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AxTerra Presentation

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Natalia Zaslavsky

on 4 August 2015

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Transcript of AxTerra Presentation

ProTerra Communications Plan
Past management decision not to bring aboriginal groups to the table resulted in land dispute 5 years ago, delayed operations

Cited as a worst case example:








Share price has declined 25% in past two years – likely due to blacklisting by groups that influence ‘ethically driven’ investors
Profits are still strong
Dedicated new CEO
Changed our operations
Allocated budget and strategic plan objectives to changing our practices, and to improving community relations
Situation Analysis
Threats
Part of an industry that’s negatively perceived by the public

“43% of Canadians surveyed believe the forestry sector is causing significant environmental damage”

Poor relations with the Aboriginal community
Opportunities
Operations have already changed for the better, we simply must get the word out
Can use existing platforms to repair Aboriginal community relationships
• Participation in the Aboriginal Forest Initiatives
• First Nations Forest Sector Technical Program
• Revenue sharing agreements - benefits to both parties

Opportunities (Cont.)
Marketing ourselves as environmentally sustainable will also depict us as long-term financially sustainable

" 45% of Canadians believe that industry investment in pollution reduction would make it more competitive"
Opportunity (Cont.)
Prince Albert Area Forestry Company
(Previous client, example of similar successful initiative)

“From our shareholders we have (had positive support), when they've been intimately involved in the process right from the beginning,”

– David Knight, CEO of SakawAskiy Management
Weaknesses
Overview
1) SITUATION ANALYSIS & RESEARCH SUMMARY

2) TARGET AUDIENCES

3) OBJECTIVES

4) KEY MESSAGES


5) STRATEGIES

6) TACTICS

7) EVALUATION

8) BUDGET

9) TIMELINE
“Axterra Forestry is the worst example of poor community relations and lax environmental standards”

– Sierra Club Spokesperson Gretel Green
OUR JOB is not to change how all of forestry is perceived, but how WE ARE PERCEIVED within that sector
Strengths
Target Audiences
Objectives
Key Messages
Strategies
Tactics
Evaluation
PRIMARY
External
Shareholders
Potential Investors/Financial Analysts
Aboriginal Groups
Environmental Groups
Media
Internal
Board of Directors
Employees
SECONDARY
Target Audience Cont.
• Nearby Residents
• General Public
Repair relationship with Aboriginal community, to ensure smooth operations and avoid conflicts

Specifically, we want our post-rebranding research to show that more than 50% of surveyed community members have a positive impression of our company
Be recognized as a leader in environmental standards, to repair relationship with environmental groups, attract ‘ethically driven’ investors and avoid investor boycotts


Specifically, we want to be removed from any investor black-lists, and have all media/social media mentions be positive as measured by our post-rebranding awareness study
Increase share price by ensuring our company is not perceived as a negative investment.


Specifically, we want our share price to increase by 25% over the course of 18 months as we implement our programs
Change the narrative associated with our company towards a more positive public image

Specifically, and we want to have all media/social media mentions be positive as measured by our post-rebranding awareness study
Ensure that we have employee
buy-in to our new direction.

Specifically, we want 80% of our employees to participate in our employee tactics and be able to identify at least one of our key messages in a post town-hall study
ProTerra Forestry has committed itself to a higher standard of environmental stewardship
( targets all audiences, especially Aboriginal community and environmental groups)

ProTerra Forestry is partnering with local communities to develop approaches that minimize the ecological impact of our activities
( targets all audiences, especially environmental groups)


ProTerra Forestry has evolved become a leader in industry best-practices, to ensure ensuring its operational sustainability and long-term profitability
( targets all audiences, especially existing and potential investors)


ProTerra People are Proud (of the work we do)
( targets employees)
Foster a more positive perception of our company by the Aboriginal community and environmental organizations by building relationships through existing industry groups/platforms, events, and the meeting of voluntary certification standards.

