavy lifting’ – but we hope you’ll be
willing to join our workshops, and share your ideas
along the way.
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EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017
SECTION 6
Strategy
development
The ten stages in this section represent a
comprehensive approach to developing a
rigorously evidenced communications strategy,
developed through a participatory approach.
The project can be adjusted to fit your
requirements and budget constraints.
STAGE 1
Kick-off, discovery and media review
The project starts with a kick-off meeting of the
core teams at BRAC and Eden Stanley, focused on
planning and logistics.
This is followed by a desk review to analyse key
strategic documents, and existing communications
and marketing material, to familiarise the team with
BRAC’s current position and future aspirations.
We will also conduct a competitor/comparator
audit of around six to ten organisations, to better
understand BRAC’s positioning relative to the
sector, and start to consider opportunities for
differentiation.
We’ll conclude this stage with a media review, to
explore how BRAC and its competitors have been
positioned in traditional and social media, and the
prevailing media narratives around your issues.
• DELIVERABLES
•A greed project schedule and action plan for the
initial stages
• Competitor/comparator audit
• Media review
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EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017
STAGE 2
Strategic drivers and audience
mapping
Effective communication strategies reconcile
organisational purpose with audience need.
We’ll begin this stage by working with BRAC to distil
the key strategic drivers that will guide the project.
This looks behind the brief to identify with nuance
how the project will be bonded to the broader
organisational aims – and therefore become an
integral part of BRAC’s strategy.
We will work with you to set the scale of ambition for
the strategy, and establish the likely level of resource
that will be available for implementation. Will the
strategy represent a refocusing of existing capacities,
or a step change? Together, we’ll set a vision, goals
and objectives for communications at BRAC.
Organisational Effective Audience
Purpose Communication Need
We will also identify the audience groups to be
included in the strategy and describe the type of
engagement BRAC needs from them. We’ll build
influencer maps to identify primary and secondary
target groups – and consider both triggers and
barriers to engagement.
For this stage we propose two of our consultants
spend around two weeks in Bangladesh. Following
consultations with organisational and project
leadership, we’d like to conduct three one-day
cross-functional workshops. We propose also to use
this time to visit your programme and commercial
enterprises, to consult with staff ‘on the ground’ and
develop a deeper understanding of your work.
• DELIVERABLES
•S trategic drivers report
• Audience mapping report
STAGE 3
Internal consultation
All staff at BRAC communicate on your behalf in
some capacity. Therefore we recommend all staff are
given an opportunity to be part of this process – and
to feel listened to – so that they will recognise the
final output as relevant to their work. Often, too, we
find staff in unexpected corners of big organisations
can provide valuable insights, contributions and
great stories to drive the work.
To this end we propose to deliver a staff survey,
capturing their thoughts about BRAC’s positioning,
communication, and their ideas about how to
strengthen your voice.
Further, we’d be happy to support BRAC’s internal
communications activity to ensure that your wider
stakeholder group has opportunities to input and
engage and be informed through the course of the
project. We’ve added some consulting time through
the project to support your internal communications
on an ad hoc basis if required.
• DELIVERABLES
• Staff survey, analysis, report and
recommendations
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EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017
STAGE 4
First-stage research
Our first stage research programme will explore
the prevailing perceptions and attitudes toward
development, poverty reduction and BRAC’s
approach. Among groups that know BRAC, we want
to know what motivates them to engage with you,
while among groups that don’t, capture and analyse
broader perceptions and unmet needs.
Research will also gather intelligence in practical
areas, including media consumption, and with
professional audiences – e.g. funders, media, or
technical specialists – what they would need from
BRAC to help them achieve their goals.
Audience insight is key to effective communications
strategy development, and this stage will provide
a counter-point to the Key Drivers work, to enable
us to develop an ambitious strategy that is strongly
informed by market context.
Research methodologies
Quantitative research, using online and face-to-
face surveys, will gather insights in large population
groups, enabling us to identify prevailing attitudes
and trends segmented and sized demographically in
each market.
Qualitative research, using both focus groups and
one-to-one interviews, will provide insight with greater
nuance among consumer and specialist groups.
• PROPOSED RESEARCH SEGMENTS
The research programme represents a large
proportion of the overall project, and will be best
defined after the audience mapping. We have
provided fee illustrations in the budget for a
range of markets, so that the research element
can be adjusted to your budget. We recommend
that all the audience categories shown here are
represented in the research, with adjustments to
geographical reach.
Service Users
People living in poverty and who are vulnerable to
falling into poverty who use the services provided by
BRAC’s commercial entities and programmes. Service
user research will be conducted in Bangladesh and one
other BRAC programme country (e.g. Uganda), using a
qualitative interview methodology.
Public
We recommend public research to identify how best to
build engagement with BRAC, and its operations, both
commercial and programmatic. In Bangladesh we’d like to
understand public and consumer perceptions of BRAC. In
markets where you are less known (e.g. the UK, USA and
Australia) research will identify audiences likely to be most
receptive to the BRAC proposition, and leverage visibility
and support for BRAC among strategic partners.
High Net Worth
We understand BRAC is developing a business case
for high net worth fundraising. Assuming you choose
to progress this area, we are recommending qualitative
research with high net worth audiences in Bangladesh,
the UK, the USA, and Australia.
Technical Specialists
These are agricultural, health, and other international
development specialists who work in peer organisations,
funders, UN agencies, and others. Technical specialists
include your current and potential collaborators, clients,
funders, staff, and competition.
We propose to research technical specialists in the key
markets of Bangladesh, the UK, the USA and Australia
as well as technical specialist communities within
international institutions such as the UN and EU.
Global Influencers
This audience influences the socio-economic, legal, and
political structures which BRAC operates within and seeks
to change, through its work and influence, to the benefit
of people living in poverty. They are the thought-leaders,
journalists, politicians and political advisors, and the senior
officials in government and international institutions.
We recommend researching global influencers in key
markets and operating in international networks including
