2010 Marketing Manual 270910

Marketing Manual
Published by JCI (Junior Chamber International) 15645 Olive Boulevard, Chesterfield, MO 63017, USA Tel. +1 636-449-3100 Fax +1 636-449-3107 www.jci.cc
Table of Contents
Introduction
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1 2 15 23 29 37
Section 1: JCI Messaging and Branding . . . . .
Section 2:. Marketing Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Section 3: Communications Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Section 4: Internal Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Section 5: External Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Appendices I. How to Write Effectively . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . II. Media Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . III. Communicating with Design and Images IV. Web Content Guide
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47 49 55 61 65 69
V. JCI World Headquarters Marketing Resources . . . . . . . . . . . . . . . . . . . . . . Marketing Manual References
Marketing Manual Page 2
Introduction
Doing business without [marketing] is like winking at a girl in the dark. You know what you are doing, but nobody else does. -Steuart Henderson Britt, Author Marketing and communications are fundamental to every JCI National and Local Organization. Without it, we remain hidden, reducing our impact. Through strategic communications, we can shed light on the positive change we create, amplify our message of empowerment, and share our Mission with the world.
MARKETING MANUAL
People are exposed to hundreds of messages per day, from the Internet and text messages, to an advertisement on the side of a bus, to a logo on a building. How we cut through the fog of information and reach our members and the public will determine if we stay in the dark or move into the light. JCI created this Marketing Manual as a resource for your Local Organization to:
2010 JCI (Junior Chamber International), Inc. 15645 Olive Boulevard Chesterfield MO 63017 www.jci.cc
Plan and manage your local marketing and communication strategies Communicate JCIs message effectively to your members and the public Raise awareness of your Local Organization Build a positive and professional image of JCI in your local community
Effective communications and marketing relates to all aspects of your organization. It is the basis for: Attracting and retaining members Attracting sponsors, partners and funding Obtaining coverage in the press and media Getting support and recognition for projects Furthering the JCI Mission The information in this manual is based on professional concepts of marketing and communications from the nonprofit and business worlds, adapted for the unique needs of JCI organizations, founded in our purpose of providing development opportunities that empower young people to create positive change. For training to build your Local Organizations identity, we recommend JCI Achieve. This JCI Official Course will help you understand how to use the JCI Mission to build your local brand identity to bring in new members who want to create positive change as active citizens. There are many other JCI guides and manuals to help your organization with elements such as project planning, recruitment and more. Visit www.jci.cc to find all JCIs up-to-date resources.
Section 1 Messaging and Branding
The concepts of branding and messaging do not only inform an organizations marketing and communications strategies but also tie into all local, national and international activities. This section will introduce these concepts and explain how to apply them in your Local Organizations. Read on to leverage JCIs global message and brand to grow and build your organization.
What is a brand?
The brand is the promise, the big idea and the expectations that reside in each persons mind about JCI. A brand defines our organization on emotional and intellectual levels. It provides insight into the principles, the Mission and programs of our organization. It is who we are and everything we do. A brand is not just what we say it is; it is what everyone says it is. It is the feelings and concepts that live in the minds of the public regarding our organization. By sending a consistent message, we can influence how the world perceives us through our brand.
MARKETING MANUAL
Why is it important?
Standing out Today, we are competing in a world full of global brands. The average person views thousands of promotional messages, logos and advertisements every day. Without a clear, consistent identity, JCIs message becomes lost in the large amounts of information we receive. Differentiate from the competition Our brand and messaging shows what makes us distinct and unique among peers, the public and other NGOs. What makes JCI different from other organizations? While any business model can be replicated easily, a worldview, attitude, and distinctive identity cannot. Consistency A global brand and message will provide deeper, more consistent meaning and a common understanding of JCI. A clear brand allows everyone to understand who we are as an organization. When every person and material delivers the same answer to the question, What is JCI? the message becomes powerful and memorable. Expectations An expectation is created based upon the perceptions of the organization in the community and an individuals interactions with the organization. When a brand is consistently implemented through the whole organization, no matter where a person travels, they know what to expect in a JCI organization.
Awareness A brand helps an organization create and manage its reputation. Creating a positive image in the minds of the public builds social/cultural authority. Grow the number of members and sponsors A controlled message and brand helps communicate our organizations value more efficiently and effectively. When the public has a clear, positive image of JCI and understands its value and uniqueness, they are more likely to be interested in participating and offering support. People are more likely to want to be associated with an organization that has a strong, consistent, positive image. Inform our marketing and communications The brand also reflects the mood and tone you want to capture in any piece of communication advertising, newsletters, brochures, signs, websites, etc. Every point of contact that an individual has with JCI should reflect the same tone and message. The brand helps us embody the characteristics and concepts of the organization within all our communications and actions.
The Brand Touchpoints

Some of the ways an individual could interact with the JCI brand: Signage Forms Business Cards Letterhead Personal interaction Word of Mouth Website Program Materials Voice mail E-mails Telephone Advertising Marketing Presentations Direct Mail Events Brochures Public Relations Projects Management Leadership Donors Members The Public Networking Interviews Press coverage Friends
Every single interaction that any person has with JCI is a reflection of the message and brand. The culmination of all of the interactions with the various brand touchpoints forms an overall impression. Controlling experience, message and image in every touchpoint will result in a strong brand.
JCI Logo and Name

The standardization of the logo and name communicates that, although each JCI Local Organization has different members and addresses different issues, we all share the same Mission, Vision and Values. These identifiers ensure, no matter where you are in the world, your Local Organization will be recognized as part of JCI. The JCI Logo The logo is one element of a brand. It is the visual identifier, which reminds the viewer of the organization and what it stands for. Our logo labels things, people and places as belonging to or related to JCI. A logo, by itself, may or may not tell something about the owner. It depends on context to give it meaning. A brand is all encompassing and has much more power than a logo on its own. It embodies the concepts and emotions associated with the organization. Only through consistent use in context can a logo begin to effectively represent our brand in peoples minds.
The JCI Name The JCI name, like the logo, is an identifier and represents the organization. Also like a logo, the effectiveness of a name depends on context. It is the associations that come with a name that truly define it. In order for our JCI Organizations to be recognized from community to community, a single name must be used everywhere around the world. According to the JCI Constitution, all affiliated JCI Organizations are required to use only the word JCI followed by the name of the nation or local community in their names and those of their Local Organizations. The name JCI needs no translation and can easily be recognized in any language. Transitioning Your Organizations Name For JCI Local Organizations that have a long history and an existing reputation in their community, changing the organizations name and/or messaging can present unique challenges. Some long-established Organizations have delayed adopting the JCI name for fear of losing their existing recognition in the community. Although they are trying to do the best thing for their organization, disregarding the international standard harms the overall success of the organization. External parties may view the Local Organizations that do not bear the JCI name as not a true part of the organization, or they may view the different names as a sign of internal disunity. The long-term advantages of being recognized as part of a strong global brand will outweigh the short-term costs. Consider these tactics to help the transition go smoothly. Educate the membership and request their support Gaining the members support is crucial for consistency. At a membership meeting, tell all the members and stakeholders about the planned change. Thoroughly explain the reasons for the change and why building a consistent brand, message and image is important for the organization not only locally, but also around the world. Get their buy-in and support. Request their help during the transition period to inform partners, as well as the general public about the change. Co-branding period Plan a transition period of 1-2 years during which both the old and the new names and logos appear on all the organizations materials, as well as in speeches. This period will introduce the new name to the public and link it with the good qualities they already associate with the old name. Tell external audiences Were changing our name What do companies do when they change their name? They tell everyone. While for long-time members it seems like a shock at first, external audiences dont have the same depth of emotion locked with the old name as the members do. If simply told that the City Jaycees is now JCI City, external audiences will likely accept it easily. During the co-branding period include information about the name change in your list of key messages to include in press releases and communications. Initially, include City Jaycees is now JCI City. Then after a period of time, start using the phrase JCI City, formerly known as the City Jaycees, After the co-branding period, drop out the old name from use. Answering questions about the name change Many questions about the name change will likely come from current and former members, those who use the name most frequently. Share with them the information in this Marketing Manual. Remind them that although the name is changing, what we stand for is still the same. The JCI name unites the organization with all the other JCI Local Organizations that work under the same JCI Mission, Vision and Values. The change will strengthen JCIs image everywhere.
When external audiences ask about the name change, use the opportunity to explain how your Local Organization is part of an international network of young active citizens all over the globe working to create positive change, and the new name is the international standard. Use JCI tools Now that your organization has adopted the JCI name, you can take full advantage of the multitude of tools JCI offers all organizations for free. Visit the members page of www.jci.cc to find out how to get a free website, free logo creation, banner and publication templates and designs, as well as other guides and tools such as this marketing manual to maximize your time and money.
What are Key Messages?

Key messages are words and phrases that represent the core concepts of a brand. They define the organization. They verbally express the purpose and identity of the organization and convey the organizations essence. The key messages let all JCI members speak with one voice. When all JCI communications use the same key messages, the audience receives a clear and positive message about JCI, no matter where in the world they are. JCIs key messages should be incorporated consistently into every piece of JCI communication, whether written, spoken, personal interaction or visual, as well as the marketing and communications strategies. They also provide a convenient reference for speaking and writing about the organization, with members, potential members, partners and the media. For more information on how to use key messages in your communications, read the Talking Points sections of Section 4: Internal Communications and Section 5: External Communications.
Development of JCIs Key Messages

JCI Strategic Plan When the JCI Strategic Planning Committee met in 2008, they looked at JCIs place in the world and outlook for the future. The results of member surveys and organizational data showed serious problems, including over 20 years of declining membership, an inconsistent global image, a lack of focus in JCIs activities, and a budget deficit. Their job was to take a long-term view at solving those problems, determine where the organization should go over the following 5 years, and how to get there. The Committee created many recommendations and action steps, which aimed at securing the long-term success of our organization. Refocusing on our core purpose is critical to JCIs future success. They created a strategy that aims to increase JCIs profile on the world stage and allows JCI to advance strategically in the 21st century. JCI began implementing these changes in 2008 with the approval of the Strategic Planning Committees recommendations by the JCI General Assembly at the 2008 JCI World Congress in New Delhi, India. Some of the strategic recommendations included: Implement a shorter, more concise JCI Mission and Vision The committee examined our founders writings and intentions, as well as the role of a mission in a nonprofit organization. Now that the change has been implemented, the JCI Mission expresses our original purpose in a more concise, efficient and easily understood way. The Mission takes into account that the opportunities in JCI may change over time, but the purpose of JCIs existence will not.
Develop marketing materials and communication strategy that are aligned with the JCI Mission and Vision. JCI Local and National Organizations should adapt their local communication strategies to the new Mission and Vision. JCIs Mission is the purpose for our existence. Everything we do revolves around it. As we refocus our Mission and Vision, we must refocus our communications to always reflect that. JCI developed the JCI key messages as a tool to help JCI members reflect JCIs Mission and essence throughout all communications.
Discontinue the use of the former tagline Worldwide Federation of Young Leaders and Entrepreneurs The committee agreed this tagline does not fully capture the essence and purpose of the organization, as it focuses on only two of the many opportunities within JCI. This tagline misses the most significant aspects of our organization: JCIs unique outlook on the world and commitment to creating impact through positive change. The JCI slogan Be Better will continue to be used in the foreseeable future. Implement a brand with which young people want to be associated. JCI commissioned brand research among both existing JCI members and nonmembers to evaluate what messages best resonate with the audience. This research has led to the development of JCIs key messages and a strategic shift in communications. Explore alternative sources of revenue such as partnerships, sponsorships, and corporations. Having a clear, strong brand that is consistent all around the world is essential for approaching companies for sponsorship. Corporations wish to be associated with names that many people know and hold in high esteem. We must demonstrate that our organization is consistently respected throughout the world to earn their support. Every JCI member has a role in building and making this goal a reality. Increase membership to 300,000 by 2013 The very essence of JCI is to provide opportunities to young people and create positive change in the world. The greater the number of young people participating in JCI, the more JCI is fulfilling the Mission. For JCI to be the leading global network of active citizens there must be a critical mass. Therefore, JCI must work towards concrete membership goals. Enhance communication with nonmembers End use of JCI-related acronyms and abbreviations Emphasize recruitment of members Young people receive a flood of information every day. JCIs message must stand out of the crowd to connect with them. The clarity and quality of our message has a direct effect on our ability to attract the right members. We will have more success attracting members if we are a brand they know and trust rather than unknown and vague.
Strategic Messaging Shift Prior to the adoption of the 2008 Strategic Plan, much of JCIs communications were focused on opportunities and member benefits. Following the brand research, some patterns emerged which resulted in a strategic messaging shift for the Organization. JCI indeed provides innumerable opportunities for its members. But that message alone does not encompass the purpose of our organization as a whole. Emphasizing only opportunities does not fully capture why JCI is so important to our members and relevant to the world. Many members point out that when an individual joins JCI to receive a specific
benefit, such as leadership experience, business, networking, or training, that person will stay just until they have received that benefit, and then move on. What Sets JCI Apart Long-committed JCI members consistently say that what is so special about JCI goes beyond membership benefits. Its not about what you get, its about what you give. One must live the JCI Mission Vision and Values and contribute to creating positive change to find the true benefits of JCI membership. The unique JCI experience comes from active citizenship and creating positive change; seizing your own power to improve your world; solving a problem in your community; positively impacting the lives of others; finding personal purpose and meaning through the JCI Values; watching your own life improve though living the JCI Mission. Those individuals who become empowered to create positive change, and take responsibility for the future of our world represent the true purpose of our organization. In addition to the membership experience, the brand research examined JCIs overall relevance to the world and our place among our competitors. To stand out amongst thousands of NGOs, we must focus on what sets us apart and what makes us pertinent to the 21st century. When the researchers asked if the JCI Mission remains relevant today, more than 90 years since the first JCI Local Organization, the answer was a resounding yes. There will always be a need for positive change. There will always be problems that need solutions. Young people can find opportunities in many ways, but theres only one place they can find the JCI view of the world. This attitude of active citizenship sets us apart. JCI is not bound by a finite list of opportunities, but embraces a timeless vision of young people everywhere taking action to create positive change. Making the Transition Changing your organizations messaging may present unique challenges to long-established organizations. Your organization may have many existing materials that reflect the prior JCI messaging. The organization has invested significant resources in creating materials aligned with the prior strategy. But like the JCI name and logo, speaking with one global voice benefits every JCI organization, and contradicting that message dilutes JCIs global profile. International partners get confused and question JCIs commitment when they see different JCI Local Organizations projecting contradictory messages. External parties may see the different messages as a sign of disunity and confusion. They may question what the organization truly stands for. Sponsors want to be associated with organizations that reflect on them positively, 100% of the time. The strategies and tools in this section will facilitate the strategic messaging shift in your organization and prepare JCI to take a more prominent role on the world stage.
JCIs Key Messages

