Enable - Final

Evaluating the supply side for advocacy-related research in Nigeria Prepared for ENABLE and Adam Smith International
10 November, 2010
Contents
1. Introduction to the research 2. Executive summary Key findings and recommendations 3. Current RI capacity 4. Market structure 5. Curriculum and training experiences 6. Recommendations 7. Appendix Individual RI reports
This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organisation without prior written approval from FreshMinds Limited. FreshMinds 229-231 High Holborn London WC1V 7DA Tel: 020 7692 4300 Fax: 0870 46 01596 www.freshminds.co.uk
Private & Confidential 2010 FreshMinds / Page 2
Introduction
BACKGROUND ENABLE (Enhancing Nigerian Advocacy for a Better Business Environment) is a DFID-funded programme that aims to enhance the environment for business advocacy in Nigeria. As part of this broader objective, ENABLE is focused on ensuring that Research Institutions (RIs) across Nigeria are equipped to provide the necessary evidence base required for improved advocacy. The research must be high quality and cost-effective. It is also desirable that research on economic issues be produced as public goods to stimulate debate. ENABLE has already engaged with several RIs in Nigeria, providing training, support in engaging the Business Membership Organisation (BMO) market, support in marketing and dissemination as well as conducting several diagnostic reports. These interventions have received mixed results. ENABLE is now interested in developing further engagements that will help to build capacity amongst RIs to more effectively contribute to the enhancement of the environment for business advocacy in Nigeria.
WHAT WE DID FreshMinds was hired to conduct a review of work done to date and to offer suggestions for further interventions that will build capacity amongst selected RIs in the first instance. It is hoped that these interventions, pending their success, can be rolled out more widely to help develop the sector as a whole. Specifically, FreshMinds reviewed all diagnostic reports and visited five RIs to develop a better understanding of their strengths and constraints. The results have been analysed in this report and a number of solutions both quick wins for individual RIs, as well as suggestions for more strategic general interventions, have been suggested.
Key objectives for the research Objective 1 Objective 2 Mentoring support to understand and provide solutions to internal constraints affecting partner research institutions Capacity building on marketing research by public institutions from a consultancy, training and opportunistic response perspective Capacity building on effective communication of research which will include the content, medium of communication and packaging of the research itself
Objective 3
Introduction to the framework for the research

ENABLE has already conceptualised the markets for advocacy and research in Nigeria. The diagrams provide a useful framework for this research and the report will describe the current state of affairs as well as proposed solutions in relation to the terms mentioned below supporting functions, offer (supply), demand and capacity.
Market for advocacy Market for research
Supporting functions
Finance and Proposal writing Fundraising Product Development Market platforms / Networks Business Model Development Product Management
Coordination Research Skills Marketing
The report will address the current state of and potential improvements to the supporting functions of RIs, as well as the rules including standards, guidelines and sector-wide initiatives governing RI behaviour. It will also make reference to the offer (i.e. Supply or research side of the market) as well as the demand-side (in this case, business membership organisaionts (BMOS) as well as media and government organs). Capacity will refer to the strength of supporting functions, while incentives are taken to refer to various means of encouraging the interaction between the offer and demand-side.
[Source or footnotes here] Private & Confidential 2010 FreshMinds / Page 4
Contents
Key findings
FreshMinds observed the following key findings which are developed further in the body of the report. Key findings concerning individual Research Institutions are contained in the individual RI reports found in the appendix.
Key finding Detail RIs demonstrate a strong awareness of the key components of research delivery, particularly with regards to fieldwork. They are often both creative and technically competent in terms of designing and delivering research. Where some RIs are strong in various types of research, analysis and reporting, others experience weaknesses. While this can be construed as a negative feature of the market, it also represents an opportunity to share best practice amongst RIs. Approaching sales from a strategic and structured perspective, allocating responsibility for business development and effectively marketing to potential clients were broadly problematic for all RIs investigated to varying degrees. Perhaps most importantly, firms often seem to struggle to put clients at the centre of what they do from pitching work, to analysing data, to delivering reports. While certain cases of good practice exist, especially at the more commercial firms, there is still room for education and improvement as well as an opportunity to transfer good practice across firms. Capacity was a problem for most firms. In some cases (NOI, CPPA) this was due to the fact that they are new organisations while at CDR it owed mainly to their status as an NGO and thus donor-reliant. The more established firms, UNILAG and MMS, were less constrained by capacity.
A lack of understanding is the key characteristic of the advocacy-related research market
Nonetheless, there are significant variations in strength
And there are some weaknesses across the board
Capacity problems accentuate weaknesses
As does the ability to translate strategy into objectives and plans
There are also perceived demand-side weaknesses
Even some of the firms that have strong mission statements, clear purposes and targeted objectives are not as effective as they should be in translating those objectives into plans. There is a gap, in many cases, between strategy and implementation. Allocation of responsibility and targeting staff (in terms of revenue, projects delivered, types of work done, etc.) are clear areas for development. While most firms have a good understanding of what advocacy-related research entails, they lack an understanding of Business Membership Organisations and while they perceive an opportunity, they feel that there are several key barriers. These include the inability of BMOs to pay for research, their lack of understanding of research and their inability to lobby effectively for their members.
Key findings continued

Key finding Detail
Perhaps most importantly a lack of understanding on both sides (in terms of what the needs of BMOs are, on the one hand, and how they can be adequately served through research on the other) pervades the market and is currently making engagement difficult. Educating both BMOs and RIs of their respective needs and capabilities is essential for market development. Nonetheless, given the hesitancy and scepticism that exists on both sides of the equation, While RIs are positive about the opportunity, it is essential that explicit interventions designed to better market exchange be well thought-out, effective and engaging. The failure of such interventions will only confirm the negative perceptions held by RIs and BMOs.
A lack of understanding characterises the market
Given this lack of knowledge, education is essential
Recommendations
This slide contains a summary of our recommendations. These recommendations, as well as implementation outlines are developed further in the main body of the report.
Recommendations
Detail Various RIs have developed good practice. They recognise that it is in their best interest to collaborate further in order to grow opportunities for the sector as a whole. This is an important advantage for ENABLE that should be capitalised on.
Any solution should leverage existing good practice and the interest in increased RI collaboration
Strengthening RI supporting functions and capacity will make them more effective in delivering advocacy research Undoubtedly weaknesses exist at RIs, particularly in sales and marketing. Training, involving outside providers where necessary, is highly recommended as an approach to improving RI areas of weaknesses.
The development of a research association and/or an advocacy network should be explored
The good will shown towards the prospect of working together should be explored in more detail. The prospect of a research association offers many advantage by providing a forum through which to share best practice, organise training, disseminate relevant research and market the merits of the industry to a wider audience. ENABLE is well positioned to facilitate this exploration. While FreshMinds could not explore this idea in any great depth with RIs, let alone a broader set of stakeholders, an advocacy-related research association would help to tackle several key issues faced by the market. It would encourage education of all parties, bring diverse parties together and provide a platform for the distribution of research. Once again, ENABLE is well positioned to facilitate this work. The pilot project will serve to bring a BMO and RI together to conduct valuable research which can then be shared with the wider BMO, RI, media and government sectors to sell the merits of using research for public policy. ENABLE is ideally placed to select participating institutions, help direct the research and ensure that the results are widely disseminated. It should be re-stated that FreshMinds has based its conclusions on several interviews and diagnostic reports with RIs as well as its own experience in research and consulting. These conclusions and recommendations should be discussed with key stakeholders before any implementation. Private & Confidential
2010 FreshMinds / Page 9
The prospect of an advocacy-related research association or network could also be explored
A pilot project will give BMOs a specific and tangible output to consider and evaluate
Solutions should be considered further before implementation
Contents
Current RI Capacity - Introduction

The first section of the report evaluates the capacity and supporting functions of research firms, both from organisational operational perspectives.
In order to understand The market structure how to drive the advocacy-related market forward from a Research Institution perspective, it is necessary to first evaluate Research Institutions. As the diagram on the right of the page suggests, the Research Institution or supply-side consists of capacity and supporting functions, both of which can be broken down further. This section will assess the current capacity and supporting functions of Research Institutions, focusing on significant gaps across the sector. The individual RI reports focus more on identifying individual RI weaknesses, though these will sometimes be highlighted in the report to illustrate a particular issue.
Capacity
Business models and finance / fundraising Strategy formulation
Supporting functions
Sales force structure Proposal writing and winning work Research skills in terms of project management, technical research skills, analysis and reporting Marketing and dissemination including dissemination, market platforms and websites
Business models and finance/fundraising