UN and European networks.
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EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017
Final report on the research
We will provide an individual report for each
component of the research, which will then be
compiled into a single in-depth report. The report
will include content in visual, structured, and
narrative form, and will be attractively designed
following BRAC branding – to ensure it is an
engaging document that will be regularly referred
to throughout the strategy period. The report will
include audience ‘pen portraits’ (short biographies
of audience archetypes) and conclude with specific
actionable recommendations for how to carry key
insights into the next stage of the project.
• DELIVERABLES
• First stage compiled research report with
recommendations
• Individual research reports for each research
component
STAGE 5
Brand positioning and narrative
By this stage of the project we have gathered and
developed all the material we need to develop
BRAC’s brand positioning. We’ll know the key
drivers guiding the strategy, and which audiences
the strategy will target and their motivations – and
we’ll have knowledge of BRAC’s comparators to
enable us to consider differentiation and value in
context of the wider sector.
The Eden Stanley team will work internally at first
to develop a range of potential position statements
for BRAC. Each will comprise a simple one-
sentence proposition, and a ‘brand narrative’ – a
short (perhaps 50-word) expression of BRAC, your
purpose, and the benefit you create.
Following this we will deliver three half-day
workshops in Bangladesh with cross-functional
groups to gather feedback for further iteration and
refinement. At the close of this stage we expect to
have three strong ideas to take forward into testing.
• DELIVERABLES
•T
 hree position statements and associated
stimulus for testing in second-stage research
STAGE 6
Second-stage research
Our second-stage research programme will test and
refine the position statements, and build ideas for
how each could be messaged, and expressed in
BRAC’s communications.
Message testing will help ensure clarity and
comprehension (by asking what audiences
understand about BRAC from the material), and
test tonality (what type of organisation would
communicate like this and what values does it
convey?). The second-stage research will provide
a sound evidence base to inform your decision on
which single route to follow.
Research methodology
The second-stage research will use qualitative
methods, and a much smaller sample than the first-
stage research.
• DELIVERABLE
• Second stage research report and
recommended brand positioning
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EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017
STAGE 7
Final positioning, key messages and
case for support
At this stage we produce final deliverables relating
to the brand positioning, including core assets, key
messages, and a case for support.
Core assets
• The proposition: one or two sentences to
capture the essence of BRAC’s positioning. This
will be used internally as an underpinning idea,
and might also be used externally as a strapline
• A brand ‘narrative’: a 50-word statement to be
used internally to guide communications tonality
• The BRAC story: a written passage describing
BRAC, what it has achieved, and what it aims to
achieve in the future
• A boilerplate: a 50-word positioning statement
to be used as a standard descriptor, for example
on inside cover of publications, or the footers of
press releases.
Key messages
We’ll use an established matrix format for key
messages that addresses four simple questions.
Each will be supported by ‘proof points’ – factual
evidence to support the messages.
• What challenge does BRAC exist to address?
• What does that matter now?
• What is BRAC doing about it?
• What is BRAC asking others to do?
Message matrices will be adjusted for each
audience group. Perhaps four or five versions will
be needed.
A case for support
A case for support is the key building block for
successful fundraising in any category, be it trusts,
foundations, high net worth individuals, or the public.
If you already have a written case for support, we
propose to develop it to align with the new brand
positioning. If you don’t, we will write one from
scratch. This will be a long-form document of around
10-20 pages, expressing the organisational brand
in a way that is compelling to potential donors, and
providing robust evidence to demonstrate how their
investment will deliver impact.
• DELIVERABLE
• Written
 positioning strategy, including core
assets, key messages and case for support
STAGE 8
Media mapping
The media mapping stage will provide a valuable
component in the communications strategy. Here
we analyse optimum communications channels
for BRAC’s audience groups, globally, and in
approximately six territories. We will identify news
brands, influential journalists, bloggers and social
media accounts, and provide recommendations on
which to target over the strategy period. Sources will
include:
• Media insights from the earlier project
research stage
• The Gorkana database
• SEOMOZ Twitter analytics
• Eden Stanley’s proprietary media consumption
data (UK/US) which we offer pro bono in this
project.
• DELIVERABLE
• Media mapping report, segmented by
audience and territory, for inclusion in the
final strategy.
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EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017
STAGE 9
Big tactics
Communication is about action. So your
communications strategy should be a foundation
for a set of proactive activities that will deliver your
message and engage your audiences. Perhaps that
will be a major flagship report, a scorecard, a social
media campaign, a conference programme, or an
annual agenda-setting news piece running across
multiple territories. These are the Big Tactics that will
take your strategy out into the world.
We propose to create a range of Big Tactic ideas,
and engage your team in developing and refining a
programme of activities that give shape to the strategy.
• DELIVERABLES
• Report outlining a range of big tactics for
consideration in the strategy implementation
STAGE 10
Final written strategy
The final written strategy draws together all the The case for support will be provided as a separate
elements into a single document, providing a clear document.
narrative taking the reader through the purpose The strategy will be written iteratively, and we have
of the strategy, and its key component parts. included presentations to the project team, then
Supporting material (such as research reports) will senior management, then the board in our budget
be included as appendices, to ensure the flow isn’t calculations. We also propose an all-staff webinar to
interrupted and that the report is an engaging read. introduce the strategy and conduct a question and
We recommend the strategy will likely be between answer session.
10,000 and 20,000 words, including an executive
summary, and attractively designed as a publication • DELIVERABLES
in digital and print-ready formats. The precise
structure is likely to evolve during the writing, but • Final written strategy with appendices
• Series of presentation meetings
here we’ve shared an indicative contents list.
• Introduction
• Executive summary
• Strategy on a page
• Review and context
• Organisational objectives
• The vision, purpose and function of
communications for BRAC
• Communication objectives
• Audience segments and key insights
• Brand proposition and narrative
• Key messages
• Media channels mapped to audiences
• Big tactics
• KPIs
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SECTION 7