The 2008 JCI Strategic Planning Committee established that every JCI Local and National Organization must speak with one voice and send the same message to foster success for JCI. These messages must be reflected in and woven throughout every contact an individual has with the organization. JCI is a membership-based nonprofit organization of young active citizens ages 18 to 40 in over 100 countries who are dedicated to creating positive change in their communities. JCI members take ownership of their communities by identifying problems and targeting solutions through community projects.
JCI is not about what you get, its about what you give. Motivated young people join JCI to collaborate with other passionate individuals and see the impact of real change.
The different kinds of projects and programs that JCI Local Organizations do to create positive change, solve problems and create an impact are innumerable. Whether its helping local entrepreneurs start socially responsible businesses, cleaning up the environment, exchanging cultures with people from around the world, building a hospital in a needy area or raising money for JCI Nothing But Nets, JCI members are responding to the challenges they see and building a better future. Each Local Organization may create additional key messages that represent the unique initiatives and circumstances within their community. Members should offer specific examples of projects they run in the local community that demonstrate JCIs impact. This allows JCI Local Organizations to reach local audiences on a personal level and encourage individuals to join JCI to help address common concerns they can relate to. Translating Key Messages If your local language is not a JCI official language, a member will need to translate the key messages. Word choice is a common dilemma for translators and interpreters. While one word sounds good in the original English, when you translate that word, it may sound unnatural or have negative connotations in the other language. The use of a specific word in English does not lock the translator into using a literal translation of that word. Translators must take the time to understand and absorb the essence of the messages and then convert that into a translation that gives the same feeling as the original. For more information about tailoring your key messages to internal and external audiences, Refer to Section 4: Internal Communications and Section 5: External Communications. Actions Speak Louder Using a consistent message in all your communications is just the first step. Its not just what we say, its what we do. A strong brand requires both a strong positive message and strong positive action. Projects and programs must fulfill what was promised in the key messages and the JCI Mission. Along with creating your marketing and communication plans, which fully integrate JCIs key messages, examine the organizations plan of action. The ultimate measure of success for any NGO is how well it accomplishes its mission. All activities of the JCI Organization must fulfill the promise of creating positive change and impact. The local Board of Directors must examine how each activity relates to the JCI Mission and key messages to ensure all are aligned. Frequently Asked Questions Why havent I heard about this until now? Information about JCI is distributed through various channels and is available for free to all JCI members. JCI website JCI Be Better e-newsletter and print newsletter JCI Board of Directors International Events To ensure you dont miss information critical to your role in this global organization, make sure you are signed up for the international monthly e-newsletter and are reading it. If you dont already receive it, sign up at www.jci.cc. Return periodically to find new articles, tools, pictures and information. Attending international events and meetings with visiting members of the international Board of Directors will give you information vital to the success of JCI.
What about the slogan Be Better? The JCI slogan, Be Better, which was adopted in 2005, is still in use and will be for the foreseeable future. This slogan is intended to appear on promotional and marketing materials where the JCI logo is present. The purpose of a slogan is different from the purpose of the key messages. A slogan is a memorable phrase that helps the viewer recall the emotions and ideas associated with the brand. However, a slogan in itself does not explain the identity of an organization nor does it serve to answer What is JCI? The idea of Be Better reflects the essence conveyed in the key messages, but does not replace them.
What about the term Jaycees? Jaycees International was the official name of the organization from 1973 to1988, at which time the official name was changed back to Junior Chamber International. In 2003, the name became JCI (Junior Chamber International). All JCI National and Local Organizations, which had previously used a variety of forms, including Junior Chamber, Junior Chamber International, Jaycees, and others variants, were asked to follow one international standard. At this time, the word Jaycees was officially discontinued from use. Using a variety of names creates confusion among external partners, potential members and the public. All Local Organizations are currently required to use JCI ______ as their name. Affiliated individuals are asked to use JCI members rather than Jaycees to describe these individuals relationship to the Organization. Doing so will help external audiences understand the structure of our organization. JCI offers a complete reference document, the JCI Style Guide, to help National and Local Organizations and the media use JCI terms consistently, which can be downloaded from the website.
What about the Areas of Opportunity? The four areas of opportunity Business, Individual, Community and International serve as a way for Local Organizations to organize their officers and committees. They serve as a framework for ensuring a well-rounded membership experience in JCI. By seeing that members get to experience activities related to these 4 areas, the Board provides balanced development. The areas of opportunity serve a different purpose than the key messages. While the Areas of Opportunity are one way to classify the activities of a Local Organization, the things that differentiate JCI from the competition go beyond this. Many of our competitor organizations offer a variety of opportunities as well. By limiting our message to only opportunities, we miss the bigger picture the attitude, the impact, the worldview and the vision that sets JCI apart. In our communications and key messages, we must first emphasize the key messages. The Areas of Opportunity may be introduced to members after they clearly understand the organizations central purpose and are involved in the organizations operations.
Examining your current brand

Whether by intention or not, anyone who has interacted with JCI in your area already has certain ideas and feelings associated with it. These ideas and feelings represent your current brand. Their impressions may be confused or clear, positive or negative, accurate or inaccurate. When beginning to create a controlled brand for the organization, consider the impression that the public currently holds about your local brand. There are four areas to consider when defining the weaknesses and strengths of the JCI brand in your local area. By understanding these aspects, we can leverage the strengths and plan to improve the weak points in the marketing and communications plans.
Reputation: How well is our organization known by our audience? o How we live the JCI Mission determines how the community views us. We consider the JCI Mission in everything we do. Cultivating a positive reputation helps potential supporters believe not only in our Mission and message, but also in our capacity to deliver on it. As JCI members, we represent JCI. How we employ JCI material, how we act in the community and the impression we make is how we build our reputation. Esteem is the perceived quality of the organization. The actions of JCI members and how we impact the community will determine the degree to which JCI excels compared to others. For example, by conducting projects that have a strong positive impact on the community, we build strong brand esteem. The second aspect of brand esteem is the popularity of the brand. How wellliked is JCI? Are we thought of as an organization that follows through with the statements in our Mission and the objectives of the organization on the local, national and international levels? Are we seen as an asset to the community? Relevance is how important or significant our organization is for our target market, local communities and the world. It gauges how useful or important the organization is to those it impacts most. How important is JCI to the members of our communities? Are we targeting the community problems that matter most to the individuals in those communities? By focusing attention on the initiatives that positively impact the most lives, we bring relevance to the JCI brand.
Esteem: How highly does our audience rate our organization? o
Relevance: How much does our audience care about what we do and stand for? o
Differentiation: How different is our organization from others? Are we unique in a positive way? o Differentiation is measured by the ability of the organization to distinguish itself from its competitors. What attributes does JCI offer that other organizations do not? What makes JCI unique? The attributes that make JCI unique can be found in the Key Message, Mission, Vision and Values: Global network - JCI is a global network of nearly 200,000 members in over a 100 different countries. 5,000 Local Organizations are united in a global movement, and their local actions echo around the globe. Young Active Citizens JCI is a platform through which young people can work together towards societies shared goals. Active Citizenship is the spirit that links all JCI members: a sense of social responsibility and the initiative to take action and work together to create a better future for all. Sustainable positive change Through the framework of the UN MDGs, JCI projects create targeted, sustainable solutions to community problems. By going beyond quick fixes and temporary measures, JCI creates positive change that will continue to improve lives for years to come. JCI principles JCI members demonstrate their principles in everything they do. Their sense of responsibility to humanity, optimism
for the future and ownership of their world form a code of conduct they live by.
Implementing the JCI Brand and Messaging

In order to build a successful JCI Brand that has a strong reputation, esteem, relevance and differentiate ourselves from the competition, we must remain consistent and disciplined. The implementation period is just the beginning. Building a brand is an endeavor that needs constant implementation and evaluation. The long-term success of the organization hinges on a committed long-term approach to the brand. Find below steps to begin the process. 1. Educate the Membership and Engage Support An effective brand and messaging can only be achieved by individuals who: Understand the organization and its Mission, Vision, Values Understand what needs to be communicated (key messages) Understand why its being communicated (strategy) Understand who we are communicating with (audience) Plan a training to review the JCI Mission, Vision and Values with the members. Align new member training to focus on the key messages so they begin with a solid foundation. Educate them about the JCI brand and key messages and why everything we say and do must connect back to the JCI Mission. Thoroughly explain the reasons for the message shift and why building a consistent brand, message and image is important for the organization not only locally, but also around the world. Show them how all JCI members can speak with one voice by sharing this manual and encouraging them to read JCI international communications. All JCI international communications are infused with the key messages, including newsletters, website content and member tools. These materials demonstrate how to discuss a variety of topics while reinforcing the JCI key messages. Have the members practice using the key messages in various contexts to build their familiarity with them. Include activities where the members practice using the key messages to recruit members and external partners. Have them redevelop and align their elevator speech with the key messages and JCI Mission. Have them discuss how communications associated with local projects can be aligned with the JCI key messages and brand. For more information about tailoring your key messages to internal and external audiences, Refer to Section 4: Internal Communications and Section 5: External Communications. 2. Create Marketing and Communications Plans The other sections of this manual outline the detailed but essential process of implementing a consistent brand through an effective communications strategy. The plan will state your goals and outline your roadmap to achieving them. Every JCI organization has limited time and resources, and through your marketing and communications plans, you will set your course and help you efficiently allocate resources. A committee should be assigned to aligning the local marketing and communications plans with the JCI Mission, brand and key messages. The concepts, phrases and key words of the key messages should be integrated consistently into all marketing and communications materials. Focus on projecting one simple, clear identity everywhere and avoid confusing, overly complex or contradictory statements.
Customize your local key messages by integrating information about your local projects. Your audience will want to see examples of how your Local Organization achieves positive change. Frame the communications about those local projects in terms of the JCI Mission, the JCI key messages and local issues will make them coherent with the overall JCI brand as well as relevant to the community. Consider the brands of your partners and sponsors. Consider that your brand reflects on them and vice versa. By choosing partners with well-respected brands, you can leverage their good reputation. Likewise, by projecting a professional brand, you increase your chances of attracting highly esteemed partners. Attracting members with the key messages o The most successful and committed members are those that connect with the JCI Mission and Values, and take action. In order to accomplish the JCI Mission, we must empower more young people to create positive change, which will result in a greater impact. Young people who are excited by the possibility of improving their community and working for positive change will become JCI members for the right reasons. By emphasizing only the benefits, we risk attracting people who are only interested in personal gain. By balancing the messages, we attract the members we need and engage them in projects that will make a real impact. In recruitment materials, first, establish the main purpose of the organization through the key messages. Emphasize the Mission and the solutions that your Local Organization has created to improve the local community, as well as national and international initiatives for positive change. Let them know that JCI is not about what you get, it is about what you give. If needed, follow these messages with additional information about the opportunities in your organization and personal stories of the benefits your members feel they receive as a result of their dedication to JCI.
3. Align the Plan of Action The local plan of action must deliver on the promises made to the community, partners and members in the communications. For JCI as a nonprofit organization, everything we do must go back to our Mission. Key elements of the brand are embodied throughout every aspect of the organization, including projects, programs and meetings. When the local Board of Directors meets to prepare the plan of action for the following year, the Mission, brand and key messages are important measures to determine where the focus of the organization should lie. Project chairpersons must also carefully consider these aspects in their planning, execution and evaluation. The direction of the project should reflect the JCI brand to maintain consistency. Does this activity advance the JCI Mission? Does this activity deliver on the promises of the key messages and brand? Does this project increase our organizations reputation, esteem, relevance and differentiation?
4. Evaluate Your Local Organization operates in a dynamic, changing environment, and so does the JCI brand. To continue to improve and adapt, plan to assess the effectiveness of your local brand. Just as you considered the reputation, esteem, relevance and differentiation in the beginning, the responsible committee should plan on revisiting these brand markers on a recurring basis annually or biannually, for example to note areas of strength, weakness, opportunity and threat. Marketing and communication plans should likewise be revised regularly to update goals and tactics with changes in technology, your community and your audiences.
Tools
The JCI World Headquarters provides many tools to help each JCI organization market and brand in a more effective way. Many of these useful tools can be found on the JCI website. The following is a short list of resources to get you started: The JCI Marketing Manual JCI Corporate Identity guidelines The JCI Style Guide Corporate Identity Templates o o o o o o National/Local logos Be Better logo and artwork Business cards Envelopes Letterhead PowerPoint template
JCI World Headquarters o Email marketing@jci.cc if you have any questions regarding these tools or the content of this manual.
For more information about the available resources refer to Appendix: JCI World Headquarters Marketing Resources.
Section 2 Marketing Plan Outline
What is a Marketing Plan?