All five organisations have slightly different business models in terms of revenue-generation and approach. These models bring with them inherent strengths and weaknesses not only in relation to delivering advocacy-related research but also in terms of innovating and improving the quality of their product.
Business model characterisation Commercially -funded
Commerciallyfocused Risks: From an advocacy-related research perspective, such firms may be unwilling to engage, especially if the work is not profitable or involves a high cost of sale.
1
UNILAG Revenue generation
2
MMS
Opportunities: More commercially-focused firms are more likely to develop a structured approach to winning business, to develop a client-focus and to develop specific business functions (marketing, strategy, business development). Donor-funded
NOI Polls
Risks: Funding is less secure and can involve a disproportionate commitment to grant writing. The donor-focus can impede the development of a more structured, rigorous approach to business development and marketing. Opportunities: Without an equivalent commercial imperative, such organisations are in a better position to deliver research that is designed for public consumption.
Broad-based
CPPA
CRD Donor-funded
Denotes explicitly stated strategic direction
Risks: Undertaking a wide range of activities (both in terms of sector focus and methodology) risks confusing potential targets as to a firms positioning and expertise. Firms undertaking multiple workstreams need to ensure that there is an idea which ties to the firms activities together. Broad-based firms also risk spreading resources too thinly to develop specialisms in certain areas. Opportunities: Firms can leverage their strengths in different areas when coming to a solution for a client. Being flexible with methodologies allows firms to pick the right approach every time, rather than merely justifying their approach. Niche-focused Risks: A firm with too great a niche will limit its business opportunities, especially in an underdeveloped market.
Activity focus Broad-based Niche-focused
Opportunities: Firms can build up a reputation that is concrete and justifiable as MMS has in the media sector and NOI has when it comes to their scientific approach. It also allows firms to focus resources and build on strengths.
Strategy formulation
While all five RIs had an articulated proposition and an idea of their current and future objectives, the degree to which these were rigorously laid out and linked to future actions and investments was extremely varied. Many RIs lack effective mechanisms for translating strategy into action.
Strategy formulation RI strategy tends to be formulated at CEO/Board level. While this is appropriate in principal, there is an opportunity to draw more from current employees, especially more senior managers, who are in a position to provide insights derived from actually undertaking research and serving business functions.
Translating strategy into operations Even where communication is strong from the board down to the associate level, few organisations formalise the process of strategy development and translation into plans with associated targets. Improvements could be made: 1. Regular meetings 2. Roles and responsibilities laid out 3. Distilling general strategy into a plan for business functions 4. Clear metrics for achievement
Mission statement CPPA UNILAG Consult MMS CDR NOI
Strategic vision
Current strategy document
Effective linking of strategy to operations
Effective articulation of strategy within meeting
The degree to which each ball is filled in denotes the degree to which each of the attributes is accomplished. A full ball represents fully completed. This evaluation is qualitative.
Identifying clients and winning work sales structure

The current sales approach at most firms is driven by the MD / Board and characterised by a lack of strategic priority, the absence of sales targets and no ultimate responsibility.
Drivers of current sales approach The deficiencies in the current sales approach owe to several factors, found to a greater and lesser extent across RIs: > Culture The commercially-oriented firms, as expected are more focused on winning business and tend to have or are planning to have, staff with business development or sales responsibilities and use sales information more effectively. For NGO and think-type firms, the sales mindset is less developed. > Capacity In some cases staff capacity and funding/revenue constraints preclude investment into the sales area though such constraints should not preclude making small changes to the general approach. > Inexperience In some cases the idea of approaching sales as sales and being strategic is simply not an area that firms have experience of and thus they will need to be trained in these areas.
Current sales approach The current sales approach at most firms is unstructured. While it is appropriate to use the firms network to secure business as much as possible, RIs should consider structuring their sales team (or at least their sales process) in a more strategic way.
Client universe
RI
There are several elements of weak sales practice which should be addressed: Poor development of an understanding of client needs Many RIs do not go through a structured consultation with prospective clients to understand their priorities and how RIs can help. Dependency on unsolicited proposals Some firms main sales focus has been on writing unsolicited proposals which increase cost and risk of sale, especially when those firms have not consulted prospective targets about current priorities. Poor use of sales information Some firms do not systematically track sales information (such as proposals won and lost, reasons why, types of work won, client objectives, etc.). Poor allocation of responsibility Often the responsibility for sales rests with the team as a whole and individuals are not assigned specific areas of focus or targets on revenue generation. A lack of prioritisation In some cases, firms tend to engage prospective clients on a whim, without focus. This can lead to the pursuit of unprofitable or unsuitable clients and inhibits a firm from developing a good understanding of and / or specialty in serving particular clients and addressing particular issues.
Identifying clients and winning work proposals

Writing winning proposals was highlighted by four of five RIs as being problematic A review of several proposals has helped to identify several key gaps including a failure to properly address client needs and a failure to properly sell in the benefits of their approach.
Proposal quality currently suffers from gaps in presentation and style. Proposals do not have to be cumbersome, turgid and academic to be rigorous. Language employed should be appropriate to the client organisation. There is an opportunity to quickly improve proposal writing by adopting some straightforward practices, outlined in the Recommendations section.
1.Text-heavy and cumbersome Proposals are packed densely with text which risks losing the readers interest, especially as proposals are often read by multiple stakeholders with different interests and areas of expertise. While the methodological portions should be rigorous, for example, they must also appeal to stakeholders without a research background.
2. Lack of client focus Proposals do not generally list out or make reference to client objectives. It is important to communicate understanding of the clients position, priorities and objectives and to link the work back to those facts.
3. Lack of suitability Proposals do not include passages or slides on why the firm/organisation is a desirable partner. Proposals must demonstrate that the firm in question is the right choice, as it understands the issue and has the requisite experience.
4. Lack of credibility Proposals are not strong at communicating the general credibility of the people or the organisation. Few proposals audited included, for example, staff biographies, testimonials or case studies on previous work.
5. Lack of outputs shown One way to convince prospective clients of the value of research is to show them what they will be getting.
No proposals helped clients visualise what they may receive at the end of the process.
Technical expertise
While conducting research in Nigeria presents many challenges, most firms interviewed are well-equipped to gather data across a range of methodologies. While it is clear that these firms represent the vanguard of the industry, it is nonetheless encouraging that such capacity exists.
Summary of barriers The market structure to development of further expertise 1. Capacity Some RIs cited resource gaps in current ability to engage in certain types of methodologies. Nonetheless, many RIs were engaging in work to bridge such gaps. 2. A lack of knowledge While the organisations that we approached had a reasonably good grasp of sampling methodologies, it was clear from the experiences of those RIs that other RIs not included in the research were not as well equipped. As such there is an opportunity to distribute best practice throughout the sector.
Creativity in data generation and modelling With few publicly available sources of information available, RIs need to be creative in the way they access data, especially market data. RIs are aware of these challenges and have improvised effective techniques to access and model data. CPPA is particularly accomplished in this regard. Scientific approach RIs are developing a stronger understanding of sampling and polling. NOI is at the forefront but other firms, especially MMS, also have a good understanding of sampling and ENABLE training has helped in this regard. While it is true that certain organisations have not fully developed this capacity, it does exist and it is encouraging that from anecdotal evidence, other RIs are recognising the importance of a more scientific approach (even if they are not currently delivering it). Strong networks for data gathering Many firms were realistic about their abilities to collect and analyse data, recognising that projects often require capabilities they do not have. As such they have developed networks as well as approaches to coach and quality control network participants. CRD, for example, can draw on a flexible labour pool across the North to gather data and helps to feed this pool by training students on a continual basis. Sector experts By virtue of their composition, networks and partnerships (within Nigeria and abroad), the majority of firms have access to the sector and / or methodological expertise necessary to deliver added insight and professionalism.
Delivery Analysis and reporting

Analysis and reporting amongst certain organisations is limited in its effectiveness mainly by the fact that reports and analysis are not as focused on client priorities and objective as they should be.
Summary of barriers to more effective reporting 1. Capacity in analytical techniques and reporting mechanisms Capacity to undertake certain types of analysis in some RIs is limited. However, in many cases consultants with these skills can be sourced. 2. An inability to think in terms of client needs a more significant problem is the fact that RIs often do not approach the analysis with their clients needs in mind. Consequently, RIs do note succeed in making the analysis as relevant as it should be, thereby demonstrating value to clients.
1.Analysis is not always rigorous Analysis is often descriptive and does not always make use of all of the data gathered. In some instances all data presented was top-line, while additional analysis (by region, by sector, etc.) was possible.
2. Report structures do not highlight key findings Many RIs can do a better job of developing reporting structures that address the issue in question, make it easy to locate information and navigate through the report and get the thrust of the main argument quickly. Currently, many reports do not include executive summaries or clearly marked chapters which makes it difficult for readers to absorb information quickly.
3. Reports are not as interesting as they could be Reports are too often text heavy, descriptive and/or repetitive. Moreover, they are not always sufficiently aligned to client objectives or written in client language in a way that will keep client interest. There is an opportunity to increase client focus and to present data in more innovative ways to improve the quality of the output.
4. Reports are not always delivered in the right medium While different projects will require different outputs, some organisations seem to be oblivious to the needs of their wider stakeholders. Some reports are published as books, without summary reports or press releases to appeal to wider constituents. As such arguments remain confined to the publication rather than being circulated more widely and thereby increasing their potential to inform debate and impact on policy decisions.
Dissemination
While there is a good mix of strong dissemination methods amongst the sector as a whole, not all RIs make use of all the techniques that could be appropriate and could show more consideration for their audience.
Summary of barriers The market structure to more effective dissemination 1. Organisational structure Most RIs do not assign responsibility for partnerships or marketing to any one individual. 2. Capacity The size and budgets of certain organisations precludes assigning staff to fill marketing and partnership working roles. Even where RIs have nominated personnel, the reality of managing the business day-to-day means that they generally focus on more core business roles. 3. Partnerships In some cases, RIs have not developed partnerships with the press and other organisations who could effectively distribute findings. 4. Business models In certain cases, private companies do not disseminate findings of public interest as their clients own the IP.
Current methods of dissemination There is a good breadth of delivery and dissemination mechanisms across the groups canvassed: Summary reports for clients Press releases Website availability Presentations Town halls Newspaper partnerships Nonetheless, not all organisations have a full grasp of the range of tools at their disposal. Thus not all organisations engage with the press by writing press releases about recent reports, not all publish past reports on their websites and not all of them inform relevant clients or targets about work recently completed. This not only dampens the impact of the output for advocacy purposes, but it misses out on a key marketing and business development opportunity.
Reporting for the audience While certain forms of reporting and dissemination will be more appropriate than others based on the nature of the audience and the nature of the project, many RIs stick to a house-style which is not effective across the diverse audiences that they could and should be engaging. CDR provided the best example. Their approach is academic and much of their research is published as bound books. The books do not include executive summaries, highlight reports for different audiences and are published without an accompanying press release to engage journalists. The sheer weight of the volume and academic style of the prose helps to ensure that key messages remain unknown to larger, viable constituencies.
Dissemination web sites