Strategy activation Reputational risk management

Following final approval, we propose the
following three optional areas to help BRAC
transition to the delivery phase.
Action planning
A high-level practical action plan will outline the
activity needed to embed and implement the strategy,
and put in place tracking mechanisms to monitor
progress. We recommend developing a three-year
timeline to include main activities and milestones.
Internally, new projects – such as roll-out of the new
positioning, media training, or website development,
will need to be mapped out. Externally, the delivery
of major communications activities – the big tactics
– can also be scheduled at this stage.
With increased profile comes greater media and
public scrutiny, and so we recommend adding
a reputational risk management protocol to the
communications strategy. As a trusted and objective
partner, we will conduct an audit to identify key
areas of potential reputational risk, and support
you to mitigate and prepare. We offer a six-stage
programme for this, which is shown here.
1 | Review existing risk registers
2 | Conduct one-to-one confidential interviews to
identify potential vulnerabilities
3 | Review/create a new reputational risk register
4 | Workshop to assess probability and impact
ratings against each identified reputational risk,
and identify risk controls, both mitigation and
contingency
National strategies
The global strategy provides a detailed and
comprehensive framework, which may require
translating into country-specific versions, sensitive
to national contexts and national aims.
We can provide a programme for national strategy
development, each running for approximately
three weeks, working with local teams. Each would
comprise:
• Pre-trip literature review and consultation with the
local leadership
• A week-long programme delivered in-country,
setting goals, identifying specific local audiences,
developing messages, and making other
necessary local adjustments.
• Delivery of a written national communication
strategy.