A marketing plan is a written document that outlines steps youll take to achieve your marketing goals. It organizes the marketing efforts of your organization and helps pave the way to success. When creating a marketing plan for your organization, begin by choosing the place, time and people involved. Because marketing involves nearly every aspect of the organization, the local board of directors should participate. You may invite someone who has experience writing a marketing plan for a JCI organization to run the workshop. A strong marketing plan begins with a clear understanding of your market through situational analysis and an examination of your organizations strengths, weaknesses, opportunities and threats. If you have had a marketing plan in the past, consider what parts have worked and what problems occurred, so you can focus on solving these problems in the new plan. Then, establish an understanding of your competition. Lastly, develop a clear marketing strategy thats founded in JCIs Mission, Vision and Values and basic marketing principles of price, promotion, place and product. This document should serve as a guide. However, you may need to adapt your Marketing Plan structure to meet the needs of your organization.
MARKETING MANUAL
Situational Analysis (Research)

Market Summary Begin with evaluating the external aspects of a potential community. Information about the needs of the community will help identify the problems that require the most attention in your community and help you select projects to address those problems. It also helps identify possible competitors and find ways to set your organization apart from them in a positive light. Market Needs Think about what the major problems are within the community. Research your local issues through your city council, city officials or other local references. Consider what no other organization is currently focusing on. What gap can your organization fill? Focusing on a problem that is prominent or not targeted by others can gain public notice and support. o Look to the UN Millennium Development Goals (MDGs) to guide you when choosing projects. The MDGs provide a framework for structuring projects that will fulfill both local and international development targets.
Connect community problems to members. Consider the needs and desires of the members. What issues or problems matter most to them?
Market Demographics Evaluate the demographics of your community to gain an understanding of your Local Organizations potential membership size and partnership/sponsorship potential.
Is there a significant target market in your community? Is there a significant amount of young people who are interested in being actively involved in their community and creating positive change there? What is the percentage of 18- to 40-year-olds who are willing and able to join JCI? Potential sponsors and partners: what are the companies and organizations within the community who could potentially sponsor or partner with your JCI organization?
SWOT Analysis Make a quick overview of your organizations current position, both internally (as an organization) and externally (in the community). This may be done in a strategic planning session outside of the marketing plan. Strengths - Internal strengths of your organization Weaknesses - Internal weaknesses of your organization Opportunities - External (community/environment) opportunities that your organization may benefit from taking advantage of. Threats - External threats to your organizations success
Competition It is important to consider the competition when developing strategies to reach and attract members so you understand the choices your members face. What other organizations do young people join in your community? What makes JCI unique in your community? What other ways do young people spend their time in your community? Knowing the unique selling points of JCI will help you outshine the competition. Other JCI organizations Cities with a population of 100,000 or more can support more than one JCI Local Organization. If this is the case, make sure you communicate well with the other Local Organizations so that you do not compete for the same target market or focus on the same community problems for your projects. Seek ways that your organization can provide opportunities that are unique from the other and find your own niche. Other membership organizations Young people especially young active citizens are often involved in many organizations. Large cities may have many community and professional organizations in the same communities as JCI. Be aware of the other organizations that organize similar types of events and projects and consider how to differentiate your organization from them.
Other activities In todays world, a young person not only has countless opportunities to get involved in the community, but also has many ways to spend their time with other young adults. Be aware of other activities, such as sports clubs or arts organizations that young people are involved in.
Competitive advantage is the aspects of an organization that set it apart from other organizations in a positive and more valuable manner. Below are some of JCIs selling points that make us unique. After examining the other organizations in your community, you will be able to point out what makes your Local Organization unique on the local level. o Global network - JCI has a strong global network of nearly 200,000 members in over a 100 different countries. 5,000 Local Organizations are united in a global movement, and their local actions echo around the globe. Young Active Citizens - a means through which members can work together towards societies shared goals. Active Citizenship is the spirit that links all JCI members: a sense of social responsibility and the initiative to take action and work together to create a better future for all. Sustainable positive change by creating targeted, sustainable solutions to community problems, JCI creates positive change that will continue to have a positive impact for years to come. Solid principles JCI members demonstrate their principles in everything they do. Their sense of responsibility to humanity, optimism for the future and ownership of their world form a code of conduct they live by.
Marketing Strategy
Mission and Vision The Mission and Vision are behind everything JCI members seek to accomplish. Keep it at the forefront of all your projects, including the marketing plan. The Mission is the purpose of the organization and the Vision is what you would like to accomplish in the future. Goals Clearly defining your goals and how you will accomplish them outlines a clear path for your Local Organization to follow. Below is a list of general goals that are applicable to every organization. Add your own, more-specific goals, as well. This list is to get you started. Further JCI Mission and Vision. The Mission and Vision lay the foundation of every JCI Local and National Organization and guide everything we do. Attract Members. Marketing draws attention to your organization and helps to recruit new members. Keep Current Members. Through your publication efforts, you can seek to maintain the involvement and interest of members in what your organization is doing. Refer to Section 4: Internal Communications Mission: To provide development opportunities that empower young people to create positive change. Vision: To be the leading global network of young active citizens.
Community Profile. Maintaining a positive image in the community will help attract partners as well as earn support for your projects and attract new members. For more information, refer to Section 5: External Communications. Attract Sponsors and Partners. Focus on creating partnerships rather than sponsorships from local corporations or companies. An ongoing and mutually beneficial relationship will be much more valuable in the long term than a one-time donation. Communicate the value that JCI offers. Present the change and impact that JCI has had on the community. Continue communication to create a strong, ongoing partnership. For more information, refer to Section 5: External Communications. Receive Support and Recognition o Projects. Share your projects and get great ideas from other Local Organizations around the world at the Project Gallery on www.jci.cc. You can also enter your project into the JCI Awards Program as a great way to gain recognition of your projects. JCI World Headquarters News Stories. Many articles feature past award winning projects, which is another reason to submit all your projects to the awards program. Being featured on the JCI website is a way to promote your organization within JCI and to JCIs partners. Your Voice: This online forum allows you to share your stories and projects with JCI World Headquarters. JCI News reviews all the entries and often writes featured news stories based upon the projects that members write about. Visit www.jci.cc/yourvoice. Other Local and National Organizations. Collaborations and twinnings with other JCI organizations is a way to share ideas, exchange cultures and support each others projects and events. Local Leaders Forum or Project Networking Event. Some Area Conferences hold events for Local Organizations within their Area to gather and discuss local projects. It is a great way to meet other Local Organizations who share similar community goals and could offer an opportunity to work together to create positive change across borders. JCI World Headquarters. The JCI World Headquarters offers many tools and resources to support National and Local Organizations, including free websites, logos, letterhead templates, business card templates, guides, etc. Email marketing@jci.cc for more information.
Target Market Because we dont have unlimited resources to target everyone, we must narrow our focus and decide who our marketing efforts will be aimed towards. Who holds an interest in your organization? Who will be directly affected by your marketing efforts? Each of the six market segments listed here will have different needs that you will have to address and fulfill. Potential Members Fit JCI ideology and principles - Mission, Vision, and Values Want to make a difference young people who currently or in the past have volunteered for other charities or organizations. Want to grow and improve people constantly looking for personal improvement, for new experiences and for new knowledge
Potential leadership individuals who are interested in leadership or are always at the front line on community issues. Has the time and desire to be an active member young people who are involved in volunteer activities, cultural clubs, sports or other organizations
Needs: What does your organization have to interest them? Look at the purpose (goals and objectives) of your Local Organization and decide what development opportunities that empower young people you have to offer Fulfillment of needs: Clearly communicate the JCI Mission, what makes your organization unique, the shared values of members, the projects and programs, the development and leadership opportunities available, and the opportunities to contribute and be recognized in the community. Needs: How will the partner benefit from their partnership with you? Clearly express the value JCI offers to a potential partner. Fulfillment of needs: Connecting the value of JCI to the potential partner can occur through focusing projects on issues that are mutually important to JCI and their company. Think in terms of what value your Local Organization offers to the potential partner as a network of young active citizens. Well-known brands can bring respect and community support to your organization. For more information, refer to Section 5: External Communications.
Potential Sponsors or Partners o o
Current Members o o Needs: to feel motivated to participate and take action. They need to feel that they are making a contribution or impact and that their opinions are valued. Fulfillment of needs: constantly assess what problems in the community matter most to your members. By addressing the problems that your members care about most, you are securing their support and involvement in the projects. Needs: they should feel recognized and derive value from the partnership with your Local Organization. Fulfillment of needs: Successful partnerships require continual investment. What are they getting from the partnership? Keep them engaged and well informed about all your projects that apply to the partnership. Use your partners logos when you can, and thank them publicly by mentioning them in Web articles. For more information, refer to Section 5: External Communications. Needs: The communitys needs should already be clear based upon your work in the Situational Analysis section of this plan, Market Needs. They need to understand why youre focusing on particular problems as well as the importance of the work of your Local Organization. Fulfillment of needs: The community needs to know that they are greatly affected by your projects and the sustainable positive impact they create. The
Current Partners and Sponsors o o
The Community o
means by which you fulfill this need is through Public Relations (PR). For more information, refer to Section 5: External Communications. Alumni o Needs: The alumnis needs may vary depending on the individual. Many alumni want to continue to hear about the positive impact JCI has on the community. Some wish to continue to contribute. They want their past involvement to continue to reflect positively on them. Fulfillment of needs: Keep an e-mail list and updated contact information for all the alumni of your organization. Keep them informed about the projects youre working on and your successes. For alumni that are interested in continuing to support your organization, provide information on constructive ways they can give back, whether with time or money. For alumni that have made an outstanding contribution to the Local Organization, consider honoring them with a senatorship.
Marketing Mix
While you may have heard of the four Ps (product, placement, price and promotion), they are applied differently in nonprofit organizations than businesses. In this section learn how they relate to the nonprofit world, and specifically to JCI. Product: what your Local Organization offers, both tangible and intangible. Mission, Vision and Values: the Mission, Vision and Values unite all members in JCI around the world. o o o Shared purpose: To provide development opportunities that empower young people to create positive change. Creating positive change the result of accomplishing the Mission Shared set of values and principles A shared sense of empowerment, social responsibility, and desire to constantly seek improvement, etc. Taking action Active engagement in the community through the projects and the work that advances the Mission Development and leadership opportunities to improve yourself and your community Team building and networking with other young active citizens who share your world perspective and attitudes Satisfaction of making a difference in your community Skills that are applicable to other areas of life Tangible products that members benefit from Not a core product, but important to create the JCI experience
The JCI Experience: takes many forms and has countless results o o o o o
Training and Events o o
Placement: where members and the community can receive the product the JCI experience, the Mission, Vision, Values and projects. Consider physical location in your
local community as well as the locations of JCIs Local Organizations that form our international network. o Locations Meetings - The times and location choice of your organization should be convenient for all your current and potential members so that you can include everyone and conduct productive meetings. Events Choose locations that are attractive and easily accessible to your target market, which may differ depending on the nature of the event (current and potential members, current and potential partners, the community, and alumni) Project sites Choose sites based on relevance and logistics. Consider locations that will be highly visible to your target audiences, reflect well on your organization and promote the positive impact. The impact and initiatives of Local Organizations are connected through their National Organization and globally to all JCI organizations. By uniting together in JCI, we create a powerful network that covers the globe, enabling the fulfillment of the JCI Mission. In order to fulfill our mission, we have the obligation to offer the JCI experience to those who can benefit from it and extend our grassroots reach. Consider if there is a neighboring area or region where the JCI Mission and experience is not currently available. Your National Organization can help you extend into nearby areas.
Grassroots Network An international network with a local focus
Price: how much you charge for your tangible products (dues, events, merchandise, etc.), o o Consider the value perception of members, the organizational norms, the community and the culture. Considering the budget of your organization: What costs do you need to cover? What other income sources do you have? What does your Local Organization pay to the National Organization per member? Time, like money, is something valuable that members give to the organization. Some organizations have chosen to run fundraising projects to cover their membership dues to the National Organization.
Promotion: how you tell your audience about your product. Promotion is not just advertising. Promotion should be built into everything that your organization does. From wearing JCI t-shirts while doing projects in the community, to how your members present themselves in public, there are innumerable ways to communicate your organizations message. o Promotion Formatting: To maximize the effectiveness of your promotional materials please refer to Section 1: Messaging and Branding and the appendices. Promotion Implementation: Please refer to Section 4: Internal Communications and Section 5: External Communications to learn the best ways to implement your promotions.
Section 3 Communications Plan
What is a Communications Plan?