A number of firms demonstrate a certain effectiveness in their websites. The website of NOI polls is by far the best, as it is easy to navigate and includes links to past research, giving web browsers an understanding of their business as well as access to the important data sets.
NOI website best practice The menu bar at the top of the site include links to a variety of useful web pages, including a database of past poll results, a schedule of upcoming events and detailed information about products to inform prospective clients of the offering. Including recent poll data allows clients and other stakeholders to quickly get a sense of the type of research NOI provides, educating clients and stakeholders about the company. The site publishes past poll results as a resource to companies, individuals, and policy-makers, thereby positioning research as a public good and encouraging a culture of dissemination. The publication of results is also useful in informing any potential clients of what they might receive and potentially in providing inspiration for particular research pieces to commission.
Dissemination web sites

While NOI serves as a strong example of what is possible and how RIs can effectively use their websites as both marketing tools and platforms for dissemination, the sites of other firms suffer from a selection of deficiencies. CDR, does not even have an operational website.
A summary of key website The market structure related issues 1. Search engine optimisation None of the websites of RIs feature in search engine results when using key words in search engines. CPPAs is particularly difficult to locate due to the fact it shares its acronym with other organisations. 2. No publication of reports Many RIs do not currently publish example reports on their websites nor do they include links to where they can be found. 3. No or poorly laid out client lists With the exception of UNILAG, no firms post client lists on their websites. 4. No case studies or testimonials Even those case studies that are put online (UNILAG) do not convey the credibility or USPs of individual RIs.
The CPPA website gives browsers access to a great deal of information, including their strategic plan and objectives and is designed to a high specification. Nonetheless, its highspecification nature can work against it as it takes a long time to load when the internet connection is not strong. This will be tedious for clients searching out information and impede attempts to browse or download research reports from the site.
While UNILAGs site provides access to a great deal of information, one area where it fails is in clearly sign-posting its offerings. Sectors are marked only by pictures which run the risk of being misinterpreted by potential clients investigating UNILAGs expertise.
While UNILAGs site does show client case studies, they are descriptive and do not go into detail about the creativity, expertise and skill shown by UNILAG in solving their clients problems. Moreover, they do not include client testimonials which would confer added credibility on the approach.
Contents
Market structure - introduction

While the capacity and supporting functions of Research Institutions throw up a number of challenges in terms of developing the market, the market structure itself and the relationship between the offer and demand sides must also be explored before formulating any market improvement strategy.
It is market structure The important to state that this research project focused exclusively on the offer-side of the market as FreshMinds only spoke to staff at Research Institutions. Nonetheless, conversations with RIs did necessarily address the demand-side of the market, with particular focus on Business Membership Organisations. As such this evaluation of the market structure is mainly an evaluation of RI perceptions of the market structure, further substantiated by conversations with other ENABLE consultants. Further work should be done to match ENABLEs understanding of the market with the ideas presented here.
Understanding market exchange and incentives

Understanding RI interaction with the demand-side in terms of evaluating targets and winning work. Understanding the interactions between those components Business Membership Organisations, Media outlet, Policy makers and RIs that make up the advocacy-related research market . Understanding Business Membership Organisation weaknesses and how they interact with RIs.
RI interaction with clients learning from pitching for work

The markets structure, sales cycle and widely held beliefs about winning work do not encourage quality improvement or innovation, nor do they incentivise firms to pitch their business outside of their immediate network.
The market structure majority of contracts are awarded by clients to organisations they are familiar with. While this is regular practice and firms will generally concentrate on opportunities with a low cost of sale, certain characteristics of this process adversely affect market development. The fact that most work derives from known clients within a firms network focuses attention on improving the quality of the network rather than improving the quality of proposals. This view is reinforced by a lack of transparency in the project awarding process, whereby few demand-side organisations give feedback on the proposal and pitching process which gives RIs no direct means of proposal and design improvement and also contributes to the perception that contracts are awarded on the basis of knowledge.
Winning clients from within the network (current situation) Proposal submission Decision Initial engagement Yes Winning work from known clients is common, reinforcing the need to grow the network Feedback is rarely communicated in an effective way
No
Winning clients from outside the network (current situation) Proposal submission Decision Initial engagement Yes This happens less often, focusing attention on known clients and perpetuating the belief that relationships drive sales. When proposals are rejected, few targets send feedback, eliminating a key opportunity to learn and reinforcing the perception that contracts go to friends.
No
External barriers
Despite demonstrable RI capability and enthusiasm for undertaking advocacy-related research, the prospect for doing so is inhibited by both BMOs and government organs, according to Research Institutions.
Business Member Organisations While RIs uniformly perceived an opportunity to work with BMOs, they also identified a number of challenges which will be elaborated in more detail on the slide below: > A poor of understanding of value > Scepticism towards data validity > A lack of knowledge about providers > Expense / unwillingness to pay > Poor understanding of their own sector issues > Poor understanding of public advocacy > BMO as vehicle for personal recognition Magnitude of challenge
Research Institutions
Low levels of knowledge on both sides and a lack of appreciation from BMOs (developed further on next slide)
Business Member Organisations
Strength of relationships varies across RIs. No culture of using evidence to support policy
Journalists often do not interpret research correctly while RIs do not always have strong relationships with the media or produce information in a suitable format
Moderate challenge that can be addressed incrementally by ENABLE More significant challenge as perceived by RIs
Magnitude and nature of challenge unknown based on scope of this particular project
BMOs are often illequipped to lobby and corruption characterises some of this exchange
Policy makers
Media
BMO weaknesses
The market is characterised by weaknesses on both the supply- and demand-sides. This limit research use, and consequently competition and innovation. On the supply-side there is an impression that while BMOs constitute an opportunity, it is limited by key weaknesses.
There are a number of demand-side weaknesses which impinge on market development. The diagram to the right characterises BMO weaknesses in particular, though as the previous slide has shown, some of these weaknesses can be found more broadly within the market. Supply-side weaknesses interact with demand-side weaknesses to keep awareness and understanding low in the first instance, and in the second instance to reinforce negative perceptions. For example, NOI spoke of proposals being developed for BMOs that were unduly expensive, a by-product of poor methodological design, which reinforces the notion, not uncommon amongst BMOs, that research is expensive. Moreover, initial engagements between RIs and BMOs have proved difficult and the most commercially-focused RIs do not see BMOs as an immediate opportunity.
There are a number of offer- and demand-side weaknesses, which interact with one another to compound the difficulties of growing the market. Demand-side (BMO) weakness Supply-side (BMO) weakness Poor reporting not focused on client needs Technical language that does not communicate rationale Underdeveloped marketing facilities Poor sampling which leads to greater sample sizes and costs
A poor understanding of value
Scepticism towards data validity A lack of knowledge about providers Expense / unwillingness to pay BMO as vehicle for personal recognition Poor understanding of their own sector issues Poor understanding of public advocacy
Mutually reinforcing weaknesses Weaknesses that accentuate other weaknesses\
Contents
Curriculum and training experiences

All of the RIs interviewed participated in the ENABLE training and have had training in the curriculum. Both initiatives have been well-regarded by RIs and have helped them develop skills, particularly at more junior levels. The curriculum however, has not been rolled out more broadly, due to capacity constraints as well as internal priorities.
ENABLE has evidently developed effective training that is regarded as useful by RIs, particularly in the realm of report-writing and approaching primary research in a more scientific way. The research is perceived to be of great use to junior to mid-ranking staff and has the advantage of being widely applicable. Some of the suggestions that RIs made in terms of the research skills they were looking to develop are quite specific and probably too niche to deliver in a broad training initiative (For example, CPPA is interested in developing capacity in comparative research techniques and Cocharane systematic reviews). While the curriculum was seen to be useful, it is not sufficient to breakdown other barriers that impede work with BMOs.
ENABLE Training modules The training delivered by ENABLE was uniformly well received and was praised for its content, structure and methodology
It was highly participatory

CDR
The best part was on sampling and we are using many elements now
MMS
Improved our skills on report-writing

CDR
We have participated in two ENABLE-sponsored training. The research associate who attended found the material well organized and instructive
CPPA
Curriculum Despite the appreciation for the ENABLE curriculum as a valuable tool, it has not been adopted and rolled out widely. Once again, capacity is cited as a major constraint. This is undoubtedly true, and in the main it is due to the fact that RIs feel they need to focus on their core business activities.
Nonetheless, perceptions of the BMO opportunity may also constrain the use of the curriculum. Firms, while recognising BMOs as an opportunity, often feel that they are a difficult one to understand, let alone grasp, the curriculum has not overcome this barrier. In the case of CDR, they are considering the roll out of the curriculum but require board approval which will not come until the New Year at the earliest.
Contents
Recommendations
The following recommendation slides are aimed at strengthening internal RI capacity and supporting functions so that they are better equipped to deliver quality research that is useful to clients and thus raises the importance of research as a whole. They are also aimed at strengthening the inter-relationships between the offer- and demand-side in order to encourage increased use of evidence in advocacy-related research.
Supporting functions A number of supporting functions would benefit from improvement, but priorities should be: Marketing and sales Proposal writing Research skills (Report writing) While other supporting functions can be improved, these areas constitute the most immediate opportunities as they are fundamental to developing RI businesses, can be addressed with a selection of quick-wins as well as longer term training and development and fall within ENABLEs immediate remit. Market structure: Coordination and networking The market is beset by a lack of understanding on both sides. In order to create a market for research services, ENABLE should explore creating greater opportunity for interaction and partnership. Specifically, it could explore the creation of: A research association An advocacy association Pilot BMO-RI engagement Additional areas to address There are also some cross-cutting issues, cultural and behavioural , which need to be addressed such as encouraging innovation and developing a client focus.
Structure of recommendations This section highlights recommendations according to the categories listed on the right supporting functions, market structure and additional areas. For each category we have highlighted suggested changes as well as implications for ENABLE. We have also suggested implementation approaches for each specific area of recommendation
Summary addressing supporting functions