Developed in a one-day workshop with the
communications team, this action plan will provide
clarity on how to get started once the main part of
the project has closed.
5 | Craft and agree a set of responses/messages to
• DELIVERABLES
be used in case of enquiry or incident
6 | Review/create an organisational procedure in • Written strategy for each participating
case of live incident country

• DELIVERABLES • DELIVERABLES

• Action plan and tracking plan, to be added as •R

 eputational risk management protocol with
an appendix to the strategy associated messages

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SECTION 8
Working with
Eden Stanley
Developing a communications strategy is more
than a technical process. It can also be a process
of positive organisational change.
To this end, Eden Stanley will work collaboratively
with BRAC, both with the core team and wider
stakeholder group. This means that when the project
closes, BRAC will feel ownership, and clarity on how
to implement the strategy. We have included several
internal workshops and a staff survey to help make this
happen, and will support your internal communication
around the project if that would be helpful.
Project management.
Our standard project management practices are
shown here. We are, of course, happy to adjust
these should you need us to, for example to
harmonise with BRAC processes.
• Web-based project planner allows all project team
participants to track timelines, task lists, and
deliverables.
• Web-based issue log, to enable all-team access to
high-priority tasks.
• Weekly logistics call between our project manager
and your project manager.
• Open communication between all project team
members.
• Pre-scheduled milestone meetings to present
major deliverables and capture feedback.
• Contact lists and RASCI charts to clarify team
roles at each project stage.
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SECTION 9 STRATEGY DEVELOPMENT STRATEGY DEVELOPMENT

Budget 1. K
 ICK OFF, DISCOVERY & MEDIA
REVIEW
USD 4. FIRST-STAGE RESEARCH
(See separate sheet for research fees)
USD

Kick off meeting 1,645

In this section we have provided a modular
Desk review (strategic literature and 4,605 5. BRAND POSITIONING & USD
budget, broken down into component parts.
communication material) NARRATIVE
This will enable BRAC to ‘right size’ the project
according to your needs. Competitor/comparator audit 3,487 Positioning development 10,789
It includes a budget breakdown for strategy Media review 11,842 Three half-day workshops 5,526
development stages, then strategy activation. Media review data licencing 13,158 Iterations and refinements 4,342
The research programme is shown separately,
STAGE 1 TOTAL 34,737 STAGE 5 TOTAL 20,658
providing costs per audience/market/
methodology to enable us to quickly design a
research programme aligned to the strategy. 2. S
 TRATEGIC DRIVERS & AUDIENCE USD 6. SECOND-STAGE RESEARCH USD
MAPPING (See separate sheet for research fees)
Leadership consultations 2,763
Programme visit 8,289 7. F
 INAL POSITIONING, KEY USD
Three full-day workshops 13,816 MESSAGES, CASE FOR SUPPORT
Strategic drivers report 5,132 Core assets 9,211
Audience mapping report 5,526 Key messages 9,079
STAGE 2 TOTAL 35,526 Case for support 15,789
STAGE 7 TOTAL 34,079
3. INTERNAL CONSULTATION USD
Staff survey 2,500 8. MEDIA MAPPING USD
Staff survey analysis and report 2,500 Research and analysis 10,921
Ad hoc internal communications support 3,553 Final report 8,684
STAGE 3 TOTAL 8,553 Media mapping data licencing costs 18,750
STAGE 8 TOTAL 38,355

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EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017

STRATEGY DEVELOPMENT STRATEGY ACTIVATION

9. BIG TACTICS USD ACTION PLANNING

Creative development 3,947 Workshop with core team 2,632
Big tactics workshop 5,132 Recommendations on KPIs and tracking 3,224
Revisions and final report 4,737 Action plan drafting 1,184
STAGE 9 TOTAL 13,816 TOTAL 7,039

10. FINAL WRITTEN STRATEGY USD REPUTATIONAL RISK MANAGEMENT

First draft 9,079 Review risk registers 4,737
Presentation to project team 1,382 One-to-one interviews 2,368
Second draft 3,947 Create new risk register 2,368
Presentation to senior management 1,184 Workshop to develop risk controls 2,368
Final draft & design 6,711 Message development 3,553
Presentation to board 1,184 Written organisational procedure 1,579
STAGE 10 TOTAL 23,487 TOTAL 16,974