With a completed marketing plan in hand (for more information refer to Section 2: Marketing Plan), its time to determine a plan of action for your communications activities. This plan will describe what you want to accomplish with your communications and ways to accomplish these goals. The plan will also examine who you are communicating with, how you can best communicate with them and how to measure the results. (How to Develop a Communications Plan) This section will guide you through the structure and content of the plan. Add additional information to your plan to fit local needs. Its helpful to have a clear plan for all internal and external communications in order to: Focus your action steps Help set communications priorities Help gain support for projects from other members and Board of Directors Think ahead and be pro-active and long-term in communications efforts
MARKETING MANUAL
Current Situation
Where have you been? What do you already have? The first step in your communications plan is to evaluate your history, resources and your environment. 1. Previous communications efforts How has your organization communicated in the past? What worked and what didnt work? Examine old materials (like brochures, your website and newsletters) and communications plans to gain inspiration and ideas. 2. Resources Evaluate the resources you have so that you know what you have to work with. These resources can include the following: Human resources Which individuals will be part of your communications team? What capabilities do they have? How much time can they contribute? Also consider talking with previous communications directors who can provide valuable insight into how to communicate effectively in your Local Organization.
Financial resources Establish your budget for communications efforts, whether it be for printing, design, paper, postage, banners, translation or more. Promotion for a specific project may come out of that projects budget, while recurring publications may have their own line in the local organizations budget. If you want to pursue a more ambitious plan, consider fundraising options to pay for it. Physical resources Take inventory of what you have, from computers and design software all the way to office space. What will you need that you dont have? A computer program to design newsletters? Multiple computers for your team? A JCI website? JCI World Headquarters Resources Take advantage of the marketing and communications resources available on the Marketing and Communications and Corporate Identity sections of the JCI website.
3. Your Environment Evaluate whats going on in the community around you. How do other organizations communicate with their members? Communications move in trends. Stay alert to whats new to learn better ways to communicate with members. Attending local workshops and exchanging ideas with other communications professionals will help you stay informed. In your environmental scan, consider information from a SWOT analysis. Be aware of your environment so that you can assess how your message fits into it. Pay attention to local media, and whats being said about your community. For example, a story about the increase in volunteerism could mean a possible opportunity to talk about how JCI fits in. 4. Stakeholders Consider all the parties who are affected by your communications initiatives, as well as their potential reactions. Possible stakeholders include: Members and former members Potential members Partners and potential partners The community at large The media
Set Goals
Where are we headed? Before beginning any communications outreach, we need to know what were aiming for. Clear goals or objectives help all people involved know what theyre trying to accomplish and unify the team around a clear vision. The goals for the communications plan include: 1. To share the JCI Mission, Vision and Values with all stakeholders 2. To spread the JCI message within the community 3. To communicate a strong and consistent JCI image that is in line with JCIs brand. Determine other more-specific goals as well that are linked to your marketing goals. These might include recruiting and retaining members, obtaining stronger partnerships and getting more media attention. Specific goals will be explored in Section 4: Internal Communications and Section 5: External Communications.
Choose a Strategy
How will we accomplish our goals? With a clear sense of what youre aiming for, now determine how to get there. After you know your goals, strategy shows how you will achieve them. Consider the following: 1. High profile vs. low profile. Do you want to maximize coverage or minimize it? Most JCI communications will be high profile. 2. Proactive vs. reactive. Do you want to go out and push your message or wait for the media to come to you? Most likely, you want to be proactive in telling the world about JCI. 3. Stakeholders. How should you go about reaching them? As many as possible or just key people? What are the best venues to use? This will be determined for each specific project. Make sure your strategy flows directly from your objectives and links to your analysis of stakeholders, resources and the environment. Also, dont confuse strategy and tactics. The purpose of strategy is to look at the big picture. Tactics are action steps that follow from strategy.
Target Audience
Who are you reaching? When considering your target audiences, look to your stakeholders. Be precise, even within subgroups. The media can be broken down into print journalists, radio, TV, bloggers, etc. Even potential members can be divided and subdivided. Know who you want to communicate with so that you can target your communications to them. An e-newsletter might only target members. A press release for a local newspaper might aim for every audience. These audiences can include Members Are they involved or not? What are their ages? Interests? Reasons for joining and reasons for staying? Consider the subgroups of active and inactive members or the Board of Directors Potential Members Young active citizens come from diverse backgrounds. Although JCI is limited to people between the ages of 18 and 40, consider your main subgroups and generations within this age range. Former Members Because of their positive JCI experience, many people wish to remain involved even after they turn 40. These former members are excellent resources for knowledge, history and development opportunities. Partners When a company or organization partners with JCI, they expect to receive value from the relationship. Use your communications to offer value to partners by keeping them informed of your activities so they continue to feel connected to JCI. When they partner with you, include their name and information in your publications. Show your organizations dedication to the partnership by maintaining your end of the agreement and going beyond your commitments.
Potential Partners Building JCIs brand in your community will help to attract partners. Companies will be more likely to partner with you if your organization is well-known and respected. The Community at Large The community supports a JCI Local Organization, judges it, and provides members and partners. This is who a Local Organization seeks to serve. Media Media ranges from print to television or radio and the Internet. Each form of media has different rules and needs to be approached in a different way. Building relationships with journalists, bloggers and television and radio producers will prove helpful in learning the rules and in gaining publicity.
As youre creating documents, its possible to target several audiences at the same time. A brochure may be targeted at potential members, but it can also be used for new members or potential partners who dont know much about JCI. A newsletter might be aimed at members but will likely be read by nonmembers and could potentially attract a new persons interest.
Crafting the Message

What are you trying to say? Crafting the message means creating, designing, and organizing the ideas you wish to deliver in a way that will fit your strategy, get the desired response and meet your goals. The core message of JCI will always remain the same, based on the JCI key messages. But the message of a particular project will be tailored to that specific circumstance and its audience or audiences. 1. Keep your message simple. Whether announcing an event or simply trying to get the word out about JCI, stick to the basics. Be able to summarize what youre trying to say in two sentences: This is my message. And this is why you care. 2. Find a context. People care about things that apply to their lives. As a communicator, you can help this process by showing context. Talking about malaria is far more effective when we can show how it affects people around the world and how members can get involved with JCI Nothing But Nets. 3. Based on JCIs core identity the key messages Everything a JCI organization produces reflects back on the Local and National Organizations, as well as JCI as a whole. As you produce any communication material, think about what it says about your organization. Does your newsletter layout suggest an organization of young people creating positive change? Does the language of your press releases point toward a global network? Take the opportunity to include important concepts of the JCI image in everything you write down to the shortest e-mail. Consider this example: Before: By partnering with the UN, members can better serve their communities. After: Through our long-standing global partnership with the UN, JCIs network of young active citizens are better equipped to create positive change at the local level. The after example demonstrates four important JCI concepts: global partnership, network of young active citizens, creating positive change and local action. Read more about JCIs key messages in Section 1: Messaging and Branding.
4. Be consistent Above all, be consistent, clear and repetitive to make your message memorable. Be conscious of conflicting messages in your communications. Does your written text say one thing while your photographs suggest something else?
Tactics
How will you take action on your message? As a communicator, you have several tactics or action steps available to communicate with various audiences. The key is to figure out the best way to get your message to each audience at the right time and place. These tactics are explored more in-depth in Section 4: Internal Communications and Section 5: External Communications: 1. Internal Communications How to inform and inspire members 2. External Communications How to form the JCI image in the community with potential members, partners and potential partners, the media, as well as the community at large.
Section 4 Internal Communications
What is Internal Communications?

JCI would not exist without the 200,000 dedicated young active citizens who are members around the world. Internal communications focuses on communicating both with current and former members. After laying out the communications plan in Section 3, this section details the tactics to approach internal communications. Add additional information to your plan to fit local needs.
MARKETING MANUAL
Target Audience
In internal communications, the target audiences include current members and former members. Current members Do these members actively participate or not? What age range do they fall into? What are their occupations? Interests? Hobbies? Knowing your members will help you communicate with them. Keep in mind the different subgroups: active, inactive, the Board of Directors, etc. Former members Because of their positive JCI experience, many people wish to remain involved even after they turn 40. These former members are excellent resources for knowledge, resources, history and development opportunities.
Goals and Objectives

For internal communications, the goals focus mainly on communicating with members and former members. And as with all JCI communications, the goal at the forefront is to further the JCI Mission, Vision and Values. Internal communications goals can include: 1. To further the JCI Mission, Vision and Values 2. To keep members up to date on JCI activities at the local, national and international levels 3. To inspire members and keep them motivated to be involved 4. To present a clear and consistent image of the JCI Brand, internationally, nationally and locally and reinforce the JCI key messages. Other goals may be added for each individual project, such as raising attendance at an event or increasing participation in a program. Although some goals such
important to have measurable goals as well. This helps you to evaluate your progress after the project is complete. Setting the goal of increasing the number of new members who go to a meeting is less effective than increasing the number of members at a meeting by 15%.
Internal Key Messages and Talking Points

Key messages are words and phrases that represent the core concepts of a brand. They define the organization. They express the purpose and identity of the organization and let all JCI members speak with one voice. JCIs brand and defining key messages are explored indepth in Section 1: Messaging and Branding. While the key messages that represent the identity of the organization remain the same for every audience, JCI also outlines certain key messages specifically targeting JCI internal audiences. Messages for internal audiences will differ from those meant for an external audience because not all topics relevant to members will be appropriate for non-members and vice versa. The internal key messages address issues that must be understood by all members for JCI to be successful and fulfill our commitments. When developing internal talking points for a JCI Local or National Organization, consider the topics that matter most to your organization. Use the JCI international internal talking points as a base on which to add customized messages to talk about topics relevant in your Local Organization. UN MDGs As a Local Organization of young people devoted to creating positive change, JCI (Local Organization Name) has the unique opportunity to address problems through the MDGs as they apply to our own community. Add details about upcoming local projects, how they advance the UN MDGs and create positive change Marketing and branding By effectively and uniformly communicating our Mission and Values, we can encourage like-minded individuals to take action for positive change through JCI (Local Organization Name). Inform members about efforts to improve the image, message and brand of the Local Organization Growth To further the JCI Mission, we need to increase our impact by building our network. If every member of (Local Organization Name) recruits just one friend, colleague or relative, our membership, impact and change we can bring to the world doubles. The difference begins with you and me. Inform members about local recruitment activities, emphasizing the increased impact your organization can create with more people and more fresh ideas
For more information on how to develop compelling key messages for your Local Organizations, read about Brand Messaging in Section 1: Messaging and Branding. Talking Points Talking points are the key messages of a Local Organization prepared as bullet points for use when speaking. Since the key messages express the purpose and goals of an organization, the talking points are a convenient tool to address audiences while maintaining message consistency. Meant to act as guidelines, rather than as a script, talking points offer a framework of how to use key messages in conversation and speeches. When preparing talking points for a specific speech or meeting, start with the key messages and select those that are relevant to the occasion, audience and circumstance. Add in supporting points and examples that support the specific message and context.
No two JCI members will always say something exactly the same way, and this extends to talking points. Read the talking points, and assimilate each idea. Then, when its the moment of the speech, say it in a way that sounds most natural for you. Your talking points should be flexible enough to be adapted for individual speaking styles.
Plan of Action
With a clear idea of your goals, target audience and key messages, create a plan of action for any individual element in your communications plan. (For more information, refer to Section 3: Communications Plan.) This step is essential to carrying out the final communication piece. In your plan of action, you will make decisions about your message and how it will be delivered. Strategically focus your goals with the Mission always in mind. Timeline As you think through the best course of action, consider the right time and right place to reach your target audience. Offer your members timely, engaging and concise information. Plan time for the creation of the materials including research, writing, organizing, editing and layout. The materials you are creating reflect the quality of the organization. Allow time to double-check your facts, proofread and spell check. Incorrect information can damage the perceived reliability of the committee and the organization. In cases of incorrect dates, it can hurt the other members by causing them to miss important events or deadlines. Allow time for design and the selection of appropriate images. A picture speaks a thousand words, and is often the first thing on a page that the viewer looks at. Give it the time and attention it deserves. Refer to Appendix: How to Write Effectively and Communicating with Design and Images for more advice.
Tactics
Internal communications tactics are the means by which you accomplish your strategy and plan of action. The strategy for choosing and executing tactics will be rooted in your communications plan: your goals, target audiences, key messages and understanding of the external environment. For each project, determine your goals, and plan with the target audience in mind. This will guide tactical decisions, from choosing whether to send a newsletter or text message, all the way down to the writing style you use. Print Newsletter Audience o The primary audience will likely be current, local JCI members o Consider that the publication might be passed on to someone external, who may or may not know about JCI Goals o To promote local, national and international events, programs, projects o To keep active members involved and encourage inactive members to come back o Show value of JCI to members, as well as partners, potential partners and the community who may view it o Highlighting the impact JCI is making in the community
o o
Focusing members on the JCI Mission To encourage participation in a specific event by highlighting whats interesting, relevant and innovative about it.
Frequency o Look at your economic and human resources. Determine how often you can afford to create and print the newsletter. o Consider how often your members will realistically read it. Strike a balance between keeping your members informed and overburdening them. People are less likely to read a newsletter that comes out very frequently because it will stop being special. They will get overwhelmed or think, Ill just read the next one.
What to include o Vibrant, active stories that showcase what members are doing in the community o A calendar with upcoming events and opportunities to get involved o Informative articles to exchange ideas about how to run a better Local Organization o Interesting photographs that include color, action and location (For more information refer to Appendix: Communicating with Design and Images. o Easy access to more information: websites, a contact person with an e-mail or phone number o Testimonials or personal stories from members o Information about whats going on in your JCI National Organization and in JCI on the international level Remember o Be consistent. Maintain the same fonts, colors and writing style throughout the newsletter. Check out the JCI Corporate Identity Guidelines (available on the Marketing and Communications section of the JCI website) to make sure you are projecting the JCI image correctly. o Be professional. Proofread your work, and have someone else edit it for you as well to catch any mistakes. o Use strong writing (For more information refer to Appendix: How to Write Effectively), and look at the JCI Style Guide (available on the Marketing and Communications section of the JCI website) to be sure youre using JCI terms correctly. Resources o Check out the Marketing and Communications section of the JCI website for the Local Organization newsletter template, the JCI Be Better Newsletter, JCI Style Guide and Corporate Identity Guidelines.
E-newsletter Audience o The primary audience will likely be current, local JCI members o Look at your email database to check who is signed up. Goals o Alert members of upcoming events and current news o Draw traffic to your website by including links o Motivate members who are inactive or have not attended a meeting recently Frequency
Varies, but consider how likely members are to open e-mail considering the quantity they receive.
What to include o Calendar of events and deadlines o Short blurbs with relevant information o Links to your local, national and international websites Remember o Value. If youre e-news is valuable to members, theyll read it regardless of the frequency within reason. Likewise, if its not valuable to your members, they wont read it even once a year. o Feedback. Seek feedback to make sure what you think matters, actually matters to your members. o Respect privacy. Always offer an unsubscribe option, and respect it. o Brevity. An individual should be able to read your e-newsletter in five minutes or less. If you write concisely, you will be able to convey the main points in that time. o Simplicity. Make it easy to navigate, so members can find the information they want quickly and easily. Resources o Check out the JCI Be Better E-Newsletter from the JCI World Headquarters for ideas and inspiration to build your e-newsletter. Subscribe on the JCI homepage.
Website Planning a website is a huge task because today, a website is a powerful tool with farreaching implications. For the ins and outs of obtaining a JCI website, please refer to Appendix: Web Content Guide. When planning your website, the temptation is often to focus entirely on members. But with the power of search engines, many nonmembers will find your site as well. With this in mind, every element of your site except for a designated Members Only section must be nonmember-friendly. Audience o All stakeholders (See Section 3 Communications Plan) Goals o To provide easily accessible information about JCI that is consistent with the JCI Mission, Vision and Values and JCI brand o To inform and inspire current, new and potential members o To tell the JCI story to all stakeholders. o To promote events, projects and programs Frequency o Must update content on a frequent basis o Pay particular attention to out-of-date content. Nothing says we dont care like an event invitation from 2 years ago What to include o Local, national and international JCI news o Calendar of events, o Separate pages about different local programs and events o Explanation of who JCI is and what your organizations does concisely and in line with the JCI brand. Remember
o o o
Easy navigation. People like websites that are easy to use and where they can find what theyre looking for quickly. Write simply and clearly. See Appendix: Web Content Guide for tips on writing for the Web Keep nonmembers in mind. Eliminate jargon and abbreviations, and include explanatory sections about JCI. For information about getting a JCI website or getting the most out of your website, refer to Appendix: Web Content Guide. Visit the Marketing and Communications section of the JCI website for Corporate Identity Guidelines and the JCI Style Guide.
Resources o
Other Printed Materials Brochures and other print materials are useful for current and former members for informational and inspirational purposes. In the age of technology, receiving something you can hold in your hands adds weight and value to the information. Audience o New member o Current members Goals o o o o The goals depend on the material Educate new members about the organization in general Information about a specific ongoing program Promote event
Frequency o Consider your resources and how they are best allocated, as printing can be expensive o Consider when and if you will reprint it. If the document is intended to last many years, dont include any time-sensitive information or other details that may change What to include o Carefully consider your goals and target audience. Do you want a brochure to inform new members about all that JCI offers? Or do you want a small handout to distribute at an event to raise awareness about the years upcoming events? Your goals and audience will drive your decisions. Remember o Be consistent. Maintain a consistent image and feel among all your publications and website so that when a person sees anything you produce, they know its JCI. Reference the Corporate Identity Guidelines and the key messages for more information. o Consider length. Dont try to accomplish everything with any one piece. A brochure that attempts to both educate new members on the basics of JCI and provide more experienced members with a complete comprehensive history of the organization risks being too overwhelming for the new members as well as very long. Resources o See the Corporate Identity Guidelines and brochure downloads on the Marketing and Communication section of the JCI website
Social Media The Internet used to consist of only viewing content. Now, with social media, Internet users can interact with others and create their own content. Social media are online forums that allow users to post content or messages and interact with one another in addition to viewing others content. The implications of social media are great for communicators. In this medium, communication professionals can talk directly to consumers, clients or in the case of JCI members. And, the members can talk back. Feedback is immediate, which can be very powerful. Audience o Tech-savvy current members o Former members who are connected Goals o o o o o o To keep members involved and keep JCI at the top of their minds Provide timely reminders for events, meetings, etc. Help members feel connected to each other To reach out to members who dont receive other communications collateral. To promote events, programs and the organization To unite the global network as the Internet shrinks the world.
Components o Social networking sites (Facebook, LinkedIn, Orkut, etc), o Blogging and mini-blogging (Wordpress, Blogspot, Twitter) o Multimedia (YouTube, Vimeo, Flikr, Podcasts) o Web/mobile messaging (Text messaging, msn messenger, skype) Frequency o Consider that someone from your audience will be engaged in one of these media at all times, so its tempting to constantly be putting out information. However, make sure to maintain high quality content. Your followers will tune out if they see a pattern of irrelevant or useless information. Establish a pattern of activity that is sustainable over the long term. o Check responses to your posts frequently. Be sure to remove any responses that are inappropriate immediately to maintain credibility. Where to participate o Find out where members and potential members in your area already are. Go where the people are. o Dont overextend. There are many social media sites and more arrive every day. It wont be possible to maintain a presence on every single one. Choose a couple priority venues and focus and maintain consistent communications there. Remember o Present a good image. Once you create a profile on a social networking site, many people will see it. Remember that whatever you post on your profile (or what people post about you) will reflect on JCI if you connect yourself with JCI. For example, if you are a Local President and list several volunteer activities and post several pictures of you having good, clean fun with friends and family, this presents a positive image. o Consider privacy. Some sites allow you to change the privacy settings to control who can view your profile. Consider limiting some of your settings to protect your own privacy.
Section 5 External Communications
What is External Communications?

