We start by interrogating the impetus to communicate, working directly with the client team to define and articulate why they are communicating and to whom and what outcomes they expect the communications strategy and plan to deliver.
Understanding the other party’s perspective helps inform how to frame and deliver your message. We use a variety of tools and techniques to provide insight into how the audience sees the issues and build this into our own thinking.
Communication is a transaction and to some degree success rests on the level of trust between the ‘seller’ and the ‘buyer’. We place a high value on trust, ensuring narratives and messaging are aligned with demonstrable reality and choose channels that are most trusted by the audiences we want to engage.
This large national oil and gas company had lost trust amongst many of its key stakeholders, largely as a result of misalignment between their actions and their messaging.
Starting with a series of meetings with senior leaders, we gained client endorsement for a series of frank interviews with key stakeholders, including operational leaders, customers, partners, investors and representatives of relevant foreign governments about their concerns around the client. The insight gained as a result of these interviews informed the strategy and plan.
To rebuild stakeholder confidence by using trusted third party data to communicate performance to the market and aligning with resilient partner brands to lead in announcements around new and existing production and projects.
The social performance team at the heart of this international oil company (IOC) wanted to increase uptake across the company internationally of the social performance principles and policies they had been developing at the corporate centre. For many business unit leaders social performance was a low order priority and seen as a ‘nice to have’ but non-essential to business performance.
We gathered data from current and historical operations on turned these into short case studies to illustrate the positive and negative impacts that social performance had made on the cost and delivery of key projects. We developed a series of key messages around these proofs and created a branded internal communications campaign with a simple memorable strap line.
To create authority around the commercial value of social performance by getting buy-in from the CEO and senior leadership team who agreed to embed core messages on social performance into speeches and interviews. And we created empathy amongst business unit leaders by illustrating how social performance could impact them.
This IOC had restructured its downstream business under a new corporate brand. They wanted to build a sense of common purpose and identity amongst its teams located across 15 countries.
To create an international cultural project under the new brand that would require the government and public affairs teams in all 15 countries to work with local stakeholders to deliver a combined outcome to the newly created regional downstream headquarters.
To tap into an inherent pride in national culture and talent to unleash the best performance from all of the teams to create shared value at the corporate level.
This small consultancy group had been built on a methodology developed in academia in the 1980s and they used obscure language to describe what they did and how they did it. In the early days their preferred ‘dialect’ was in general use and their business secured three big anchor clients who continued to provide opportunities for many years. Eventually this flow of work ran out and the management consultancy had to look for new business via conventional marketing and communications. However, they were struggling to articulate their ‘offer’ in a way that potential new customers could truly comprehend.
To interrogate the senior leadership so we could translate their offer into layman’s terms. Through an iterative process we were able to segment their expertise and experience into four clear and compelling ‘offers’ around which they could build business development activity.
Building consensus within the leadership of the company on how to move forward by highlighting the need for clarity, and then developing a credible and compelling offer.