NATIONAL STRATEGIES (PER COUNTRY)

Pre-trip literature review 1,447
One-week in-country (one consultant) 8,289
Written strategy (including revisions) 3,553
TOTAL 13,289

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EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017

Research QUALITATIVE USD QUANTATITIVE USD

programme
Service Bangladesh (3 days) 11,579 Public USA (2,000 sample) 13,289
users Uganda (3 days) 11,579 UK (2,000 sample) 15,263
Australia (2,000 sample) 13,289

This page provides fees for a global research Public USA (4 groups) 36,053 Bangladesh (1,000 sample) 21,974
programme, broken down by audience, UK (4 groups) 36,053
methodology, and country. We recommend using Australia (4 groups) 36,053 Notes on the research
this at the start to ‘right-size’ the overall project Resourcing
Bangladesh (6 groups) 20,395
cost, and then following the audience mapping Research plan, management and final report will be conducted by
stage, to design the specific research mix. Eden Stanley. Most of the research itself will be conducted by Eden
High net USA (6 respondents) 11,053 Stanley’s team. Some will be conducted by national partners where
cost efficient (e.g. Australia), or where research will be conducted in a
PLANNING, MANAGEMENT AND REPORTING worth UK (6 respondents) 11,053 language other than English (e.g. Bangladesh).
Programme scale Australia (4 respondents) 11,053 Focus groups
Overall programme fees Small Large Focus groups (public audiences) are budgeted to include moderator
(USD) (USD) (on site), and additional consultant in attendance (on site or remotely
Technical USA (8 respondents) 18,947 via video feed). All include viewing facilities and video recordings of
Global research plan and 6,621 8,947 (8) UK (8 respondents) 11,053 sessions. Fees include respondent recruitment and incentive fees
briefing where applicable.
Australia (8 respondents) 18,947
Project management 3,895 5,263 Interviews
Bangladesh (8 respondents) 8,947 Interviews with High Net Worth, Technical, and Global Influencer
Final report 17,526 23,684
respondents will be conducted by telephone interview. Fees include
respondent recruitment and incentive fees where applicable.
Global UN agencies (8 respondents) 11,053
influencers Service user research
EU (8 respondents) 11,053
Service user research to be conducted by Eden Stanley, and will
Other global (8 respondents) 11,053 require facilitated programme visits.

Quantitative research
Quantitative research to be conducted online in UK, USA and
Australia with nationally representative audiences. Bangladesh will be
1,000 face-to-face interviews with respondents living in urban areas

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EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017

Budget summary
Budget notes and terms
STRATEGY DEVELOPMENT USD
Language
Kick off, discovery & media review 34,737 All deliverables through the course of the project will be
Strategic drivers & audience mapping 35,526 provided in English. Translations into Bengali may be
necessary through the programme, and we recommend
Internal consultation 8,553 a budget allocation of up to USD 4,000 for this.
First-stage research Variable However, we are aware that BRAC will be accustomed
to translating material and may prefer to manage
Brand positioning & narrative 20,658 translations in-house.
Second stage research Variable Report revisions
Final positioning, key messages, case for support 34,079 Fees for report drafting account for two revisions
following client feedback, one major, one minor, allowing
Media mapping 38,355 flexibility for further minor iterations. Late major changes
may incur additional fees, as they extend the time
Big tactics 13,816
allocation.
Final written strategy 23,487
Travel and expenses
TOTAL 209,211 The budget does not include expenses, or costs
associated with international travel (fares and travel
time). Ideally the Eden Stanley team will visit Bangladesh
STRATEGY ACTIVATION USD for major consultations, and project workshops will
need to be face to face. We will endeavour to schedule
Action planning 7,039 these events to make most efficient use of each visit.
Reputational risk management 16,974 Videoconferencing can also be used for cost efficiency.

National strategies (per country) 13,289 Currency

RESEARCH PROGRAMME
The research programme is variable, depending on need. A comprehensive global
programme would be budgeted at more than USD 200,000, giving a high degree of
market insight to be used both globally and at national level. Alternatively, the research
investment could be constrained to something much more modest – as low as USD
80,000 – should you (for example) prefer to focus exclusively on global influencers.
All the fees shown in this budget were calculated in GBP,
and converted to USD (exchange rate: 0.76) for your
convenience. We are happy to invoice the project in either
currency. However, if invoicing in USD, should there be
significant fluctuations in the USD/GBP exchange rate
(more than +/-5%), fees will be recalculated based on
exchange rates at the time.
VAT
All fees shown are exclusive of VAT.