External audiences are those outside of JCI. We need to reach them to fulfill many organizational goals, both within communications and other areas. Connecting with people outside of the organization will help fulfill our mission, build our brand and profile and increase our impact. To ensure effective communications, create a plan for reaching the external audience before each project, program or event. As explained in Section 3: Communications Plan, you must first evaluate the resources your organization has available, including human, financial and physical resources, as well as preexisting documents. Then define the audience you want to reach, and outline the goals you want to accomplish through the communication. With this information, you can compose a plan of action, and then execute the communication. This section will guide you through the structure and content of an External Communications plan. Add additional information to your plan to fit local needs.
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Target Audience
In any piece of communication, consider the specific audience(s) you aim to reach. Define your audience at the beginning, as it will determine your goals, message, and tactics. Target audiences include: Potential members Individuals ages 18 to 40 who fit JCI Mission, Vision and Values and have the time and desire to be active are part of the public at large. But narrow the field by considering the profile of a potential member in your community. What are their interests? Where can we find them? Research the best way to reach this type of person where they are so you can communicate JCIs Mission and unique opportunities. Partners/Sponsors The sponsor or partner may provide monetary support, in-kind donations or other kinds of cooperation. No matter if you call it a partnership or a sponsorship, the relationship should be mutually beneficial. Communicate clearly how your organization is valuable to them and how your partnership benefits them. Make a longterm plan for communications with this audience, as an ongoing relationship will be more valuable in the long term than a one-time donation.
Community/Media Your organizations projects and accomplishments affect the entire community. Send a clear, simple message and emphasize how your organization impacts the community to build your reputation and image. This audience is often reached through the press and the media.
Goals and Objectives

There are some basic goals that will be a part of every communication effort, as outlined in Section 3: Communications Plan. Form specific and measurable objectives for each communication effort, which are directly connected to the audience that the communication is reaching. This list can help you start your list of goals. Potential members Share the purpose and principles that link JCI members Show how JCI creates positive change in your community Emphasize JCIs unique, positive aspects Offer opportunities to contribute, take action and make an impact Invite them to attend an event or become a member of your Local Organization Partners/Sponsors Find the common ground among their passions, social or economic endeavors, and the JCI Mission. Develop a long term mutually-beneficial relationship. Share the story of how JCI creates positive change in your community. Communicate the value that JCI offers to them as an organization of young active citizens. Fulfill their expectations of the agreement. Community Share the JCI Mission Raise awareness and profile of JCI in the community Create a strong, positive image of JCI Inform them of the positive change JCI has created Portray JCI as valuable to the community Gain support from the community These may vary depending on the occasion and location
External Key Messages and Talking Points

Key messages are words and phrases that represent the core concepts of a brand. They define the organization. They express the purpose and identity of the organization and let all JCI members speak with one voice. JCIs brand and defining key messages are explored indepth in Section 1: Messaging and Branding. While the main key messages that represent the identity of the organization remain the same for every audience, JCI also outlines certain key messages for external audiences. Nonmembers need to know the basics of JCI, or how to become a member, or why JCI is relevant to the community. Avoid speaking of internal issues, like membership growth or branding to those not involved with running and operating the organization. When developing external talking points for a JCI Local or National Organization, put yourself in the shoes of the audience to decide what topics they will find relevant. Use the JCI international external talking points as a base on which to add customized messages that address local projects and issues. Creating sustainable positive change Through active citizenship, JCI (Local
Organization Name) is the instrument and the attitude that equips young people to face the greatest issues challenging our community and create positive change. Add examples of successful local projects and how they have made a difference in the problems of that community Community involvement The future belongs to young people, and JCI (Local Organization Name) believes we must take action within our own community to create the change we wish to see in the world. Add specific examples about how your members have made the change they wish to see in their own community Join JCI Our community faces many challenges and it is up to like-minded, young active citizens to create a positive change to improve themselves and the world around them. Get involved in your community by joining JCI (Local Organization Name). Together, we can make a greater impact. Add quotes or testimonials from members about how JCI has empowered them to make an impact they otherwise couldnt have made, and grown as individuals in the process. Partnering with JCI By partnering with JCI (Local Organization Name), your company or organization can tap into a network of young active citizens engaged in improving their community. Add information about upcoming projects your Local Organization is conducting and how they might benefit from partnering with you.
Talking Points Talking points are the key messages prepared as bullet points for use when speaking. Since the key messages express the purpose and goals of an organization, the talking points are a convenient tool to address audiences while maintaining message consistency. Meant to act as guidelines, rather than as a script, talking points offer a framework of how to use key messages in conversation and speeches. When preparing talking points for a specific speech or meeting, start by selecting the key messages that are relevant to the occasion, audience and circumstance. Add in supporting points and examples that support the specific context. No two JCI members will always say something exactly the same way, and this extends to talking points. Read the talking points, and assimilate each idea. Practice saying the key words and phrases out loud many times so they feel natural. Then, in the moment of the speech or interview, phrase your statements in a way that sounds natural for you. With external audiences, authenticity and passion in the delivery of the message is as important as the message itself. Because the external partner may not know you well, you must build credibility and believability through your natural and confident delivery. For more information on how to be consistent in key messages for your local external audiences, read Section 1: Messaging and Branding. To read more about how to use talking points when talking with members of the media, read the Appendix II: Media Relations. Bridging Whether preparing for an interview, a speech or just a conversation, you know you will be receiving questions. You may receive questions that are off topic, or you may be challenged on the assertions you make. Bridging is the tactic of linking any question or topic back to the key talking points. This practice is called bridging because you are able to connect the topic of the question back to a key message like a bridge connects roads. With familiarity, you will be able to find a relation between almost any topic and the JCI talking points. Here are the steps to bridge successfully:
1. Acknowledge the topic of the question. If you completely ignore the question and simply begin talking about something else, the audience will notice and it will reduce your credibility. The questioner may continue to push the issue if you fail to acknowledge it in any way. 2. Tell the truth In the case that you dont know about an issue in question, or if JCI is not involved in a particular issue, acknowledge that. JCI members are young active citizens, but we are not experts on every topic. 3. Find an aspect of the question that relates to a point you wish to make. The more familiar you are with the key messages, the easier it will be. Also, you may want to research topics your audience/interviewer are likely to ask about. This allows you to consider them in advance and find an element to connect back to the talking points. 4. Deliver your talking point in relation to that aspect. The example below shows an imaginary question about an issue the speaker is not very familiar with and JCI is not involved in: Q: What is JCI doing about the monster attacks that have killed citizens in Atlantis? A: Our condolences go out to those who have suffered from the attacks in Atlantis. [Acknowledges the topic] JCI is not currently involved in the efforts to combat the Atlantis monsters, as we are not equipped in that field. [Tells the truth about not being involved] However, JCI is working to combat another killer. Malaria kills a child every 30 seconds, and our members are involved in JCI Nothing But Nets, a global campaign to fight the disease. [Relates an aspect of the topic to a talking point] Through JCIs international partnership with the UN Foundation, our Local Organization aims to contribute 300 insecticide-treated bed nets to protect children in Africa. The $10 nets prevent the malaria-carrying mosquitoes from biting, which keeps the children healthy. We will be holding a fundraiser next Wednesday, and we invite everyone to join us. [Delivers local talking point] Practice guiding the conversation back to your talking points with fellow JCI members before engaging with journalists. Some interviewers may become aggressive or to try to trick you with gotcha questions. Simply stay calm, positive and firm in the points you wish to make. Always maintain a positive attitude.
Plan of Action
Once the audience and goals are outlined, form a plan of action. This step is essential to carrying out the final communication. The plan of action serves as a period within the process when decisions are made about the message itself and how the message will be delivered. Strategically focus your decisions on the goals and desired outcome of the communication. To achieve the greatest effect in communication, select the right person, the right place and the right time. Consider each of these components in your plan of action. Right Person Your target audience, covered earlier in this section, determines the right people. For some external audiences, you will have to reach them through a media venue that is not under your control. Find the right person to help deliver your message to the right audience. Use your network
Most people join JCI because someone they know invited them. When looking to bring the JCI message to potential members, start by communicating with people you already know. Most partnerships and sponsorships are made through personal contacts. If you dont know the person in charge, have someone you do know set up an introduction or a meeting for you with the right person. You wont be able to carry out your plan if you cant get past the receptionist. Journalists use people in their network to research their stories. Build relationships with people in the media who can help place your message in front of a wide community audience. Potential members are young people who want to improve themselves and their community, are willing to give back and have time and desire to be involved. Research other organizations in your community that bring involved young people together. Is there a community fair or event that active young people attend? Is there a collaborative group of young professional or nonprofit organizations in your city? Research potential partners that share common ideas between their passions, social or economic endeavors, and the JCI Mission. Find out if companies have published policies or programs regarding donations. For the press, seek a reporter or editor who covers topics related to the event/project you are promoting. Research which media outlets would be most likely to cover the type of information you have.
Research o
Right Place Place refers to the geographical location, as well as the outlet chosen to deliver the communication. Deliver the information to the audience where they are. Consider the geographical area where your message will be most relevant. Can you narrow your audience to a single neighborhood? Is your story related to people in a certain region? All forms of media are targeted to a specific area and/or demographic of people. Research media outlets and work with those that can reach the desired audience. Some examples of media outlets are: Newspapers/Magazines: Local newspapers and magazines will provide specific information about their readers and distribution locations. Seek to get a story or interview published in outlets where your information will directly impact that audience in that area. Television: While its more challenging to get TV coverage, targeting your biggest events at local news or talk shows can help to get attention. News stories and/or interviews broadcast on the local news can get your message out to the community on a broad scale. See Appendix: Media Relations for more information on handling the media. Radio: Find the local radio shows that target young people or feature community guests. Send your information to those that produce the programming. An interview on a local radio station can reach a wide audience. Internet: Your website is a reference source for both members and non-members. Whether a journalist is doing research or a sponsor is seeking information about your organization, your website needs to not only be user-friendly, but non-memberfriendly. Also, research other websites where people could get information about you. Bring your information to where the people already are on social networking sites,
community calendars, nonprofit directories and blogs. Make sure that all references to your organization on 3rd party websites are accurate. Presentation: Presentations are personal and can be uniquely tailored to the situation. Find out what space and equipment will be available to prepare a PowerPoint presentation, visual aids or interactive segments before meetings with potential members and partners. Fairs and Forums: Local universities, chambers of commerce and other organizations often hold fairs or forums to bring together the community. Events like these are a cost-effective way to present your message face-to-face with your target audience.
Right Time In your plan of action, consider the timing of the message or event you are promoting. Potential members: Consider the season, schedule and habits of young people. When are they most likely to get involved in an organization? If you are targeting students, consider when are final exams? When are the major holidays? Send your message when your audience will be available to receive it. Sponsors: Many large companies have a budget allocated for donations each year. More funds will be available at the beginning than the end. When do they begin accepting proposals? Is there a cut-off date? Also consider the business they are in. Do they have a busy season or a busy time of day? When will be most convenient for them to meet with you to discuss a partnership? Do any of your projects correspond to their seasonal promotions? Media/Community: Research what else is happening in the local community. Avoid scheduling JCI events competing with other big events, like sports matches or festivals. During a time of heavy local news the medias space may be filled, but low news cycles may prove opportunities to get coverage. Think about if your message relates to a timely theme. Creating a link between your story and an issue or event that the community is concerned about at the moment will make your story much more appealing. Story + Today = NEWS
Craft the Message