FreshMinds has evaluated and assessed the supporting functions outlined by ENABLE and summarised the key issues ranking them in terms of priority. We have included coordination and market platforms / network here, though we address them in further detail below in reference to the market structure.
Supporting function Sales and marketing Coordination Proposal writing Priority and rationale High Necessary in order to raise the profile of RIs and the sector, to win more work and to disseminate research High As with the above, bringing RIs together can help divide labour High Necessary to win work and can be addressed quickly Issues Quality and existence of marketing materials, ability to identify clients, lack of strategic sales approach RIs have an underdeveloped understanding of their own sector Client-focus, structure and interest
Research skills
Market platforms / Networks Strategy development
High Necessary to build credibility and convert clients. Several quick-wins identified
Med / High Encouraging interaction will increase opportunities for learning and can help RIs develop in other areas. It will also be a cost-effective means of engagement for ENABLE Medium Improved operations and strategy development will create more efficiency. This is a high priority where strategy is very thin on the ground or non-existent. Interventions should not attempt to modify fundamental business models Medium an understanding of client needs must precede product development and therefore most RIs are not ready to evolve products for the BMO market Low Immediate focus should be on supporting business improvement which should help generate revenue. Fundraising and sourcing finance is more of a concern for NGO RIs. Low adequate grasp of project management in RIs
While fieldwork skills are strong, analysis and reporting should be more client focused
A lack of RI interaction for marketing, skills development and dissemination as well as an inability to access demand Development of clearer organisational structures and responsibilities as well as stronger strategy formulation Few incentives for innovation and low demand
Product development
Finance and fundraising
Capacity and grant sourcing especially for NGO RIs
Project management
Capacity issues but generally strong

Recommendations a strategic approach to sales and marketing

While undoubtedly capacity within certain organisations will limit the ability to commit resources to the development of certain functions, developing a more strategic approach to sales that links marketing, tracks and makes better use of sales data, and sets targets and priorities, will improve sales efforts and win-ratios.
Current sales approach As outlined above, the current sales approach in most firms is vaguely defined, relying on collective responsibility for sales.
Client universe
RI
Future sales approach The diagram below is not meant to be a one-size-fits-all model. Rather it is meant to suggest a more strategic alternative which can be adapted to the circumstance of different organisations. Client universe RIs
The board and MD will continue to develop network contacts and pass leads on to those responsible
Board Managing Director
Client universe
Sector 1 Sector 2 Sector 3
Working with MDs and sales, BD and Marketing can develop targeted approaches and campaigns Targets set (based on input from sales force and MD) on sector revenue per year to hold sales accountable
BD / Marketing
Sales exec / lead consultant Sales exec / lead consultant Sales exec / lead consultant
Reasons for success and failure, as well as client needs can be logged and fed back into the sales and marketing process
Recommendations a strategic approach to sales and marketing continued

Approaching sales strategically not only requires adequate tools but also an organisational mindset that values and encourages sales. ENABLE can help on both counts by developing or sourcing training on the practicalities of sales, including account development and tracking sales, as well as working with organisations to help them re-organise their sales approach.
Recommendations for ENABLE: > ENABLE could introduce targeted sales training around client engagement, account plan development, pitching and closing work to improve the commercial acumen of RIs. > ENABLE could work with the sales functions or nominated individuals within RIs to train them in simple ways to collect and use sales data strategically. Such training could be accompanied by data tracking templates which could be modified by organisations accordingly.
Account plan development Account plans should be developed for key clients. These plans may include the following: Amount spent last year Target spend for this year Key personnel Key strategic objectives for the organisation Key sector / business issues Types of projects bought Reasons for buying / rejecting past proposals Key concerns / responsibilities of each key individual Perceived weaknesses they see in you (supplier) / objections Means to dispel / reject those objections Key actions to take
Organisations can add relevant information or modify their account plans accordingly. The plans help to store and consolidate information gained about a client, focus sales and marketing efforts on key issues, and better plan proposals. They also provide an incentive to collect the right information about a company.
Information collection and use throughout the sales process Account plans should be developed for key clients. These plans should include the following: Target selection Initial meeting Proposals Win/loss of work
Targets to be selected strategically and an initial probe into recent developments / issues conducted
The meeting should be used to gather information about client needs / objectives and those insights recorded
Proposals should be written with a clients larger objectives in mind as well as considering specific research needs
Reasons for the win / loss should be recorded and used to inform future meetings and work
Recommendations additional marketing improvements

In addition to taking a more strategic approach to sales and marketing and formalising some of the associated responsibilities, there are a series of marketing improvements that can be made from quick-wins to more strategic shifts in mind-set to educating a wide range of stakeholders such as media participants.
Recommendations for ENABLE > Conduct and distribute the results of a more substantial website audit. > There is a low level of marketing knowledge within the selected RIs. Training in basic marketing approaches and marketing plans is thus appropriate. > ENABLE could provide training within certain channels (i.e. Media) to allow those channels to more effectively disseminate results, thus increasing the efficacy of research results as a marketing tool.
Greater use of client feedback Client feedback should be collected at the end of projects and firms should as a matter of habit ask if they can use the client name, a testimonial, and / or a case study on their website and in other marketing materials. The implementation of annual or bi-annual client satisfaction surveys is an excellent tool for service improvement but also has marketing implications. RIs can include questions on marketing materials, on communications preferences and satisfaction, which can then be used to market the firm i.e. 90% of clients were extremely happy with our work
Website improvements
Prioritising targets / sectors and developing specific approaches It is important for firms to think more strategically about the sectors and clients they want to work with. Through better interaction with targets, RIs can build up better sector and target knowledge which will better inform marketing activities such as the development of issuespecific mailings, pitch ideas, or white papers and briefings. For other sectors or targets that are less of a priority it may only be worth attempting to raise brand awareness. In this case a mass mailing containing interesting research conducted recently by an RI could be employed.
Training the audience to better use research results While not technically within the scope of improving support functions, several RIs did mention a failure on behalf of the demand side (Media outlets, BMOs) to use research properly. Developing effective training is a marketing opportunity for RIs and for ENABLE. Ttraining in how to use research also lends itself to educating the audience as to why they should use research.
As highlighted above, there are a number of website issues which could be addressed in the following ways: 1.Use of client feedback in the form of satisfaction results 2.Access to reports or at least to relevant case studies that show firm credibility 3.The development of a blog where employees and associates can demonstrate expertise through discussing relevant research and sector issues.
Recommendations additional marketing improvements

It may be useful for both ENABLE and for RIs to think about their marketing efforts using a framework like the marketing continuum or purchase funnel. This framework will help RIs to evaluate their clients current knowledge and perceptions of them and to plan out marketing efforts accordingly.
Recommendations for ENABLE > ENABLE should provide support for RIs looking to improve their marketing strategy by reviewing submissions and making suggestions. > External marketing consultants or those RIs with a better understanding of strategic marketing (MMS) could also be contracted to provide support.
Awareness Efforts to make people aware of the firm through communications or fostering word of mouth
Consideration Efforts to increase the potential to be selected to pitch for the research
Choice Efforts to increase the likelihood of winning work
Preference Efforts to increase the likelihood of winning work
Advertising Press coverage White papers Blogs Networking Website improvement Targeted mail-outs Social media Proposal writing Stronger client insights Report writing
Quality client service

Advice on follow-up research
Non-customer
Repeat customer
Recommendations proposal development

A specific element of the sales process, proposal development is a necessary element of winning work. RIs need to show more client focus and sell their expertise and credibility more.
Recommendations for ENABLE > ENABLE can help RIs develop proposal writing skills by organising training with external providers. > ENABLE could also highlight best practice in proposal writing by compiling a guide and/or a resource book of strong proposals. > ENABLE could encourage the development of a standard feedback template to be issued to target clients who decline proposals. > ENABLE could help implement regular client satisfaction surveys which will help RIs build an understanding of what clients value in terms of proposals and other parts of the service.
Use client language and priorities Proposals should be written with clients in mind. This means using their language to describe objectives, terms and context. The proposal should also regularly refer back to stated client objectives and show how the research will help them achieve this.
Sell the virtues of the organisation Proposals should demonstrate why a firm is best positioned to do the research. RIs should include some of the following in all of their proposals: > A section that explicitly outlines why a firm is the best partner, detailing expertise, experience, cultural fit, etc. > Professional biographies introducing the expertise of team members. > Case studies detailing similar work completed, including the problem, solution and outcome. > Testimonials from satisfied clients. > Lists of high profile clients.
Show clients what they will receive While it is of course, impossible to predict research outcomes, firms can use mocked up deliverables and/or examples of past deliverables (anonymised) to allow clients to envision what they will get once the research is completed. This approach brings the proposal and the research exercise to life, providing an additional tool of engagement from the outset. Mocked up deliverables should focus on client objectives and how firms will present the data to help solve the problem at hand.
Template proposals While already standard practice at some firms, it is important, from an efficiency point of view, to develop proposal templates so that certain information can be re-used to save time. Elements which lend themselves well to templates, include: > Proposal structure > Professional biographers of team members > Case studies > Key information > Testimonials > Client lists
Recommendations Reporting
Quality output is the best way to secure ongoing work with clients. RIs need to develop a greater client focus in their reporting, ensure that they are creating value by drawing out implications and report in a way that is appropriate to client needs.
Recommendations for ENABLE