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EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017

SECTION 10

Schedule
The schedule shown here is likely to be adjusted to align with stakeholder availability, and with internal processes. The strategy development process is estimated to
run for 39-47 weeks, depending on the scale of the research programme. The strategy activation stage will run from around eight weeks, depending on the number of
national strategies included. Each column in the project schedule represents one week.

STRATEGY DEVELOPMENT

1. KICK OFF, DISCOVERY & MEDIA REVIEW

Kick off meeting
Desk review (strategic literature and communication material)
Competitor/comparator audit
Media review

2. STRATEGIC DRIVERS & AUDIENCE MAPPING

Leadership consultations
Programme visit
Three full-day workshops
Strategic drivers report
Audience mapping report

3. INTERNAL CONSULTATION
Staff survey
Staff survey analysis and report

4. FIRST-STAGE RESEARCH
Duration dependent on programme scale 8–16 WEEKS

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EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017

STRATEGY DEVELOPMENT

5. BRAND POSITIONING & NARRATIVE

Positioning development
Three half-day workshops
Iterations and refinements

6. SECOND-STAGE RESEARCH
Duration dependent on programme scale 4 WEEKS

7. FINAL POSITIONING, KEY MESSAGES, CASE FOR SUPPORT

Core assets
Key messages
Case for support

8. MEDIA MAPPING
Research and analysis
Final report

9. BIG TACTICS
Creative development
Big tactics workshop
Revisions and final report

10. FINAL WRITTEN STRATEGY

First draft
Presentation to project team (remote)
Second draft
Presentation to senior management
Final draft & design
Presentation to board

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EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017

STRATEGY ACTIVATION

ACTION PLANNING
Workshop with core team
Recommendations on KPIs and tracking
Action plan drafting

REPUTATIONAL RISK MANAGEMENT

Review risk registers
One-to-one interviews
Create new risk register
Workshop to develop risk controls
Message development
Written organisational procedure

NATIONAL STRATEGIES (PER COUNTRY)

Pre-trip literature review
One-week in-country (one consultant)
Written strategy (including revisions)

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EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017

SECTION 11

Examples of work
Plan International Amnesty International

“Eden Stanley has delivered a number of projects for Plan International over
several years. They guided the development of our global campaign strategy
on the rights of adolescent girls, helping us achieve a landmark breakthrough in
DfID funding policy and putting gender at the heart of UK development discourse
with political, technical and public audiences. They also brokered and developed
our partnership with the Nike foundation, and created the global organisational
messaging for our international team.
A research project we commissioned from them, published as Where Change
Happens1, helped us understand the emerging trends in community-level
campaigning across the global South, and was influential in helping the wider
UK INGO sector understand how to engage and mobilise local communities for
social and political change.
Eden Stanley has been a vital partner to Plan International – offering a rare
combination of technical knowledge and creativity, with a participative,
enabling approach.”
Kerry Smith, Head of Campaigns, Plan International.
1 | edenstanley.co.uk/wherechangehappens
“The communications strategy Eden Stanley developed for Amnesty has been
nothing short of transformative, not just for our marketing and communications,
but for the overall direction of our organisation. Eden Stanley understood the
nuance our organisational challenge, and in turn challenged us to think differently
about our market (or ‘who we are for’ as they might say). Their attitudinal
segmentation has opened new growth opportunities for Amnesty, and has
delivered real results. Digital engagement, for example, has increased three-
fold year-on-year since we implemented their communications strategy. I can’t
recommend them highly enough!”
Kerry Moscogiuri, Director of Campaigns and Communications,
Amnesty International.