Crafting the message means creating, designing, and organizing the ideas you wish to deliver in a way that will fit your strategy, get the desired response and meet your goals. In addition to the basics of messaging described in Section 3: Communications Plan, consider the unique needs of the external audiences. Relevance Think about what your audience is interested in hearing, not solely what you aim to deliver. Engage them by showing how the story or local organization fits into their lives. Frame the story in the context of bigger issues, ideas or current events. Portray JCI as valuable to them and the community. Interest Catch the interest of your audience by delivering the information they want in a unique or creative way. Tell stories, paint a picture with your words, and give specific examples. Provide a compelling hook that draws them in with a surprising, unique, personal or emotional story. Use simple, jargon-free language. When you browse a website or newspaper, which stories grab your attention first? When journalists are
the link between you and the community, give them what they need. refer to Appendix: Media Relations. Authenticity Stay true to your identity and the JCI Mission. While tailoring the message to the audience, dont change the core brand messages. External audiences have fewer interactions with JCI than members, and have a less solid idea of JCI in their minds. Consistency through all communications builds a credible image. Then when and if they decide to engage with JCI, the descriptions should be proven true. For potential partners, sharing the true story of how JCI creates positive change will demonstrate the value that JCI offers to them as an organization of young active citizens.
Tactics
Tactics include the various outputs of your communication. Most of the suggested tactics are tied to public relations. E-mails and Courtesy notes When it comes to partners, make an ongoing effort to keep them engaged and up-to-date. If you are just beginning the relationship, you must do your work to follow up after meetings and keep the communication going. If this is a current partner, keep them informed and involved. For example, depending on the situation, you may want to invite a representative or group of representatives to come and participate. Follow up by informing the partner about the outcome of the project they donated resources for, or simply let the partner know what you are doing now. Keeping the relationship going is beneficial for both parties. For JCI, an ongoing relationship means you have continuing support. For the partner, the relationship presents an aspect of trust and familiarity. Being the partner to a nonprofit organization that is making positive changes in their community is a powerful image for that company. E-mails, or other communication for following up with a potential partner, potential member or journalists, are your responsibility. Follow-ups are essential, because they keep a twoway communication going. The e-mail should always: Be professional Be as concise as possible Provide the essential information for the recipient
For more detailed information about how to write on the Web refer to Appendix: Web Content Guide. Press Release A press release is a written statement distributed to the media. It is an accepted form of communication between the institution and the reporter. It is an opportunity to transmit facts and point-of-view. Press releases can announce a range of JCI-related activities: scheduled events, community projects, awards, member achievements, etc. A straight recitation of facts and statistics does not tell a story. Good press releases use facts, statistics and quotes to tell a story and present and validate a point of view. Once appeal has been generated, the press release is ready to be sent out to the selected media outlets. It is best to have specific contacts to send the press release to, as it increases the chances it will be read and well received. Once the press release has been sent out,
follow up. Contact each media outlet, and make sure that the press release was received, and ask if they have any questions. Remind them of your contact information. A press release must appear professional to the journalists. Using JCI Letterhead is one way to make it instantly look more professional. You can download JCI letterhead template for your National or Local Organization from the Corporate Identity downloads section of the JCI website. For more detailed information about how to write a press release refer to Appendix: Media Relations. Press Kit A press kit is an invaluable tool either to give to journalists or other nonmembers who need a lot of information in one place. It can be useful to print journalists, which include newspapers and magazines, broadcast journalists, including radio and television broadcast, and are especially useful during press conferences. Remember that the tools created for the kit are also good informational tools to use in other situations. The press kit should include Background information about JCI and your Local Organization, including the JCI Mission and Vision, number of members and a biography of the Local President. Take advantage of the tools that the JCI World Headquarters already provides, such as information about the organization. A press release if the press kit is being distributed for a specific occasions, such as press conferences. Refer to Appendix: Media Relations for more information. Statements by press conference speakers on your letterhead with contact details, if being used in a press conference. Additional press contacts on the issues. The press kit is intended to create interest, so providing information to follow up on certain issues is key to cultivating the relationship. Endorsements from experts and other organizations.
Interviewing Interviews can be an effective way to spread your message through local television and radio. Press kits can be used to send newsworthy information to journalists. The main purpose of the press kit is to get your foot in the door. Once youve made contact with the media outlet and theyve shown interest, an interview can be a great way to get your message out. During the interview, keep in mind a few objectives: maintain professional composure under pressure; communicate clear, concise, positive messages; sell your message, yourself, and the organization; and communicate competence and confidence. In an interview the little things count. The audience has formulated an opinion of you after seven seconds of interaction. In order to gain the trust of the audience, present a professional and credible image. First and foremost, be well-groomed and appropriately dressed to ensure that your message is well received. For more detailed information about preparing for and conducting an interview refer to Appendix: Media Relations. Advertising
Advertisements are space or time for promotion in a media outlet that is paid for, including print advertisements, web ads and commercials. Advertising can be expensive and the costs and impact should be very carefully researched. Postings on community websites or small ads in small local publications may be within financial reach, however large ads in major print media, and radio and television commercials can be extremely expensive just to purchase the space or time, not including the cost of producing the ad. The viewers will judge your advertisement against the standard of the other advertisements commonly seen in that media. Large companies routinely spend many hundreds of thousands of dollars and employ teams of experts to create TV and magazine ads. An advertisement that does not equal the quality of the advertisements around it can have the negative effect of making the organization look unprofessional or subpar. If the decision is made to invest in a high-profile advertisement, time, money and expertise should be invested in the concept, writing and design of the advertisement to ensure it portrays an effective message and is produced professionally. It is possible to obtain in-kind donations of advertising space from media outlets as a sponsorship. Before negotiating, consider the costs of creating the ads to fill the spaces. Articles or news coverage of JCI events may be more appropriate. For certain open events, small ads or bulletins targeted to websites and small local newspapers may help you reach a wide audience. Do in-depth research into the outlets demographics, schedules and deadlines before selecting this option. Websites Websites are a great communication tool to use with your JCI members. However it is important to remember that members are not the only people who will use your website. Your website, along with other contact information, will be on every press release you send out. Give out your website as reference to both journalists and the community. Because of this there are some things to keep in mind when editing and maintaining your website: Navigation: Make sure that the website is easy to navigate. Information must be easy to find and flow logically. Wording: Do not use jargon. Unfamiliar terms may be intimidating and frustrating for an outsider looking for information on your website. Content: The website may be used by non-members primarily as a way to get more information about your organization. Dont only provide information solely useful for members. Provide basic information about JCI and your National/Local Organization, and make it easy to find.
For more detailed information about making your website the most efficient and helpful as possible refer to Appendix: Media Relations. Signage Every material that is produced for an event, has the JCI logo, or refers to JCI is communicating something with the people who see it. Banners, flags, clothing and pins are all examples of materials that have the JCI name and logo on them. Always keep in mind what each thing is saying by itself and grouped with the rest of the environment. Consider where photos will be taken so the JCI logo will appear in them. A wrinkled JCI shirt, a JCI flag with a distorted logo and a sign at a JCI event that doesnt have the logo would create an unprofessional impression for anyone who sees them.
For more detailed information about the importance of creating a consistent positive impression of the organization, refer to Section 1: Messaging and Branding. Creative Marketing Sometimes the best way to get your message out is to think outside of the box. The ultimate goal of communications is to create a lasting, positive image of JCI. Following are some creative ideas that have worked for other JCI organizations to get attention and get their message out. In 2009, JCI Hungary organized a dance contest via YouTube.com to promote the 2009 JCI European Area Conference. The fresh idea inspired interest and interactive participation by JCI members around the world even before the event. During a project working towards the acceleration of the agriculture and food industry in their community, JCI Asahikawa (Japan) gained media attention by recreating the famous outdoor market in Paris. The uniqueness of the market attracted the media and people from around the country to come and visit, contributing to the projects success. JCI Mongolia participated in a climb to the peak of Tsetsee Gun mountain with Mongolian President of Nambar Enkhbayar to discuss and draw attention to the topics of active citizenship and climate change.
Appendix I How to Write Well
Every communication your JCI Local Organization sends out can stand out with strong writing. Here are some tips to make your publication shine. Use Correct Grammar and Punctuation Every communication an organization produces sends a message about that organization. Spelling errors, incorrect grammar and confusing punctuation make a document and the organization look unprofessional.
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Look for common grammatical errors such as subjectverb agreement, incorrect pronoun reference or mixing up theyre and their or its and its. For help, get a media writing book or grammar book to refresh your knowledge. Also, learn your weaknesses. If you know your knowledge of commas is lacking, pay attention when youre writing so that you can use your reference materials when you have a question about commas.
Use your spell-check function on your word processor, but also know that this useful tool will not catch every mistake. Your can be spelled correctly and still be used incorrectly, if the sentence requires youre. Thoroughly proofread your work. Read over your writing two or three times to make sure the piece is logical, easy to follow and void of grammatical errors. Ask another person to check over your work. Multiple editors provide another way to catch mistakes and gain suggestions or constructive criticism about your writing. Utilize the knowledge and opinions of others to give your writing wider appeal and approval. Be Brief If you can say something in six words instead of 10 do it. Make your writing as short as possible without sacrificing meaning so your text isnt weighed down by unnecessary words. Example Before: Now more than ever, JCI as an organization is giving the opportunity to young people who are citizens of the community to get involved and help make an impact in the community in a positive way through participation in a JCI Local Organization where they will work with other young people like them who share their goal of helping create an impact in the community. (65 words) After: JCI enables like-minded young citizens to work together to create a positive impact in the community. (16 words)
Be Organized To organize your thoughts into a cohesive piece of writing, start with a plan. Focus on the most important message you need to convey and make sure your writing serves that purpose. Organization in writing includes how the sentences and paragraphs are written. Be consistent and focused so you guide the reader through the piece without confusion. If the piece does not provide the readers with information in an orderly manner, they will quickly lose interest or become confused. Do not make the readers search for what they need, make it easy for them to be informed. Be Clear Avoid jargon and abbreviations that are unclear to nonmembers of JCI. This is also in line with the 2008 Strategic Planning Committee recommendations to make JCI more marketable to outside entities. To aid in this, have a friend who doesnt know about JCI read your material when it is finished to make sure they understand all the terms you use. Be Accurate Fact mistakes are an automatic disturbance for the reader. More importantly, incorrect information discredits the author, as well as the organization. These errors are inexcusable. The message itself is the most important part of the writing process. The content is the reason for communication. A name spelled incorrectly or an inaccurate fact can destroy the credibility of every other piece of communication by the organization. Make sure the topic you are writing about is thoroughly researched and is also consistent with any previous publications. Fact checking can be important when telling members about an upcoming event or when writing a news story. Also, when writing about a member or someone involved with JCI, make sure your quotes and personal information are accurate. Establishing a trust with your audience, whether that be internal or external, is an integral part of your organizations success and sustainability.
Appendix II Media Relations
Today, people spend more time with media than anything elseexcept breathing. To reach wide audiences, like the community, we need to leverage the media.
Getting Media Attention

