SMARTLESSONS — MAY 2011
Lessons Learned: On Your Mark, Get Set, Go!
1) To win the race, don’t be araid to change the good or the better.
Initially, the communications strategy had an operationalapproach—ocusing on dening the content to bedisseminated, determining the requency o publications,and reaching the population.Halway through the project, we switched to a morestrategic approach—ocusing on changing behaviors andattitudes in key target audiences. This meant:
desired behaviors to start occurring, as well as barriersand acilitators
communications products or each target audience.This change in the approach proved to be an eective way
or each target group, dene specic objectives, prioritizeactions, and eectively use communications materialsbased on the specicities and needs o each group. It alsohelped us dene behavioral-change indicators or eachtarget audience, which acilitated monitoring the evolutiono the project results.
provided during the transition, the project team also
communications strategy became part o the projectimplementation at dierent levels, touching every activityand material output that the project undertook.
2) Just like Gatorade, development projects need a littlemarketing, too.
Use o a brand is an eective way to position the initiativeto obtain positive results. The team recognized this at anearly stage and dened the attributes it wanted its brandto represent. This guided the denition o the values—reliability and independence—that would be associatedwith the brand, the graphic and visual identity o it, and thekey messages that it would convey to the public. (See Figure1)Partnering with local institutions was also essential or thesuccess o this initiative. Selection o local partners wasbased on such characteristics as good reputation, roots inthe community, impartiality toward the mining industry,and interest in supporting local development, values thatthey would transer to the MIM.Each MIM partnered with 5 to 7 local civil societyorganizations which are represented in the boards odirectors.
resource or reliable inormation on royalties and municipalinvestment. It resulted in a better understanding o theinitiative and created conditions that supported the smoothimplementation o its activities.Currently, the MIM Peru brand is associated withindependence, impartiality, reliability, and credibility.Survey results show that, by project completion, 20 percento the population in the regions recognized the brand
,which refects the positioning and awareness that theproject created.
3) When sharing the spotlight, keep your dimmershandy.
Managing brands goes hand in hand with managing thevisibility o dierent partners. The project teamed up with 36local institutions rom seven regions in Peru (businessassociations, proessional associations, and universities) thatvoluntarily participate to promote social accountability intheir regions. The project also was supported by our donors,all o which had dierent interests and visibility requirements.Initially, we wanted to grant equal visibility to all involved, soall MIM materials eatured the MIM logo along with thelogos o all o the partners—IFC, the donors, and the localinstitutions—which made approval or each publication avery lengthy process! (see Figure 2)
According to a study undertaken by the frm Arellano Marketingcommissioned by El Comercio Newspaper in May 2011, the recognition o MIM in the seven regions it works is comparable to that o Mitsubishi cars inthe fve regions o Peru with the higher consumption levels.
“MIM’s work helps strengthen the municipal government through the recommendations they give to improve the quality o our expenditures.”
Ricardo Alvarez, First Reagent, Provincial Municipality of Puno
“MIM gives us numbers to analyze and make us think about the work we do.”
Javier Ponce, Reagent, Provincial Municipality of Puno
Figure 1: Branding MIM Peru
The logo conception
An eye that sees everything
A rising sun that sheds light allowing to see