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EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017

SECTION 12

Eden Stanley, the team,

our skills and expertise
Eden Stanley Clients
Eden Stanley is a strategic communications, fundraising and campaigns agency Eden Stanley has worked with more than 60 leading nonprofit organisations in the
for the nonprofit sector, with a track record of achieving game-changing results fields of health, disability, social care, human rights, children, older people, gender,
for our clients. We help nonprofits find their audiences, understand them overseas development, emergency relief, and arts & culture.
better, and build integrated strategies around them. All our project leaders have
backgrounds in senior management in large nonprofit organisations.
We have worked with these international organisations:
Professional credentials, memberships and standards • Action Contre La Faim • Amnesty International (UK) • BOND
• BRAC • The British Film Institute • Brooke
Eden Stanley is fully compliant with all relevant data regulations, and is registered
(international)
with the Information Commissioners Office. We are members of the Market
Research Society and the Association for Qualitative Research. Our Executive • CARE International • Children’s Investment • Concern Worldwide
Director is a Member of the Chartered Institute of Marketing (MCIM). Fund Foundation
• Crisis Action • The Gates Foundation • Global Witness
• Handicap International • Malaria No More • Merlin
• The Nike Foundation • Peace Child International • Plan International
• Save the Children • UNESCO • UNICEF
• VSO • World Vision • The World Wide Web
Foundation

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EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017
Your team
Joe Barrell
Executive director and chief consultant
Joe founded Eden Stanley in 2011. He is a specialist
in insight-driven strategy development, across
brand, communications, fundraising and advocacy.
Joe has oversight of all Eden Stanley’s work,
ensuring uncompromising quality and insightful
thinking. His background is in charity senior
management, including as Communications Director
at Save the Children. Joe is the author of several
publications on communications strategy, including
the book, Make it Matter, and Routledge’s upcoming
book on international communications strategy.
Joe would have oversight of the project, and
a hands-on role at critical stages, including
development of the strategic drivers and
subsequent brand positioning. He will participate
in key client consultations and workshops, and
conduct some of the service user research.
Will Tucker
Senior consultant and project lead
Will is a specialist communications and advocacy
consultant in international development, and
leads our international projects. Will has strong
links into the sector, in both technical and political
spheres. Before joining Eden Stanley, Will worked
for VSO, Save the Children and Oxfam. He has
consulted with the Gates Foundation and the
Children’s Investment Fund Foundation on strategic
communication and advocacy programmes.
Will would be the project lead, working closely with
the BRAC team throughout, and drawing together
inputs from the wider Eden Stanley team.
Hannah Fox
Lead media consultant
Hannah’s career spans 20 years in communications
roles at some of the UK’s most high-profile charities
and, of course, Eden Stanley. Her extensive
experience includes PR and communications
strategies covering advocacy and hard news, issue-
building campaigns, fundraising and mass event
participation. Seven years as head of media and
public affairs at Comic Relief meant responsibility
for its entire media output, including promotion of
strategic partnerships across the government, NGO,
and corporate sectors.
Hannah would participate throughout the project,
lead the media auditing and mapping phases, and
develop reputational risk protocols.
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EDEN STANLEY’S PROPOSAL FOR BRAC | SEPTEMBER 2017
Darren Harvey
Lead researcher
Darren leads all our qualitative research. Formerly
Research Director at the Oxford firm, Consumer
Profile, Darren has worked in market research since
1999, in commercial and nonprofit – encompassing
specialist and consumer audiences. His expertise
is brand and communication exploratory studies,
and market segmentation – using social psychology
frameworks and projective techniques to identify
motivations that drive behaviour and attitudes.
Darren has worked extensively in the UK and the
USA, and around the world in countries including in
Bangladesh, Myanmar and Nigeria.
Darren would design and oversee the research
programme, personally conducting the research
in some markets, working with national partners in
others. Darren will write the final research report.
Simon Turner Luana Barney Seabra
Lead fundraising consultant Project manager
Simon leads our strategic fundraising programmes. Luana manages most of our major client
He is a seasoned fundraising expert having programmes. Luana joined Eden Stanley two years
worked in the sector since the early 1990s, ago following four years at the British Embassy in
spanning all types of fundraising, including high net Brazil, where she coordinated their public diplomacy
worth, institutional, and public. Notable projects and campaigning programmes.
include World Vision’s Europe-wide fundraising
Luana’s job is to keep things on track, and manage
investment strategy, analysing market potential
Eden Stanley’s project communications. She will be
and organisational capacity for market entry, exit or
your day-to-day contact on all matters relating to
scale up. Simon also conducted our comprehensive
schedules, budgeting, logistics and delivery.
review of UNESCO’s global fundraising strategy.
While fundraising is not a core requirement of this
project, a strong understanding of fundraising will be
necessary in developing BRAC’s positioning. Simon
will contribute his knowledge in this arena, and will
write the case for support.
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©2017 Eden Stanley Limited | This document is prepared for the sole purpose of tendering for the work referred and its contents may not be used or circulated for any other purpose.