> ENABLE can help RIs develop report writing skills by organising training with external providers. > ENABLE could also highlight best practice in proposal writing by compiling a guide and/or a resource book of strong proposals. > ENABLE could also help connect RIs to external sources such http://chartporn.org/ which highlight interesting means of data representation. > ENABLE could help implement regular client satisfaction surveys which will help RIs build an understanding of what clients value in terms of proposals and other parts of the service provided.
Report in client language

As with proposals, RIs need to be more attuned to client language and client needs when they report. An executive summary or key findings should explicitly draw out the implications of the research in terms that clients understand. The report should also, where relevant, make reference to client activities and their broader strategic context.
Explain how the findings can be used

To add value for clients, RIs should consider a clients wider objectives. While answering the research objectives is a fundamental part of the analysis and reporting, RIs should endeavour to consider how the data affects the organisation as a whole and how the organisation can act on it. While certain RIs offer implementation, even those that dont should attempt to draw out the practical implications of the data. Highlighting questions that could not be answered over the course of the research, or those that arose through the process is also useful for clients and can lead to follow-on project opportunities.
Report in a way that is useful for clients RIs should think through how their outputs will be used and who constitutes their audience. Making changes to reporting structures by including executive summaries would be a quick win, but RIs could also explore producing summary sections for different stakeholders. Moreover, RIs should think about the appropriateness of using Microsoft Word versus a PowerPoint versus alternative formats such as video. They should also consider how they display data and how visual the report should be.
Recommendations Additional issues regarding client focus and innovation

A lack of client focus and understanding pervades a number of other capacity and support function issues that some RIs currently suffer from. RIs need to put clients at the centre of what they are trying to achieve.
Recommendations for ENABLE > The development of check-lists (in terms of taking a brief, writing a proposal and writing reports) would be useful in that they will provide RIs with a quick reference guide to ensure that interactions and documents are more client-focused. > Leverage existing skills ENABLE should evaluate UNILAGs consultancy skills training to assess its suitability for being rolled out to RIs. > Secondments with clients can be a good way to deepen understanding. > Establishing a resource that links RIs to innovative research practices.
Client-focus As mentioned, to greater and lesser degrees across the RIs that FreshMinds interviewed, client-focus is a problem in the sales process, in project design and in reporting and dissemination. It is important for RIs to develop more effective means of interacting with clients, clarifying their objectives and using that information to inform their operations.
This element should be worked into all of ENABLEs interventions.
Innovation The current market structure does not easily lend itself to innovation for a number of reasons: There is a lack of competition Work is often won through networks rather than through competitive pitching Feedback on proposals and on research reporting is low. While FreshMinds has suggested ways to strengthen the market and bring both sides together (market wide initiatives are discussed in the next session) it is also important to encourage individual firms to promote innovation from within. This can be done by instituting measures that recognise innovation, such as rewarding internal initiatives and launching internal competitions for new ideas Innovation is also greatly aided by inspiration. Providing a resource or platform that gives RIs access to alternative ways of approaching and presenting research could serve to stimulate the market.
Implementing a training programme

This slide suggests a potential implementation structure for ENABLE in concert with partners. It includes many streams which should be prioritised before being developed further. It should also be mentioned that in time and in the event of a successful launch some of these initiatives could be launched or administered under the auspices of a sector association.
Key focus: To strengthen capacity and supporting functions within key RIs SALES Immediately: Month 1 MARKETING RESEARCH SKILLS CLIENT-FOCUS INNOVATION
Distribution of diagnostic and FreshMinds reports to relevant RIs
Collation of feedback from RIs This could be accompanied by a feedback form on specific training needs
Medium term: Months 4-7
Understand training needs with RI input Proposal writing Sales data use and tracking Sales force organisation Account development Engage with training provider Develop sales training
Conduct and distribute website audit Understand training needs: Collateral development Dissemination partnerships Engage with training provider Develop sales training
Understand training needs with RI input Report-writing Additional analytical skills Engage with training provider Develop research training
Introduce the idea of secondments at client organisations (esp. BMOs) Review all training to ensure that client-focus is a core theme Introduce a client survey template for RI use Compile and distribute BMO directory
Distribute best practice suggestions in terms of championing internal innovation Identify key sources of good practice which could be distributed to
Near-term: Months 2-3
Roll out sales training Evaluate training based on RI feedback Run subsequent sessions as appropriate
Roll out marketing training Evaluate training based on RI feedback Run subsequent sessions as appropriate
Roll out research skills training Evaluate training based on RI feedback Run subsequent sessions as appropriate
Evaluate secondment focus Evaluate a selection of RI proposals / reports to gauge training effectives
Launch best practice in innovation directory
Recommendations facilitating engagement

While obvious to state, it is important to recognise that research-related advocacy consists of two components research and advocacy which each have their own challenges. One way of addressing such challenges is through the formation of separate associations.
Target audience
Bringing diverse organisations The market structure together to form associations is an option that should be explored, if not undertaken immediately. Such associations will provide excellent forums to bring together diverse organisations around issues of mutual interest. It will allow such organisations to leverage their collective strengths. Nonetheless, such associations do require investments of money and time from participants. They also require a baseline level of participation to give them the scale necessary to be useful.
Research Institutions
Business Member Organisations
Description of association
Research Association
Advocacy Association / network
Key objectives
Provide a platform for RIs to come together and network. Deliver targeted research training.
Provide a forum to bring the supply and demand sides together. Train BMOs (and other constituents such as journalists and public policy decision makers) in the benefits of advocacy related research. Provide a platform to disseminate relevant advocacy-related research to key stakeholders.
Market the research industry as a whole to prospective clients.
Recommendations Research Association

In order to effectively address the current gaps in skills, in outputs, in strategy and management that exist within RIs as well as the gap in knowledge and understanding on the demand-side, RIs can leverage their collective strengths and resources to great effect by forming a research association .
Key benefits The market structure Such an endeavour will confer many benefits on the participants: Provide a platform for RIs to come together and network This might include regular networking events as well as presentations on key industry developments from technical and commercial points of view. The website of this organisation could also host a comprehensive directory of both RIs and freelance consultants to help prospective clients identify the right research partner and to bring RIs with complementary skills sets and expertise together. The website could also be used to share best practice, inspiring innovation within the sector. Deliver targeted research training Training could be delivered to improve technical research capacity in terms of methodology training and reporting writing but also on operational competencies such as strategy development, sales and proposal writing training and human resources development, amongst other things. Training provision can also offer another revenue stream to RIs within the network who have developed training modules in particular areas. Market the research industry as a whole to prospective clients Seminars and presentation to educate the demand side about the benefits of research. Engaging in PR work to share industry successes and potentially developing industry events.
Existing capacity for training Amongst the RIs interviewed by FreshMinds, there is already significant capacity to deliver diverse training and as mentioned, increase revenues, and grow capacity within the industry. Some of the training currently taking place includes: > UNILAG Consults Consultancy Skills > NOI Polls scientific sampling techniques Other firms are currently provide training which could be modified to suit the needs of other RIs, while still more could build on identified strengths to deliver their own.
[Source or footnotes here]
Recommendations Research Associations continued

There are currently at least two research associations that operate and provide services within Nigeria. There are also a great number of organisations throughout the world that serve as models for what can be achieved. Internal capacity and international examples should be assessed in developing a Nigerian research platform.
Recommendations The market structurefor ENABLE: Explore capacity of existing associations such as NIMRA to serve as such a platform. Explore the appetite within Nigeria amongst RIs to participate in a research forum (in terms of needs, ability to contribute, attitude towards member fees). There may be some scepticism, especially amongst more academically-oriented organisations so the exercise may also involve selling its benefits. Explore the potential for international organisations to contribute to the development and support of a Nigerian body.
Example from England The Market Research Society The Market Research Society (MRS) is a well established membership organisation that serves the interest of its members in the market research field. It offers a range of services: Networking and events. Marketing of the industry (including the provision of a directory and a research users guide for prospective clients, as well as annual awards and a regular publication). Training and qualifications including one off training sessions, working groups on particular research issues, and more intensive diploma and certificate courses. The maintenance and stewardship of industry standards MRS accreditation is thus a sign of quality.
Existing capacity in Nigeria One existing association was mentioned Nigerian Market Research Association > Market research focus > Training described as good for junior levels > Website has not been updated in several years Nonetheless, this organisations was only mentioned by one respondent and the majority did not know such bodies existed. Even if ENABLE works through existing organisations, it will need to help raise the profile of these organisations across the sector.
Recommendations Advocacy Association

