MCGILL UNIVERSITYCenter for Continuing Education

BNI COMMUNICATION PLAN PROPOSAL

PRESENTED BY:

Valérie Cardinal JeanChristine ClouthierRaymundo Nunez GarzaStephen ArkilanianJoyce Valbuena

CPRL 540: COMMUNICATION PLANNINGMontreal, Quebec[July 15, 2014]

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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

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BUDGET A ------------------------------------------------------------------------------ 14

BUDGET B ------------------------------------------------------------------------------ 15

EVALUATION AND MEASUREMENT ----------------------------------------------------- 16

CONCLUSION ----------------------------------------------------------------------------------- 18

APPENDIX ----------------------------------------------------------------------------------------- 19

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EXECUTIVE SUMMARY

Since 1995, BNI has been operating in the word-of-mouth referral andface-to-face networking domain. Currently, BNI is faced with a fewchallenges: their tactics to reach new members has only been exploredvia word-of-mouth, rather than through promotional PR outreach. Assuch, BNI has acquired several negative perceptions from the desiredpublics, which stem from BNI’s limited brand communications.

At this time, BNI is challenged with the need to expand their memberbase, enhance brand recognition, and increase media visibility. BNImust also establish a public image that will not intimidateprospective members in order to ensure that all opportunities toretain members are explored. This means promoting an image that willallow them to stand out against similar organizations (chambers ofcommerce, rotary clubs, professional orders, and breakfast clubs).

Through the use of traditional tools and social media, relevantinformation regarding BNI’s organization processes will be more easilyaccessible with the aim to both retain current members and reachtarget audiences of university and college students, entrepreneurs,and local businesses.

Over the course of the next 12 months, the communication initiativeswill take place in three phases:PHASE I: Improve brand reputation and enhance desirability amongcurrent and potential membersPHASE II: Maintain member loyalty and build confidence in the BNIbrand PHASE III: Increase media visibility and brand recognition to seed outpotential members

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

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Budget A is more restricted and omits outsourcing evaluation tacticssuch as MRP and CisionPoint Reporting Services. In addition, externalexpenses for additional events will be covered by members. Budget B wehave a larger sum of money, only the Halls and equipment for theconferences at the Universities and Cegeps will be provided by thehost.

The plan has been developed to target Quebec chapters within its firstyear implementation, but can be adapted on a national scale pendingsuccess.

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SITUATIONAL ANALYSIS BNI is a professional marketing organization that has proven itselfwith a successful word-of-mouth referral and face-to-face networkingsystem developed over the course of over two decades. The organizationhas developed a well-structured system that provides an environment oftrust and support within well-structured chapters. BNI has establisheditself in most major communities across Canada with over 285 chapters. BNI provides a professional and rewarding environment for networkingand referral to its members, but this structure can also be perceivedas being exclusive and intimidating to visitors and prospects. Theorganization receives many visitors to its meetings, but many of theseare not retained as members. A word-of-mouth promotion system hasprovided the organization with its current member base and brandrecognition, but excluding other forms of promotion and advertisingmay be limiting its reach. BNI faces an increase in competitor organizations. They differentiatethemselves from said competition, but face the challenge ofestablishing an identity that balances their exclusivity with a broadappeal so as to not intimidate prospects and visitors that would growtheir reach and member base. A further challenge is in a misconceptionthat they compete with other types of organizations such as chambersof 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 targetaudience, member base, brand recognition, and media visibility. Thiswill be achieved within a year through a plan expanding itscommunications beyond insiders, increasing appeal and transparencythrough a mix of its current, and additional social mediacommunication and networking tactics. Following its success said planwill be implemented nationally, with the aim of company-wideimplementation in the following year.

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SWOT ANALYSISBased on primary research, the following SWOT analysis examines theas-is situation of BNI Canada, as well as investigates potentialroutes to success.

STRENGTHS WEAKNESSES

Successful word-of-mouth referral and face-to-face networking system developed andproven 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

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

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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 stayon as members

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 processintimidating visitors and new prospects

Cost of membership intimidatingvisitors and new prospects

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TARGET AUDIENCE: THE WHO

To ensure the sustainability of BNI, the target audience will bediverse, wide and expand outside of the usual inner circle. Eachcommunications tactic will address the needs of its correspondingaudience. In all cases, a rigorous selection process is in place inorder to guarantee that the most best people out off each targetedaudience:

● University and college studentsMostly in their twenties, they are tech-savvy and highly engagedwith social media platforms. They are attracted to personalizedand interactive content. They are used to network online and haveeasy access to information.

● Entrepreneurs and businessesNearly 30,000 businesses are created each year in Quebec, whichrepresents potential new BNI members. New businesses demonstratedynamism by using new technologies and bringing to marketinnovative goods and services. New businesses are more fragilethan existing businesses, so they could benefit from a network ofcontacts already established.

● BNI’ visitors and current membersThis group is used to mouth to ear marketing. They prefer humancontact and personalized communication in real life.

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

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COMMUNICATIONS GOAL

BNI’s current communications are designed for a small circle ofinsiders, which means limited information is available and noadvertisement is pushed. Through the use of traditional tools andsocial media, we aim to make all information about BNI easilyaccessible to all and make their activities more transparent in orderto appeal to new members, all while maintaining the exclusive natureof the BNI.