To support strategy above – create a community relations position, specializing in Aboriginal relations and forestry practices
Changing our name, and re-branding our company to dissociate past practices from new operations and create a positive a new narrative of who we are
Attract would-be investors and assure existing investors by emphasizing the link between environmental sustainability and long-term profitability
a. Updating our vision, mission, and values along with our brand

Ensure our philosophy is embraced throughout the company by:
b. Having our employees be the front-line ambassadors for our practices at events and in everyday operations
A. Investor Communications Updates
Related to media relations tactics
To write a white paper discussing our new direction for release with a shareholder newsletter
2. Update board at Board of Directors meeting
Invite Daniel Esty (fee = $20K), author of Green to Gold, to present to Board along with CFO
Outline how the new practices will ensure long-term profitability, and introduce new vision, mission, and values
3. Shareholder Update Newsletter
Send out a summary from board meeting with same messaging regarding new operations and how it is beneficial
Announce the upcoming name change and re-branding
4. ProTerra brand launch
At the Annual General Meeting:
Have David Esty address the AGM
Have new CEO present key messages and strategies to board
Have Bryan Adams perform a commissioned song about ProTerra
Same day, have a news conference
1. Hire a forestry expert
B. Media Relations Campaign Following Re-branding
1. Organize a news conference
To announce details of the company’s new vision
Renewed commitment to environmental sustainability and the community in which it does business
Announce company’s name change , new logo and re-branding efforts
2. Send out a news release with these details directly following the press conference.
3. Proactively approach journalists on the environmental beat
Target national newspapers such as the Globe and Mail, National Post and regional papers such as the Victoria Times Colonist and Vancouver Sun, CBC News Vancouver, as well as local radio and television shows such as the National, CTV and Global National
Pitch to reporters in China and Japan as both countries are an important market for B.C. lumber
4. Set up one-on-one interviews with our new CEO.
Use ProTerra Social Channels
Post the news release on our social media channels including Twitter, Facebook, LinkedIn Company Page.
Overhaul website along with
re-branding
Monitor and engage in conversations that are generated.
Release a catchy video on YouTube unveiling the company’s new vision featuring the song written for the company and performed by Bryan Adams
C. Social Media Tactics
Round-Table
Host a round-table on sustainability with environmental and aboriginal groups, government officials, industry experts, chaired by David Suzuki
Invite to Unite
Send an invitation to join our Aboriginal Advisory Committee, chaired by in-house community relations manager
Scholarships & Awards
Allocate 5 x $5000 ProTerra Scholar bursaries dedicated to Aboriginal youth studying in an environmental field – issue a press release annually at the time of awarding
Have our Community Relations Manager join the Aboriginal Forestry Initiative to foster knowledge exchange
Promote the Story
• Promote our newly achieved FSR Forestry certification
Buy space in a trade publication and simultaneously pitch the story to industry media
Forestry Industry News.
D. Aboriginal Community/Environmental Group Tactics
E. Employee Tactics
One-time Town Hall outlining new brand, new vision, mission, and values
ProTerra day
Three times in the spring, have ProTerra day
Have employees take the day to plant trees in selected areas
Wear “ProTerra People are Proud” T-shirts
Provide saplings
Invite target community groups to join
Objective
\
50% positive change in attitudes
Specifically, we want our post-rebranding research to show a 50% positive change in attitudes and perceptions of our company.

Hire research firm to conduct awareness survey to determine image of company PRE and POST rebrand. Have attitudes toward the company changed?
Change the narrative
Change the narrative associated with our company towards a more positive public image

• Measure hits, likes, shares, engagement level on social media.
– Ongoing
• Measure media impressions and MRRPs after news conference
Increase share price by ensuring our company is not perceived as a negative investment.
• Specifically, we want our share price to increase by 25% over the course of 18 months as we implement our programs

• Measure impact on company’s stock price at baseline, after 3 months, 6 months, 9 months, 12 months, 18 months.
Ensure that we have employee buy-in to our new direction.
• Specifically, we want 80% of our employees to participate in our employee tactics and be able to identify at least one of our key messages in a post town-hall study

• Do internal survey to gauge employees’ impression of company’s rebranding efforts after town hall and after tree planting.
Repair relationship with Aboriginal community, to ensure smooth operations and avoid conflicts
• Measure attendance at roundtable and solicit feedback via focus groups at Aboriginal Committee meetings; count number of applications to Aboriginal scholarships.
ProTerra Case Study
Mercedez Chui

Priti Dadlani

Tariq Elamin

Rehana Rajabali

Natalia Zaslavsky

Mission
Harvesting our resources while respecting our roots.
Vision
Be a fiscally and ecologically responsible forester, creating lumber according to higher environmental standards, in partnership with our consumers and the communities where we do business.
Values

Leveraging traditional wisdom
Ensuring forest sustainability
Delivering shareholder value through innovation and ethical lumber practices
BUDGET
TIMELINE
$14,000
$1,200
$500
$50,000
$20,000
$20,000
$6,000
$100,000
$675
$300,000
$30,000
$100,000
$25,000
$80,000
$ 100,000
$10,000
$ 100, 500
Full transcript