Capturing the attention of the media is a necessary first step. The story you present must be captivating, relevant and of substance. Luckily for JCI members, the many projects that are completed by Local Organizations impact the community and involve many people, which is a good starting place. Connecting the people and the project to current issues can help gain attention. More than a good story is required to get media attention. The story must also be time sensitive. Timing is very important when evaluating the relevance of a story: When did this story occur? What is the timeline of the project? What is going on in the community? The bottom line is that the story must be relevant today to be news. Checklist for a good news story If you understand that the media are looking for stories that fit exactly these qualities, it will be easier for you to package your messages so the goals of your organization and the press can both be met. In general, reporters look for stories that meet the following qualities. The more, the better: Timely information Make sure your information is of current interest to the public. Local interest Be sure that the story you are telling matters to the audience of the newspaper, radio or television station. Localize the story you are telling to increase its meaning and significance to the audience. Human interest Seek out the inherent emotional element in your story or the universal truth your story can tell to move your audience. Conflict Reporters are eager to cover stories where there is inherent conflict, or two different forces pitted against one another.
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Celebrity For better or worse, the public has a certain fascination with people and things that are famous. Never underestimate the compelling power of celebrities. Uniqueness Emphasize any quality in your story that marks it as unusual or out of the ordinary. Credibility Reporters are especially concerned about the credibility of the sources they rely on for story ideas. Make sure that your information is absolutely accurate and that independent sources will verify any questionable details.
Strong evidence Simple facts are not interesting on their own. You must convince the audience that you are credible and your message is important. Strong evidence can be incredibly compelling, and is much more effective than general ideas and simple facts. Some examples of strong evidence are as follows: Examples Analogies Testimonials Statistics Visual documents (e.g. photos)
Press Release
Writing a good press release takes time, thought and planning. Except when you need to react quickly to breaking news, give yourself days to organize your thoughts and research, write and rewrite your draft release, show it to your colleagues, then rewrite and revise it. Grab the reader The lead is the first sentence is an extremely important part of the press release. It should grab the readers attention and says who, what, when, where, why, and how. Then fill in the next one to two sentences to expand the lead. The press release headline should be brief, clear and to the point. Communicate clear, concise facts Consider the general questions that a reader will want to know the answer to. Answer the following questions: Who: The subject of the storyyour Local or National Organization, a person, an event or activity, or whoever is responsible for the story. What: The news that the media must know about. Where: If it is a press conference or event, where is it going to take place? Be specific about the location. You may want to include a map with directions. When: When will it take place? The date, day of the week and specific time must be clear. Why: Why this story is relevant.
Include JCI Background Information
When a journalist picks up your press release for a story, he/she would logically have to mention JCI in the news article. This also provides an excellent way to spread information about JCIs Mission and Vision and get the word out about our organization. Use a paragraph or two to describe JCI, its major programs and Mission. At the end of this section, point to the JCI website. Give contact information If your press release is really newsworthy, journalists will want more information or will want to interview key people associated with it. If you are comfortable with the idea of letting your key people being directly contacted by media, you can provide their contact details on the press release page itself. The contact details must be limited and specific only to the current press release: National or Local Organization name The current public relations persons name Office Address Telephone and FAX Numbers with proper country/city codes and extension numbers Mobile phone number (optional) Timings of availability E-mail addresses Website address
Signal the end Once you have concluded the press release, end with three # symbols (###), centered directly underneath the last line. This is a journalistic standard to signal the end of the press release.
Press Conferences
A press conference is meant to be a venue to get important information out to the media. Speaker(s). Determine who will speak at the press conference. It may be one individual or a panel. Assign someone not in the panel to be the moderator. This person will handle the question-and-answer session of the conference. Time and Day: The best time to hold a press conference is mid-day during the workweek. Journalists are less likely to show up later in the day. Announce the Press Conference Prepare and send out a press release to all area media outlets prior to the date. Follow the press release guidelines above to ensure the release will be noticed and heeded. Include enough information to entice them, but not so much that they dont need to attend to get the story. Preparation All the panelists who will speak at the press conference should prepare for the event as if it were an interview. They should all have up-to-date talking points and rehearse bridging from a question topic back to the talking points. See the section below, Interviews, to learn more about preparation. Consider if the room is large enough to need a microphone for the panelists and/or the audience members. Media Kit A media kit should be prepared and given to each journalist when they arrive. It should contain background information about the organization, biographies of those who will be speaking, and information about the specific topic to be discussed at the press conference.
Program The opening comments should be brief approximately five to seven minutes is ideal. To keep these remarks brief and minimize confusions, there should only be one or two people delivering the introductory message. After the opening comments are made, the audience can be invited to give questions, which the moderator should facilitate. Follow-up Press Release Prepare and send out a press release after the press conference. Make sure to send the press release to all of the media outlets that were unable to make it to the conference. Remember that getting out the information is the main goal of the press conference, so this is an incredibly important step. Include quotes and other information given out at the conference.
Interviews
Responding to Interview Requests 1. Determine your audience: Find out exactly which newspaper, radio or TV program the journalist is calling from. And if you've never heard of it, say so, and research them. Discover who the readers, listeners or viewers are. Your message is delivered for them. 2. Find out the main subject of the interview: Ask the reporter what they want to talk about and the main areas of the interview. This is so you can identify yourself as the expert on the subject and so you can prepare. If you're not the expert - don't do the interview but route the journalist through to a JCI member who is. 3. Find out whos involved: Ask if anyone else is taking part in the interview and if there is a phone-in element. 4. Find out the time frame: Ask roughly how long the interview will last. If it is a broadcast interview, ask if is to be live or recorded. 5. Get contact information and follow-up: Ask for a name and phone number and say you will call back within an agreed time to confirm whether or not you will give the interview. If you are given a mobile number and are at all suspicious, ask for an office number so you can check credentials. Call back within the agreed time - even if to decline the interview. 6. Be prepared: If the journalist tries to insist that the interview should take place now, very politely but very firmly decline the interview. You need time to prepare and the journalist knows it. Objectives Maintain professional composure under pressure Communicate clear, concise, positive messages Sell your message, yourself and the organization Communicate competence and confidence
Preparation Being prepared is a crucial step to a successful interview. Prepare the Talking Points. A vital preparation step is reviewing the external talking points your Local or National Organization has prepared based on the key messages you have developed. These will help provide several points of reference for you during the interview and allow you to refer easily back to readily available information. Add additional points that you want to make regarding the specific topic of the interview. Read more about talking points for external audiences in Section 5: External Communications.
Practice Bridging. Another important aspect of preparedness is understanding how to direct the course of conversation back to your talking points. This practice is called bridging because you are able to connect the topic of the question back to a key message like a bridge connects roads. For instance, if a journalist asks you a question about a local problem about which you were unaware, be prepared to bridge the discussion back to a talking point about how your JCI Local Organization is actively seeking to address the challenges facing the community. Practice guiding the conversation back to your talking points with fellow JCI members before engaging with journalists. Read more about bridging in Section 5: External Communications.
Follow the quick steps below to make sure youre ready for the interview before the questions are asked: Prepare around three important points you want to make, and stay on your message. Write your main points down on a single sheet of paper to refer to before the interview or during breaks. Write notes for important information such as statistics or contact information Consider your goals and the goals of the interviewer Anticipate questions and be prepared to answer all of them Be on time! Practice speaking effectively o Word emphasis: stressing key words, phrases and ideas o Pauses: rests or stops that aid understanding o Pacing: variations in the speed of delivery o Voice modulation: variations in voice tone o Phrasing: connection of words that express a thought o Movement: gestures that add emphasis and are relevant to the message Conducting the Interview Address the topic of the question and then bridge to a point you want to make. Keep answers concise. Most interviews will have a limited amount of time. Not only does this help send a clear message, but it also gives you more time to cover all the points you want to make. Paraphrase the talking points so you sound natural when talking about JCI and your organization. Dont allow long pauses before giving your answer. Do not repeat the question out loud. If you did not hear the question, ask the interviewer to repeat it. Be simple, clear, and direct. Avoid jargon. Remember that most people dont know insider language. Keep answers positive. Look for opportunities to insert positive messages. Tell stories, and use strong evidence that the audience will remember. Tell the truth. If you lie, you will be found out sooner or later. It takes a long time to build credibility and only one lie to lose it. If you do not know the answer to a question, the best thing to do is to say so. If the interviewer becomes aggressive, you should stay calm, always. Do not get defensive. The chances are the audience will be on your side. BUT do not be bullied by the interviewer. You have the right to finish your answer. Do so calmly. Your aim is for the reader, the listener or the viewer to understand what you say, to find it interesting and to tell other people about it. Be enthusiastic and energetic, and use vivid language.
In a Televised Interview Dress professionally, comfortably and neatly. Smile. Show an upbeat attitude. Sit with hands folded at an angle. Place your feet flat on the ground. Keep good posture. Use positive body language.
Appendix III Communicating with Design and Images

MARKETING MANUAL
A picture is worth a thousand words." unknown Weve all heard the adage, and we know that images may be more influential than words. Images allow large amounts of information to be absorbed quickly. They are the first things that viewers look at in books, newspapers and print and online communications. Each image, color, shape, texture, sequence and juxtaposition gives a message. Think critically when designing a layout, taking photos and selecting images to use with any communication. The following topics are some tips to start sending the right messages through design and images. Improving the visual aspects of your communication will increase the power and impact of your newsletters, brochures and website.
Design
Design is the vehicle for visual communications. It concerns both text and images. A well-designed, wellorganized material will communicate comfortably and naturally for the viewer. Good design helps the reader access the information faster and lets the message shine through. Design is an important part of many forms of communication, such as websites, newsletters, brochures, event signs, etc. Following are tips that will help you to create well-designed materials. Fonts Choose the fonts used in your material carefully. Different fonts convey different tones. Does the font look formal, technical, modern, elaborate, feminine, aggressive, old fashioned, or youthful? How does that description compare to your audience and your goals for the publication? The font should reinforce the message that the words send. Dont Distract. The font should not distract from the words. Font consistency makes the document easier to navigate visually. Do not change fonts for different sections within the material without a reason. The font should not change between paragraphs, and should never change mid-sentence. It is OK to use different fonts for your headers and body text, but whatever your choice, be consistent throughout. Legibility. Legibility should be a top priority when using fonts. If the text is physically difficult to read, your audience will not get the information. Every font was designed to be either a display font meant for headers and titles only or a body text font. Display fonts are difficult to read at small sizes and should not be used for paragraphs. However, body text fonts can be used in headers.
Size. Also consider the point size of the font you are using. It should be large enough to be legible, but small enough to look proportional to the page. The default font size may or may not be appropriate for the size of the material. The size of the font should fit the size of the paper. Think about how your viewer will interact with the piece. Is it a small postcard that they will hold in their hands? Is it a poster they will view from across the room? Font Availability. If you are making material for the Web website, e-newsletter, etc be conscious that although your computer has a particular font, not every computer may have the same font. If you use a font that the viewer doesnt have, their computer will automatically substitute another font, causing the item to look very different. To avoid this, use standard fonts like Arial or Helvetica. JCI Corporate Identity. When choosing a font for JCI publications, make sure that it appears professional. JCIs official font is Helvetica Neue. Most systems dont come with this font, but it can easily be purchased. If your organization does not wish to purchase the font, Helvetica or Arial may be used for a similar effect.
Margins When it comes to designing paragraphs or other blocks of text, consider how much space to leave between the content and the edge of the paper and between columns. Text that comes very close to the edge of the paper creates tension, looks like a mistake, and risks getting cut off. Ensure your writing is comfortable to read with a comfortable margin. Consistency. Make sure the margin is consistent between the text and the edge of the page and images or shapes on the page. The overall margin should be consistent from page to page in multi-page documents. You may choose to have specific images go to the edge of the page, but ensure you are doing this consciously and it does not detract from the balance of the page. Breathing Room. The content must fill the page, but when margins are too narrow, sections start to blend together, or text can appear to be jumping off of the page. Leaving adequate space allows for visual breathing room and makes the text easier to read. Visual Grouping. Also consider the margins between paragraphs as well as images. Different elements on a page the headline, paragraphs, and image that all connect to the same idea should visually group together. Give enough space so that nothing appears to be overlapping, but make it obvious that they are all communicating the same idea or topic. Allow more space between unrelated visual elements than related elements to visually indicate that they are separate.
Line length When creating your layout, consider the number of words that fit in one line of text at a given font size and margin size. If the line length of the text is too long or too short, it reduces reading speed and comprehension. With line length that is too long, the readers eye gets lost when they look for the beginning of the next line. With line length that is too short, the words are chopped up and the sentences get broken into pieces. As a guideline, the most comfortable line length is about 10 words long or 60 characters. This rule applies to English and most languages that use the Latin alphabet, but may need to be adjusted for languages that use different writing systems.
Colors Using a color set within your design can make the overall look more eye-catching. A variety of colors will add interest to the communication, but be careful not to use too many colors. Using every color in the rainbow is overwhelming for the viewer. Pick a limited set of colors and stick to it. Remember that some colors appear differently on screen than in print. Because the colors on a screen are produced with light, the screen can produce more colors than a printer can with ink on paper. Avoid choosing very bright screen colors, as they will look much different when printed. JCI has an official color palette, which members should use in all JCI communications. The primary color is JCI Aqua (Pantone 2925) and each National Organization has selected one of the secondary colors that every one of their Local Organizations are to use in their logo and on official documents. Check with your national secretariat to find out your national color. Learn more about the JCI color palette on the Corporate Identity page on the JCI website: www.jci.cc. Image-text relationship Images must reinforce the message of the text that it accompanies. Consider the message and tone that both the image and the text present. The two must be connected, or else the viewer will become confused. Also, let the image speak for itself. A good image can describe a lot and if it is presenting part of the idea, then it does not need to be reiterated in the title. Example
The story is about JCI Nothing But Nets. The image tells the viewer that it has to do with children in Africa. The image is able to clearly connect to the main purpose of the article, and is also used to communicate for who and where the project is directed.
Photographs
Before strong images can be used in your communications, you must take great photographs. Therefore, it is important to think ahead and thoroughly document all your projects and events so you have evidence later to include in publications. Keep these tips in mind next time you are taking a picture at a JCI or related event. Action
Sit back and pay attention to your environment. Try to capture the events and action happening around you. A picture with movement and action is far more interesting than a line of people smiling at a camera. Example
This image captures the action and movement. It communicates what is happening on several levels, in a way that a posed picture could not. Use the light When shooting a photo, stand with your back to the light, so that it falls on the subject. If you are shooting indoors or in the dark, use a flash. Be careful of red-eye. To avoid it, try not to take photos of people looking directly into the camera lens when using flash. Communicate location Try and show off the unique parts of the environment. If the image looks like it could be anywhere in the world, it is less interesting. Look to the physical environment, flags, clothing, signs of culture, or other location-specific objects, and incorporate them into the frame of the picture. The more the picture communicates, the more powerful and interesting of an image it is. The JCI President and Secretary General, who travel often to many locations around the world, are pictured here with a geisha. That, along with the Japanese artwork in the background, communicates that they were together in Japan. Create movement and perspective When shooting the frame, be conscious of the angles within the shot. Angles can create depth and interesting perspective.
Another useful tool is the rule of thirds. This concept is that the photo is more balanced when split into nine equal sections. By framing the important fixtures at the intersections of the lines, you will create a more natural and appealing picture. Crop images A busy background draws attention away from the subjects. A lot of empty space around a subject can make it difficult to see. Bring the attention to the subject by cropping large photos. But make sure the photo is large enough to crop and still print clearly.
Original
Cropped to show action
Choosing the right image

Too often when people are laying out a news article, website, newsletter or marketing brochure, they believe that the content of the text is sufficient to communicate the message to the viewer. A pictures worth a thousand words, but poorly chosen images can cause confusion and portray an unprofessional image, even if the text content is clearly written and well presented. Make the connection One of the biggest mistakes that people make is that the image doesnt connect to the written content. Support the content with your images, and make sure the image accurately reflects the message. Keep in mind that often readers first look to the image to give them insight into what they are about to read. Try looking at the image alone, and imagine you dont know what the message is. What does the image say or imply? Dont use filler Dont just use a picture to fill up space. The image must connect and make sense. Using an image arbitrarily will cause confusion, and create an unprofessional impression. Interesting Images Look for exciting pictures. Pictures with a variety of colors, action and movement create interest. A colorful, action-filled picture is much more likely to capture someones interest, because an image has the ability to catch the attention much faster than written word does.
Appendix IV Web Content Guide
Creating a JCI Website