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

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COMMUNICATION OBJECTIVES

Since most BNI’s interactions stem from local connections,communications initiatives will focus on the Quebec market. Ifstrategies and tactics are proven successful, BNI will aim to expandthe program throughout Canada and eventually worldwide. In order forthe first wave of Quebec-targeted initiatives to be successful,objectives and outcomes must be clearly defined and quantified asfollows:

Visibility and awareness

● Expand the reach of specialized media (ex. Les Affaires newspaper) inorder to generate an increase of measurable impressions by 20% bya 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 firstedition;

● Retain existing members and reduce the annual turnover of 5% by next year.

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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 engagementand focus on what differentiates BNI from competing organizations andnetworking events ad hoc:

1. In a world where online communications are prevalent, BNIdistinguishes themselves by their face-to-face approach;

2. Networking is a skill that is best developed through hands-ontraining and making the right connections;

3. In implicating yourself in a BNI chapter, BNI affords you theopportunity to get to be known and understand another, build trustand long term relationships that will bring you a lifetime ofbenefits;

4. BNI is by far the most trackable, cost effective and easiest form of1:1 marketing.

BNI’s visitors and currents members

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

1. One member from each province will be honored at the new annualAwards 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)

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Also in this case the messaging will create awareness, be informative,encourage engagement and need to focus on what differentiates BNI fromother 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 newconnections;

2. For new immigrants, much like for students, becoming part of aBNI chapter means growing together, building trust and longterm relationships with lifetime benefits;

3. BNI is by far the most trackable, cost effective and easiestmarketing for a new start in a new home country.

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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

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PHASE I PHASE II PHASE III

Improve brandreputation and

enhancedesirability among

existing andpotential BNI

Maintain memberloyalty and buildconfidence in the

BNI brand

Increase mediavisibility and

brand recognitionto seed out

potential members

Trad PR, SMchannels SM, Internal Media relations, SM

channels

JAN - APRIL MAY - AUG SEPT - DEC

TIMING

The communications tactics will be implemented through three phases, each aiming to address a specific organizational need (both internallyand externally) over the course of the next year.

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TACTICS

PHASE 1: Improve brand reputation and enhance desirability among existingand 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 statedon 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·

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● 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 structureWHY 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

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● 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 outpotential members

WHAT: Project a more “human” face for BNI in Quebec by building socialcontent to optimize reach among desired audienceWHY 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 aregular basis

WHAT: Introduce a spokesperson to increase media visibilityWHY IT WORKS:

● Ensure messaging is cohesive● Puts a face to the brand = recognition

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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 forin-house, where Budget B ($50,000) is more restricted and requires funding from members.

BUDGET A

ACTIVITIES AGENCY FEES ($) EXPENSES ($) SUMMARY ($)PlanningPlan development 5,000 5,000Program management, client calls, meetings 7,000 8,000Media monitoring & reporting 3,000 3,000Cision Point reporting services 10,000 10,000MRP reporting services 10,000 10,000Event Planning + Execution

1. Annual eventCatering by 21st Century Food 7,000 7,000Furniture, décor & equipment rentals 6,000 6,000Photographer (Jimmy Hammein) 2,000 2,000Printing of media materials by Copie Nova 5,000 5,000Design by Jamie Vogel Design 4,000 4,000

2. University & CEGEP networkingCatering by 21st Century Food 5,000 5,000Materials & equipment rentals 3,000 3,000Printing of media materials by Copie Nova 5,000 5,000Media RelationsDevelopment of pitches and releases, 3,000 5,000 8,000Press conference (including rentals) 1000 5,000 6,000Development and execution of viral video 3,000 5,000 8,000Social MediaContent development & ongoing community 3,000 3,000 6,000TOTAL 25,000 75,000 100,000

BUDGET B

ACTIVITIES AGENCY FEES ($) EXPENSES ($) SUMMARY ($)PlanningPlan development 5,000 5,000

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Program management, client calls, meetings, etc 5,000 5,000Media monitoring & reporting 3,000 3,000Event Planning + Execution

1. 1. Annual event

Catering by 21st Century Food 4,000 4,000Furniture, décor & equipment rentals 3,000 3,000Photographer (Jimmy Hammein) 2,000 2,000Printing of media materials by Copie Nova 3,000 3,000Design by Jamie Vogel Design 2,000 2,000

2. University & CEGEP networking

Catering by 21st Century Food 2,000 2,000Materials & equipment rentalsPrinting of media materials by Copie Nova 3,000 3,000Media RelationsDevelopment of pitches and releases, Translation 3,000 3,000 6,000Press conference (including rentals) 1000 3,000 4,000Development and execution of viral video campaign 2,000 3,000 5,000Social Media & WebsiteContent development & ongoing community 3,000 3,000TOTAL 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

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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 andnew 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

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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

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CONCLUSION

All communication initiatives presented have planned strategically toensure that BNI is perceived to be one of the most notoriousnetworking organizations in Canada. To reach their goal, BNI isfacing some challenges by having to expand target audiences, memberbase, brand recognition, and media visibility. There is also a need toincrease the capacity to which new members can access informationabout the brand, both through the restructuring of the website andproviding 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, theplan can be adapted nationally to the remaining BNI Canada chapeter.Budget option A is ($50,000) and B ($100,000) both presented the samecommunications initiatives, however, pull fund allocation from variousinternal and external sources.

Through the use of PR communication tactics such as social media andmedia relations across traditional channels, as well as publiclyrecognizing the contributions of existing members, the BNI brandreputation will be enhanced and bring them from “ The World best keptsecret” to “the World’s best shared success”.

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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

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