While a research association will help to build key skills and capacity within RIs and to elevate the profile of the industry as a whole, it will not address ENABLEs more specific concern of further developing advocacy-related research. An advocacy forum, on the other hand, could serve as a platform to do just that.
Recommendations The market structurefor ENABLE: As with the Research Association, ENABLE should explore the appetite within Nigeria amongst RIs (as well as journalists, BMOs, public sector employees, academics and NGO practitioners) to participate in a research forum in terms of needs, ability to contribute, attitude towards member fees. Should there be an appetite for participation, ENABLE, given its diverse links across the world of advocacy, should assist in helping to structure the group and solicit participation. ENABLE could start by collating its findings on the needs and capabilities of RIs and BMOs in order to aid in the education of both sides and help better initial sales conversations.
Platform for Advocacy potential activities Networking The association could provide a platform to bring diverse constituencies together. From a research perspective, it could provide a centralised directory, profiling RIs for the benefit of potential clients and for RI collaboration. The directory could also help to profile capabilities, needs and interests of various parties, particularly BMOs, RIs and if at all possible, government organs. This will help to raise mutual understanding. Training Training in the value and proper use of advocacy-related research is necessary to foster increased demand. Training could be provided on using and structuring advocacy-related research for BMOs and the public sector and how to disseminate results for journalists. Dissemination There are currently few recognisable platforms for disseminating advocacy-related research within Nigeria. The association would provide a centralised platform for publishing advocacy-related research. Initially, a website would be the most cost-effective means but magazines and journals could follow should there be demand. The organisation could also organise targeted events to present RI papers or roundtable policy discussions involving a range of parties.
Composition and organisation The advocacy association should involve the key advocacy-related component parts: RIs BMOs Representatives from government agencies Journalists Academics NGOs and civil society organisations It will be important to realise a critical mass of participants quickly in order to avoid overstretching early joiners and to ensure that there are enough activities running to demonstrate value to other prospective members.
Exploring and implementing associations

It is clear from the implementation plan below that the initial step for ENABLE should be to gauge stakeholder interest, capability and commitment in order to establish either of these organisations. ENABLE must also gauge existing capacity, amongst RIs and existing organisations as this will inform the broader implementation process.
Key focus: To strengthen market exchange and the incentives driving market interactions
RESEARCH ASSOCIATION Immediately: Month 1
ADVOCACY ASSOCIATION
Engage key RI and BMO partners to discuss the advent of such associations and gauge interest. If registered interest
Identify existing organisations in Nigeria
Assess existing provision (NIMRA, etc.) and determine ability to work through them or start from scratch
Assess wider RI interest and gauge expectations in terms of provisions and contributions
Diagnostics and engagement with international organisations to inform (improve) structure and purpose of the Nigerian Association
Assess the specific interests of individual firms and sectors through structured interviews
Convene a group of sector champions to discuss how the association would function in practice
Establishment of the association and membership drive. Prioritisation of key activities and assignment of responsibility. Official launch.
Establishment of the association and membership drive. Prioritisation of key activities. Official launch.
Recommendations Addressing the BMO market

In order to effectively educate and market to BMOs as to the value of research they must come to see and appreciate that value for themselves. A pilot project would be an effective means of achieving this goal.
Addressing the specifics of the BMO industry We have identified several demand-side weaknesses that serve as barriers to the effective development of the advocacy-related research market. Fundamentally, there is a lack of understanding of how BMOs can benefit from advocacy-related research. While associations will help to facilitate dialogue, this lack of understanding may be best corrected by demonstrating value. Perhaps one of the best ways to address this is by running a focused pilot exercise with RIs and BMOs.
Pilot scheme A pilot scheme should be straightforward, simple, effective and provide demonstrable results. Issue selection: There are several generic topics (or products) that could be offered to BMOs by RIs: Membership survey Market sizing and analysis Issue specific advocacy Partner selection: ENABLE should select the most capable RIs and the most advanced BMOs. It would also make sense to involve a media partner and relevant government audience early in the process. Research: The RI will then draft a comprehensive proposal, clearly explaining their methodology in relation to client objectives, conduct the research and put together a report.
Initial dissemination: The initial findings should be disseminated in diverse and appropriate ways, including reporting to government, engagement with stakeholders and media publications.
Ongoing tracking
The effect of the research project should be evaluated using, where possible, client and government testimonials, ROI calculations (based on member businesses) and a log of key changes that have happened as a result of the research. A case study of the work can then be presented to BMOs
Recommendations choosing strategic RI partners

A pilots success will depend on the issue involved as well as the Research Institution selected. Considering expertise and experience within the market, we feel that, given the right issues, NOI would be the most appropriate partner.
Recommendations for ENABLE: > ENABLE should explore potential pilot projects with BMOs and RIs and select the one which is the most promising as a piece of research that will benefit all parties and make a significant impact. > Once an issue is selected, ENABLE should use the pilot as an opportunity to develop skills at each stage of the research process, from further developing the approach, to ensuring strong outputs and dissemination. > ENABLE should ensure that they work with the most capable RIs on the project who will bring a genuine desire to the project . We would suggest (dependent on the issues) exploring the opportunity to work with NOI as they have the right mix of expertise, experience and credibility .
All potential ideas should be assessed along the following criteria: > Interest and professionalism of BMO (including their willingness to participate and ability to facilitate the research) > Appropriateness of RI whatever issue is selected, the RI in question needs to be able to cover the methodological and geographical demands of the project. RIs should collaborate if necessary. > Win-win nature The project in question should be benefit all participating sides, including government. Each party should be able to recognise the value of the research from their own perspective. > Breadth of appeal Any project should have wide appeal and be recognised as worthwhile, particularly within the wider BMO sector. Suggestions for projects included exploring the impact of the informal economy on traders in the North (CDR) and working with the insurance sector BMO as it was more fully developed.
RI
Technical expertise
Client focus and delivery
Desire / Interest
Priority assigned to BMOs
Knowledge of BMOs
Rank (ENABLE priority)
CPPA 5 Organisations can add relevant information or modify their account plans accordingly. The plans help to store information gained about a client, focus sales and marketing efforts on key issues, and better plan proposals. UNILAG 3 They also provide an incentive to collect the right information about a company. MMS 2 CDR NOI
4 1
The degree to which each ball is filled in represents the effectiveness of each RI in a particular category. A full ball represents strong relative effectiveness. This evaluation is qualitative.
Implementing a pilot
The pilot programme will require careful assessment of issues, RIs and BMOs before any preparatory work is done. Once the issue is selected, ENABLE can help by offering a critical perspective on the design, approach, fieldwork and reporting of the research, while also working to develop an audience for the results, ensuring that the pilot fulfils its marketing purpose.
Key focus: To strengthen market exchange and the incentives driving market interactions.
Immediately: Month 1
Engage key RI and BMO partners to discuss the pilot proposal and outline how it might work
Encourage the development of ideas by BMOs and RIs in an ENABLE-run workshop
Award the pilot scheme to a BMO-RI partnership
BMO and RIs develop the proposal framework and approach
Proposal and framework approach critiqued by ENABLE and external providers if relevant to ensure effectiveness
Approve of the pilot proposal and commencement of the research engagement
Engagement of media and government partners as participants and marketers
Research undertaken and report produced
Evaluation of report by ENABLE and external providers
Launch of research at initial event
Tracking of research outcomes
Launch of full project results including impacts
Engagement of stakeholders and organisation of launch

Implementability vs. impact

When considering implementation of various recommendations it is helpful to consider their impact as well as their ease of implementation in order to prioritise different steps.
H
Awareness Revenue generation Market development and competition
Advocacy association Research association
Impact including
Strategic sales training Marketing training Client secondments Best practice distribution
Pilot project
Ease of implementation, including

Implementability Time to market Investment required
H
Implementing the three sets of recommendations

ASSOCIATION DEVELOPMENT
Development of strategy for association with a view to a lunch
PILOT PROJECT
Decision to proceed
Conduct broader research with stakeholder groups to understand: Expectations Commitment level Suggestions
Conduct research about existing international associations
Initial launch and dissemination of report and education of BMOs
Ongoing evaluation of outcomes and subsequent report launch detailing measured benefits
ENABLE support and critique of RI and BMOs Explore and evaluate existing capacity (existing associations) Award of project Idea development and interest solicitation
Project lifecycle including: Design Fieldwork Reporting Wider roll-out of modified training, dependent on feedback from participants
TRAINING
Depending on how the work develops, training modules could be delivered through the associations in future
Evaluate willingness of RI and other participants
Explore client secondments

Engage with training provider(s)
Conduct key training: Client focus / consultancy skills Sales Marketing Research skills
Training evaluation and re-development of training, if necessary
Delivery of best practice
Best practice development
Training needs assessment
Develop training
ENABLE/External audit of training
Month 1
Months 2-3
Months 4-7
Contents
Centre for Research and Documentation

CDR is an enthusiastic organisation which suffers from a lack of capacity and poorly outlined strategy. While some excellent initiatives exist, this lack of capacity is hindering its ability to develop. While interested in working with BMOs, it currently lacks the requisite understanding of how to engage them which is necessary to be successful.
Strategy and business model > The organisation is an NGO and lacks commercial focus which is holding them back from winning the work. > Capacity is a major issue and even Dr. Zango is still splitting his time between CDR and the university. > Strategy has not been fully developed. The institution is missing a mission statement and a clear articulation of strategic objectives, let alone a plan to fulfil those objectives and metrics to evaluate outcomes. Sales and Marketing > As an NGO they are donor-focused and less commercial in approach. CDR do not currently set targets according to revenue or work done and consequently the strategy for developing clients is not well formed. > CDR do not currently have a website . > Capacity is a major problem again as employees are busy responding to present work, giving them less time to think about how to engage potential clients. > The organisation uses several interesting tools to disseminate results and engage stakeholders, such as town halls. However, it eschews many others. For example, it currently does not write press releases for journalists.
Research Delivery Understanding and experience of advocacy-related research > The firm shows great ingenuity in conducting fieldwork. Their network of fieldwork operatives across the North gives them flexible scale. Moreover, through the DAMINA programme and access to University students, they are able to replenish their network on an ongoing basis. They seem capable of project management in field with reasonable team structures in place, though capacity could be an issue for larger projects. > While the Centre identified gaps in terms of SPSS analysis, of more fundamental importance is delivering client-suitable analysis and using the data they have to generate significant insights. The KAMCO report, for example was very descriptive in outlining the analysis and did not make use of additional cross-tabulations to tell a more insightful story. > There is a great deal of enthusiasm for participating in advocacy-related research and working with BMOs which is a strong positive. > However, at the moment, CDR lack an adequate understanding of BMOs and will need support in engaging them, from finding them, prioritising them and understanding their needs.
Centre for Research and Documentation SWOT

Quick win suggestions > Develop website and upload previous work > Develop and publish mission statement and strategy > Develop organisational targets and assign responsibility Strengths > CRD has a strong network of researchers and consultants allowing for it to conduct research on a large scale. > CRD has good knowledge of fieldwork and project management. > It has a good working knowledge of engaging various stakeholders in person, through town halls, etc. Which lends itself to promoting advocacy-related research. > CRD recognises the importance of marketing and has a dedicated marketing budget and marketing activities. > CRD has strong associations with other advocacy bodies. > CRD has strong interest in engaging with BMOs.
> Secure a full-time director > Ensure executive summaries are written for all reports > Publish press releases accompanying reports Weaknesses > Staffing constraints which over-stretch staff and mean that certain activities such as marketing and business development suffer > Funding constraints. > The Director is currently only working part-time. > Strategy formulation is weak. The organisation does not currently have a published mission statement or strategic objectives and strategy development occurs irregularly. > They have an under-developed knowledge of the BMO market and of how to engage with BMOs. > No website. > Analysis and reporting is not always client-focused and not as easy as it could be for stakeholders to digest quickly. > There are gaps in proposal writing, with reference to being client focused.
Opportunities > CRD must develop a vision and strategic objectives and then align their work and operations to that strategy. > CRD has a strong network which it should leverage to generate more opportunities for research, training and budget tracking. > CRDs multiple products and services lend themselves to cross-selling. > There is an opportunity to develop their marketing capabilities, especially with regard to using their network as a marketing tool and in disseminating reports to stakeholders .
Threats > CRD is vulnerable to any funding cuts or loss of grants. > Competition from other NGOs and from more professional research competitors. > Continued staffing issues affect the quality of the output and limit the organisations ability to strategically pursue opportunities.
UNILAG Consult
UNILAG Consult is an established and reputable consulting firm in Nigeria. Nonetheless, it seems to suffer from vague strategy formulation and implementation. It has a wealth of public sector clients and is well-positioned to conduct advocacy-related research but would need to see the benefit of working with BMOs realised quickly in order to develop a lasting relationship
Strategy and business model > The organisation is very much a commercial endeavour but, given its origins and staff pool, retains an academic outlook. > UNILAGs vision does not match its current structure and it should consider readjusting it. In particular, it mentions making UNILAGs expertise available to the larger community but it works with clients and does not engage in research for public consumption as such (though it does engage with public organisations). > UNILAGs current strategy also came across as being vaguely defined. Objectives of international expansion and maintaining its position were not supported by an articulated plan or sub-objectives. Sales and Marketing > Despite winning a great deal of new business, UNILAG presently does not systematically track their sales efforts or use sales data to inform strategic priorities or marketing. > Nonetheless, there are many positives at UNILAG. They have a business development function and seem to have a more consultative approach to sales whereby they develop relationships and get to know the needs and objectives of clients. > The website, while including many excellent elements, could be improved by including more on the work UNILAG does, the people who do it and a re-design to better reflect UNILAGs position as a marketleading consultancy. > Current marketing material (corporate profile) is also too product focused; it does not sell the merits of the organisation. > UNILAG is not making the most of its expertise. With access to industry experts it could be doing more in terms of encouraging its academics to promote the UNILAG brand by commenting on relevant news, writing blogs through the UNILAG website or publishing white papers. There is some concern that their academic consultants will not publish in non-academic press. Research Delivery > The firm lays claim to being one of the premier consulting operations in Nigeria. > FreshMinds was not able to evaluate output to determine the quality of research deliverables or its approach to research.
Understanding and experience of advocacy-related research > UNILAG is interested in engaging with BMOs but does not have a strong understanding of their needs. > Nonetheless, as a regular supplier to government and international organisations, they do have a strong understanding of advocacy-related research which could be brought to bear on potential projects. > UNILAG does not necessarily know how they could serve BMOs and as a commercial organisation would quickly abandon the work if it proved to be difficult to progress or unprofitable.
UNILAG Consult SWOT

Quick win suggestions > Development of account management strategy and sales data tracking > More media engagement through expert commentary > Website redevelopment to strengthen the brand Strengths > UNILAG Consult has a strong track record and reputation across the public and private sectors in Nigeria > Excellent client base which can be used to develop marketing stories and referrals. > UNILAG Consult provides a wide range of services and expertise that is clearly credible, backed by the University. > UNILAG has a clear understanding of the advocacy-related research market.
> Where possible, incorporate employee CVs, more extensive case studies, and testimonials into the website, marketing materials and proposals Weaknesses > The website does not convey the strength of the organisation > The academic commitments and outlook of some of the staff are a barrier to more active involvement, especially in marketing > There currently seems to be a disconnect between senior management and board level strategy on the one had and operations, on the other. > UNILAG Consult lacks a concerted marketing effort with poor materials and no strategic targeting of prospects.
Opportunities > UNILAG Consult can develop more appropriate marketing material. > The firm must develop a clear vision and strategy for the firm. > UNILAG Consult should develop a clear sales development plan which takes advantage of its business development officer. > UNILAG would benefit from developing and refining a more focused identify, capitalising on its strong academic background and expertise. > The dissemination of proprietary research either alone, or in conjunction with a client, to be used as a marketing tool.
Threats > While competition in this space is limited, UNILAG Consults lack of appreciation of the market and competitors means that it is unaware of any significant innovations or opportunities for partnership. > In terms of BMO engagement, UNILAG will need to see a return on its investment quickly or it will take on more lucrative work. This is especially true of UNILAG as it has a steady stream of current clients.
Centre for Public Policy Alternatives

CPPA is a new organisation that is currently struggling to establish itself. It benefits from the strong directional leadership of its founder and senior personnel but should develop a more strategic approach to engaging and qualifying potential partners and clients in order to build relationships.
Strategy and business model > CPPA is a relatively new think tank aimed at enlivening public debate through the production of meaningful public research. It is also meant to be a training ground for future government employees. > CPPA has an exceptionally strong written strategy consisting of a vision, objectives, core values and areas of opportunity. > CPPA and the Director, in particular, are effective in prioritising areas for development within specified timeframes. > CPPA also benefits from an active, international board which can be consulted on strategic issues. Sales and Marketing > As a start-up many of the firms processes are under development. > While CPPA is starting to track prospective clients and use information for sales, the opportunity to do more in this area, by pursuing and logging client feedback and tracking individual needs, exists. > The firm should attempt to develop an understanding of potential clients before developing unsolicited briefs. While pitching ideas to potential clients is reasonable, CPPAs chances of success will improve by better aligning their proposals with client objectives. > CPPA has a strong instinct for certain marketing initiatives such as engagement with newspapers, networking and using training as a marketing device and platform for cross-selling.
Research Delivery > CPPA demonstrates a number of key skills in conducting research and being creative in getting the data they need to generate effective reports. > CPPA has a strong template for research based on a mix of data gathering and modelling as well as expert commentary. > While CPPA has identified skills gaps in certain specialist areas, it currently makes use of a network of consultants to fill gaps in the interim which is cost-effective. > CPPA was not able to provide any reports to be evaluated by FreshMinds due to client confidentiality concerns.
Understanding and experience of advocacy-related research > CPPAs key objectives are linked directly to public policy and advocacy and its vision of being quoted or engaged in 80% of all policy issues is testament to its focus. > CPPA is keenly aware of the difficulties in pursuing advocacy-related research and, of the 5 organisations FreshMinds interviewed, seemed to be the most sceptical of the current BMO opportunity.
Centre for Public Policy Alternatives SWOT

Quick win suggestions > Produce a version of the website for slower connections > Highlight personal and organisational credibility in proposals
> Adopt a process whereby potentially interesting targets are qualified before proposals are written and sent
Strengths > CPPA has committed staff with diverse abilities > It has a strong understanding of analytical frameworks and high level analytical research. > CPPA has a strong vision and strategy which is also broken down into short-term aims across each business function. > CPPA has already attempted to diagnose its skills gaps and weaknesses and is proactive in addressing them. > It has a good understanding of cross-selling opportunities, particularly with regards to training. > CPPA has a robust marketing plan including a variety of channels. > CPPA has a strong understanding of training and development for staff.
Weaknesses > The current funding structure which is supported disproportionately by the founder. > CPPAs approach to client engagement is not strong at building an understanding of current sales needs. > It possesses a lack of understanding of and scepticism towards the BMO market as a potential revenue stream. > It currently has gaps in particular analytical techniques, which nonetheless, the firm has recognised as being important. > CPPAs proposals do not use sufficient credibility statements such as case studies or testimonials. > Its proposals also do not sufficiently link client objectives to the approach and output.
Opportunities > CPPA should develop its capacity to engage with potential clients more strategically, developing an understanding of needs and priorities and use this understanding to inform its generation of research ideas. > CPPA has already mapped out issues in its target markets. It should use this template to understand individual targets where possible. > While CPPA is a start-up and is looking to do as much work as possible, it does have the opportunity to concentrate on several key research areas, to help it develop its name and reputation and expertise. Threats > The current funding structure, which is mainly dependent on the founder, is unsustainable in the long term. This is recognised by the organisation but the need for self-sufficiency will drive CPPA towards revenue-generating and profitable work. This may limit opportunities with BMOs in the short to medium term. > CPPA faces competition from international organisations and NGOs doing similar research.
Media Monitoring Services

Media Monitoring Services is a well-organised commercial enterprise with strong leadership and good systems. It is well positioned to grow in Nigeria and abroad but the potential to engage in BMO work is restricted by the fact that other opportunities will be easier for MMS to win and profit from at present.
Strategy and business model > Media Monitoring Services is a media-focused research house based in Lagos, operating a hub and spoke model to ensure national coverage. > It was founded 15 years ago by professionals with a background in media and branding who recognised and capitalised on a need for research. > MMS counts media planners, agencies and some corporates amongst its clients. > The group is profit-focused and effectively links strategy to operations. > MMS has forecast growth of over 20% this year and has targeted international expansion into Ghana, Senegal and Cote dIvoire. Sales and Marketing > MMS had the most fully developed sales structure of any of the five organisations interviewed with a separate sales department and a more strategic approach. > The approach involves a mix of business development activities including cold calling, using their own network and taking prospective clients through demonstrations to overcome objectives. > MMS is also effective in taking briefs, ensuring that all verbal briefs are relayed back the client before the submission of a final proposal to ensure MMS has a proper understanding of client needs.
Research Delivery > The structure of the delivery team is strong, with an intelligent and knowledgeable Head of Research. > MMS is strong in developing and delivering targeted products to clients. The products are straightforward and easy to understand. > MMS is also constantly innovating, looking to address current gaps with their expertise. Thus they are working on expanding their current portfolio to include a consolidated content report for executives and moving into the musical copywrite business. > MMS was not able to provide any reports to be evaluated by FreshMinds due to client confidentiality concerns.
Understanding and experience of advocacy-related research > MMS has a very acute understanding of the BMO market, particularly as it concerns media associations. They have a familiarity with how such associations operate and are also aware of the reasons why research projects with media BMOs have failed in the past. > From an advocacy-related perspective, they are already considering how their services can be useful to policy-makers. For example they are currently formulating ideas on conducting pre and post-campaign surveys to help government improve its media campaigns.
Media Monitoring Services SWOT

Quick win suggestions > MMS could lead training engagements with other Ris
> MMS could update its website to include more background as well as details of relevant work and clients.
Strengths > MMS has a strong strategy and organisation with dedicated sales staff and a commercial mind-set. > MMS has good knowledge of how to sell and educate their clients about the value they bring as well as the value of research in general. > It has targeted objectives and regular evaluation of targets > MMS has a strong and growing client base. > MMS possesses strong understanding of technical research . > It has a good understanding of the need to deliver value and additional insights to clients.
Weaknesses > MMS website does not sufficiently market the company. It does not include any links to existing work, clients, case studies or testimonials and the links to its products and services page is broken. > While research methods appear relatively strong in terms of sampling, MMS gives the impression of having a finite set of methodological and analytical tools at their disposal. The ENABLE training, for example, made a strong impact on their approach and from their comments, they may benefit from new methods and ways to present data.
Opportunities > MMS has clearly identified new areas of opportunity that can be served with existing products as well as gaps to be filled by new products. > MMS has already identified international expansion as an opportunity and with a strong product and strong leadership, MMS is well positioned to expand. > MMS expertise could lend itself to providing training within the sector to develop a new revenue stream.
Threats > The market currently undervalues research which is an obstacle to selling in both existing and new products. > In the media space in particular, past BMO engagements with research have been sabotaged by conflict between BMO members.
NOI Polls
NOI polls is a well-run commercial enterprise with a strong vision and good technical expertise. It is also committed to delivering research as a public good. NOI is thus ideally positioned to deliver advocacy-related research, particularly with BMOs but like other commercial firms this opportunity is currently lower as a priority than others.
Strategy and business model > NOI is a forward thinking, commercial organisation with several areas of differentiation. > It has a strong brand identify, strong sense of purpose and greatly benefits from its international tie-up with Gallup. > As a start-up, NOIs capacity is reasonably stretched and areas of strategy formulation and more specifically, translating strategy into a series of objectives and targets. Nonetheless, NOI is at least aware of these shortfalls and is proactively attempting to deal with them. Sales and Marketing > NOI seem to have an awareness of marketing but are not doing enough to market their organisation. > It has no significant marketing budget. > While NOI do have an officer responsible for strategy and business development, capacity means that this officer often cannot devote time to these areas. > Nonetheless, their website is excellent and by far the strongest of the five seen, including links to their work and a good overview of the firm and its products. > It is also looking to develop social media marketing, a unique focus amongst the organisations surveyed and one which can be cost effective in raising brand awareness and consideration. Understanding and experience of advocacy-related research > NOI has a good understanding of the advocacy-related research market and of BMOs. They have already engaged with BMOs and public organisations including the Lagos Chamber of Commerce, the Alliance for Credible Elections and the Oil Producers Trade Section. > NOI has an excellent network within the public sector given the background of many of its employees, its CEO and its board. > They have the capacity to develop and deliver engaging and interesting advocacy-related research. > Nonetheless, NOI does see many more opportunities outside of the BMO sector specifically, which may limit its drive to engage them, especially if cost of sale is relatively high and margins are relatively low.
Research Delivery > NOIs greatest current strength is its scientific approach and its tie-up with Gallup. This gives the firm a strong methodological grounding as well as credibility within the market place. > Moreover, NOI is willing to innovate and has recently experimented with telephone and SMS methodologies. > NOI has a keen awareness of the difficulties in educating their clients as to the value of research and are effective in building in presentations and feedback opportunities for clients. > Research reports are straightforward. They are simply laid out but could go further in terms of directing readers through the report and in presenting data.
NOI Polls SWOT

Quick win suggestions > Include more reference to client objectives in proposals > Work to set and implement more focused sales targets
> Improve reporting by making it more engaging, developing a reporting template, and pulling out an executive summary at the front
Strengths > NOI has the ability to conduct scientific opinion polling. > It enjoys a s strong partnership with Gallup and the credibility that comes with it. > NOI has an established body of work and distinct products. > It has an excellent website with good functionality as well as the ability to serve public need through the provision of relevant data > The firm benefits from the notoriety and goodwill of Dr. Ngozi Okonjo Iweala, its founder. > It has a strong and consistent brand which has come to stand for credibility. > It retains a good focus on its core provision.
Weaknesses > NOI currently lacks a dedicated marketing team and has no specific marketing budget. > Reports would benefit from a more standardised and professional look and feel, as well as including contents pages to direct the reader and highlighting conclusions up front in an executive summary. > Reports would also benefit from highlighting interesting findings on relevant slides, in addition to just showing data. Moreover, each graph should be accompanied by the question asked and the base size as standard > Proposals should do more to communicate why NOI should be engaged. They would benefit from re-stating the issue of the client, outlining how NOI would approach the issue and why they would be effective. Inclusion of examples of similar work would be desirable. > NOI shows a lukewarm attitude towards engaging BMOs, given its other priorities. Threats > The lack of market understanding of the value and impact of opinion polls is inhibiting current growth. > Competition from market research firms and newspaper publishing companies in conducting opinion polls > The potential of competition to tarnish the value of their scientific approach and international relationship by misrepresenting their own abilities in this regard.
Opportunities > NOI has the potential to capitalise on the elections and broad-based Nigerian developments given its expertise in methodology and sampling. > It has an obvious appeal to international firms and organisations given its international tie-up. > Its strong government connections can be used to help to drive up the perceived value of research.
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Evaluating the supply side for advocacy-related research in Nigeria Prepared for ENABLE and Adam Smith International

Private & Confidential 2010 FreshMinds / Page 3

Introduction to the framework for the research

Coordination Research Skills Marketing

Private & Confidential 2010 FreshMinds / Page 6

A lack of understanding is the key characteristic of the advocacy-related research market

Nonetheless, there are significant variations in strength

And there are some weaknesses across the board

Capacity problems accentuate weaknesses

As does the ability to translate strategy into objectives and plans

There are also perceived demand-side weaknesses

Key findings continued

A lack of understanding characterises the market

Given this lack of knowledge, education is essential

Private & Confidential 2010 FreshMinds / Page 8

The development of a research association and/or an advocacy network should be explored

The prospect of an advocacy-related research association or network could also be explored

Solutions should be considered further before implementation

Private & Confidential 2010 FreshMinds / Page 10

Current RI Capacity - Introduction

Business models and finance/fundraising

Activity focus Broad-based Niche-focused

Mission statement CPPA UNILAG Consult MMS CDR NOI

Current strategy document

Effective linking of strategy to operations

Effective articulation of strategy within meeting

Private & Confidential 2010 FreshMinds / Page 13

Identifying clients and winning work sales structure

Identifying clients and winning work proposals

Private & Confidential 2010 FreshMinds / Page 15

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Delivery Analysis and reporting

Private & Confidential 2010 FreshMinds / Page 17

Private & Confidential 2010 FreshMinds / Page 18

Dissemination web sites

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Dissemination web sites

Private & Confidential 2010 FreshMinds / Page 20

Private & Confidential 2010 FreshMinds / Page 21

Market structure - introduction

Understanding market exchange and incentives

Private & Confidential 2010 FreshMinds / Page 22

RI interaction with clients learning from pitching for work

Business Member Organisations

Private & Confidential 2010 FreshMinds / Page 24

A poor understanding of value

Mutually reinforcing weaknesses Weaknesses that accentuate other weaknesses\

Private & Confidential 2010 FreshMinds / Page 25

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Curriculum and training experiences

It was highly participatory

Improved our skills on report-writing

Private & Confidential 2010 FreshMinds / Page 27

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Summary addressing supporting functions

Finance and fundraising

Capacity and grant sourcing especially for NGO RIs

Capacity issues but generally strong

Recommendations a strategic approach to sales and marketing

Board Managing Director

Private & Confidential 2010 FreshMinds / Page 31

Recommendations a strategic approach to sales and marketing continued