The process to obtain a free JCI website for your Local or National Organization is quick and easy. Send the name of your National Organization and Local Organization, and the Web administrators name and e-mail to webmaster@jci.cc. Requests are processed in two business days
MARKETING MANUAL
The Difference between Print and Online

Writing for print and the Web are different. Keep these distinctions in mind while writing for the Web, and alter your writing accordingly. On the Web: Text is split into hyperlinked pages, unlike print, where it is one complete document. Keep pages independent and clearly marked, so readers can enter your site at any point and understand the content. Cut your words in half. Its tiring and slow to read online, and readers skim. Keep it shorter than you would in print. Update your site frequently. Outdated information looks unprofessional. New and fresh content gives readers a reason to return frequently to your site. Example: Before a conference, the page about the event might point to a registration form; afterward, point to slides or presentation transcripts instead.
Writing for the Web

Here are some suggestions to get the most out of your website by making your text as user-friendly as possible. Tone When writing for the Web, a casual tone is effective. Be clear, concise and direct so the reader knows immediately what theyre reading, and the reader can find what he or she is looking for easily.
Most Important First Organize your ideas with the most important information first so the reader doesnt miss it. Maintain clear organization throughout to help readers find what theyre looking for quickly and easily. Simple Sentences Long, complex sentences are difficult to read on the Internet. Use short, simple sentences to enhance understanding and readability. Active Verbs Use strong active verbs to draw readers in and keep their attention. Using passive voice makes for longer sentences that are more difficult to understand. Use Keywords Because Web readers are usually trying to find a particular topic on your site, using keywords in your headings and throughout your pages will help them find what theyre looking for. If a search engine user is looking for Web articles about the UN Millennium Development Goals, you can help them find the subject on your website with the following heading: o o JCI members work toward the UN Millennium Development Goals The UN Millennium Development Goals: JCI members take action Or, because the first part of sentences show up in search engines, try this one: Credibility Because readers dont know where youre information is coming from, credibility is even more important online. Take the time to establish your own credentials, cite your sources, and always be honest.
Organization
Headings and Navigation Use headlines that are informative, short and meaningful. You can be clever, but not if your creativity sacrifices meaning. Web readers scan for information, rather than reading all content. Effective headings: Divide material into segments to make content easier to find Direct readers to what theyre looking for Capture their interest and draw them in Enhance scannability Use strong, active verbs. Members Connect to Global Network is better than Members Become Part of New Network Clearly mark the content of each section Do they include the keywords of the page, article or story? Are the verbs strong and active? Is the main subject at the front of the sentence?
After you finish each Web page, read through all the headings.
Using keywords also will increase the likelihood of Web users finding your site with search engines.
Lists and tables Breaking information into lists or tables makes it easier to read and more visually interesting, as well as easier to find. As you write, look for information that would fit well or make more sense in a bullet-point list or a table, such as dates, suggested action steps or responsibilities. Use numbered or non-numbered lists, depending on which is more appropriate. Avoid lists with an overwhelming amount of items. Captions Photo or illustration captions are another way to draw readers into your Web page. Use captions to both identify the photo or illustration and draw the reader into the associated story. Web paragraphs Shorter paragraphs are easier to read on screen than large text blocks. Long paragraphs are more intimidating and make the content more difficult to access. Similar to print journalism, organize paragraphs with the most important thought first. Limit each paragraph to one idea so a scanning reader doesnt miss major concepts hidden in a long paragraph. Use the word count on your word processor to check the length of your paragraphs. For more information, please refer to Appendix I: How to Write Effectively Clear Layout Use a clear layout to make the text easier and faster to read. When the viewer is not distracted by layout problems, they can focus on the content and information. Dont capitalize entire words, long phrases or sentences unnecessarily. Words in all capital letters may look bigger, but on screen they are more difficult to read. Dont underline phrases that arent hyperlinks. Because hyperlinks are underlined, people assume all underlined phrases are linked. Dont use blue for fonts for the same reason. For emphasis, use colored, bold or italicized fonts or spacing. Use slightly larger text sizes for headers to clearly divide the text into sections. Use the default font sizes in HTML format so the text appears in the correct size on all computers. Be careful to keep your line length not too long or too short. Both can reduce comprehension and tire the viewer.
For more information refer to Appendix I: How to Write Effectively
Navigation
Navigation refers to the way that the person visiting a website moves from page to page and finds information. Hyperlinks Hyperlinks serve many functions within a website. Links guide your reader to the most important information in your document, avoid repetition, connect them to supporting details and aid scannability. Links are for people who want to learn more
about an individual topic. However, dont overdo it. Too many links become difficult to read. Grouping Group your content into chunks, or groups, to anticipate how your readers will look at it. This allows readers to access all the information they need about a particular topic without jumping around. Printing Think about printing when you design your pages. Make sure the text is not too wide when its printed. Preview your pages, and test the printing. Also, leave margins. Color Choose your colors for background and text carefully. Black text on a white background is easiest to read. Print an example of your page or look at it on different browsers to see how your text and background colors look together to ensure the text is visible. JCI websites should use the JCI color palette, which you can learn more about at www.jci.cc. Terms to Avoid Dont use words or phrases that refer to web use. Drawing attention to the web itself takes focus away from the content. Test your writing by printing out the page and checking if it makes sense when its not online. Words to avoid include: o o o "Click here" "follow this link" "this Web site"
For more information, please refer back to Appendix I: How to Write Effectively Web Facts 79% of users always scan; only 16% read word-by-word Reading from computer screens is 25% slower than from paper Web content should be 50% the size of its paper equivalent Text re-written according to the guidelines here have shown significant improvements in all usability ratings: o Task Time: 180% faster o User Error: 809% fewer o Memory: 100% more o Subjective satisfaction: 37% higher o Overall usability: 159% better
Appendix V JCI World Headquarters Marketing Resources

MARKETING MANUAL
JCI World Headquarters Marketing and Communication resources at www.jci.cc

In addition to this JCI Marketing Manual, JCI offers many downloadable guides and templates to help JCI organizations execute their marketing and communications effectively. When at the JCI website, look under About JCI in the menu bar to find pages about Marketing and Communications and Corporate Identity. For questions regarding the use of any resources available here, or other questions about the JCI logo usage, copyright, or other intellectual property concerns, email identity@jci.cc. JCI Corporate Identity Guidelines The Corporate Identity guidelines provide rules for applying a consistent visual identity in every JCI organization in the world. No matter where a person goes, if there is a JCI organization, they will be able to identify it by its visual image. Applying these rules not only benefits your organization, it benefits all JCI organizations by reinforcing the image. While it may seem complicated to follow all the rules, they are in place to help you. They make layout and design easier. What fonts should you use? What colors should I choose? How should my business card look? The Corporate Identity Guidelines answer these questions. Even though the person preparing the materials in your organization may change from year to year, the look will be consistent throughout. The document is available for download on the Corporate Identity Download page and the content is displayed on the web pages. The main topics covered by the document are listed here: JCI Name The JCI Logo History of the JCI Logo The JCI Tagline The JCI Slogan The JCI Typeface National and Local Organization Logos o JCI Color Palette o Minimum Space Requirements o Incorrect Usage o JCI Stationery o PowerPoint Presentations o JCI International Event Logos o National and Local Event Logos oPage Signage, Imagery, Promotions and Marketing Manual 65 Pins o o o o o o o
2010 JCI (Junior Chamber International, Inc. 15645 Olive Boulevard Chesterfield MO 63017 www.jci.cc
JCI National and Local Organization Logos o Download samples of JCI National and Local Organization Logos with each of the JCI secondary colors: Green, Orange, Purple, Navy Blue, and Red; Available in PDF, EPS, JPG and SVG formats. o Have your National or Local Organization Logo created for you by emailing your request to marketing@jci.cc. Include the name exactly as it should appear in the logo, and confirm your official national secondary color. If you dont know your national secondary color, contact your National Organization. JCI Logo downloads o Download the JCI Logo in Aqua Blue, Black and White; Available in PDF, EPS, JPG, and SVG formats Note that the JCI logo by itself is only to be used on official JCI international materials. National and Local Organizations must include their name under the logo, following the sample logos. Sample JCI Stationary downloads Choose the stationary template that corresponds to your official national secondary color. All stationary templates are available for download in each of the JCI secondary colors: Green, Orange, Purple, Navy Blue, and Red; Available in PDF, EPS, JPG and SVG formats. o Business Card o Compliment Slip o Envelope o Letterhead PowerPoint presentation template The PowerPoint presentation template is formatted for JCI National and Local organizations to insert their logo on the master slide. The template should be used for all JCI PowerPoint presentations. Description of downloadable file formats For each of the image file downloads, you will find file formats for use of a professional printer or designer. These files require professional design software to open and edit. You will also find an image of the template that can be opened on any computer in order for you to view the template. On the Marketing and Communications page, there is a description of the different file formats available and how to use each one. Learn about EPS, JPG, PDF, PPT, PSD, QXD, SVG, TIFF and ZIP file formats. Banner templates Eight sample banner templates are available for download. There are four horizontal designs and four vertical designs. Introduction to JCI Brochure On the brochures download page you will find the Introduction to JCI brochure, which contains general information about JCI on the international level. It is intended to be used along side local publications to inform people new to JCI about the international aspects of the organization. The brochure includes the information in English, Spanish, French, Japanese, Korean, Traditional and Simplified Chinese, German and Russian.
JCI Videos The following videos, playable on the computer, are available for download: o About JCI Video o JCI International Events Promotional Video o JCI Congress Mini-Documentary o Recruitment Video o 2008 JCI Leadership Summit at the UN Commemorative Video o JCI 59th Congress in Fukuoka, Japan Commemorative Video JCI Style Guide The stylebook is a reference document organized like a dictionary that establishes consistent editing guidelines for JCI. It includes official names, translations and capitalizations. The stylebook provides consistency, convenience, tone and a reference for translators and outside entities writing about our organization. The document is available for download from the Marketing and Communications web page. JCI Be Better logo art The JCI Be Better logo art is available for download in JCI Aqua, Black, White and shades of those colors. Also available is a style guide for the use of the Be Better logo. The JCI slogan Be Better may be translated in body text to explain its meaning, however the logo may not be translated or changed in any way. JCI Images Graphic images often used in JCI are available for download in JPG and EPS formats. The file contains different versions of most of the silhouettes and graphic people images used in most JCI publications. Certificate template JCI offers a Generic JCI certificate template for download in A4 and Letter sizes. Inside the folder you'll find both PPT version and QuarkXPress file version for professional printing. JCI National and Local Print Newsletter template Editable versions of the National or Local generic newsletter template layouts are available for download. Available in A4 and Letter sizes and Microsoft Word and Quark formats. JCI Be Better Newsletter, Print Editions Available for download from the Events page of www.jci.cc, these newsletters contain information about JCI international events, programs and more. National and Local Organizations may use content from these newsletters in their own newsletters. For permission to reproduce the newsletter in its original format, email identity@jci.cc. JCI Local Action Guides Available for download from the Training Downloads page of www.jci.cc, you will find a variety of local action guides, including short action guides about: o Marketing Plan o Internal Communications o External Communications o Website Administration
Marketing Manual References

Barton, Michel. Media Relations. Paris: United Nations Educational Scientific and Cultural Organization, 2003. Collins, Jim. Good to Great and the Social Sectors: A Monograph to Accompany Good to Great. Jim Collins, 2005. Dartmouth College. Writing for the Web. Dartmouth College Web Teaching Site. 09 Apr 2008. <www.dartmouth.edu/~webteach/articles/text.html> Fleet, Dave. Strategic Communications Planning. e-book. August 2008. <http://davefleet.com>. Holland, DK. Branding for Nonprofits: Developing Identity with Integrity. New York: Allworth Press, 2006. Mayhall, Robin. "How to Develop a Communications Plan." Hieran Publishing. 10 Mar. 2009 <www.hieran.com/comet/index.html>. McGovern, Gerry, et al. The Web Content Style Guide: The Essential Reference for Online Writers, Editors and Managers. Great Britain: Pearson Education Limited, 2002. <www.gerrymcgovern.com> Nielsen, Jakob. Writing for the Web. Sun Microsystems, Inc., 09 Apr 2008. <www.sun.com/980713/webwriting/> Procter, Julie. Media Training: How to Make Your Point Clearly, Concisely and Confidently. 2009 JCI January Board Meeting, JCI World Headquarters, St. Louis, MO. 10 Jan 2009. Trout, Jack. The Power of Simplicity: A Management Guide to Cutting Through the Nonsense and Doing Things Right. New York: The McGraw-Hill Companies, 1999.

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Marketing Manual

Section 1: JCI Messaging and Branding . . . . .

V. JCI World Headquarters Marketing Resources . . . . . . . . . . . . . . . . . . . . . . Marketing Manual References

Marketing Manual Page 2

Marketing Manual Page 1

Section 1 Messaging and Branding

Marketing Manual Page 2

The Brand Touchpoints

JCI Logo and Name

Marketing Manual Page 3

Marketing Manual Page 4

What are Key Messages?

Development of JCIs Key Messages

Marketing Manual Page 5

Marketing Manual Page 6

JCIs Key Messages

Marketing Manual Page 7

Marketing Manual Page 8

Examining your current brand

Marketing Manual Page 9

Esteem: How highly does our audience rate our organization? o

Marketing Manual Page 10

Implementing the JCI Brand and Messaging

Marketing Manual Page 11

Marketing Manual Page 12

Marketing Manual Page 13

Marketing Manual Page 14

Section 2 Marketing Plan Outline

What is a Marketing Plan?

Situational Analysis (Research)

Marketing Manual Page 16

Marketing Manual Page 17

Marketing Manual Page 18

Potential Sponsors or Partners o o

Current Partners and Sponsors o o

Marketing Manual Page 19

Training and Events o o

Marketing Manual Page 20

Grassroots Network An international network with a local focus

Marketing Manual Page 21

Marketing Manual Page 22

Section 3 Communications Plan

What is a Communications Plan?

Marketing Manual Page 23

Marketing Manual Page 24

Marketing Manual Page 25

Crafting the Message

Marketing Manual Page 26

Marketing Manual Page 27

Marketing Manual Page 28

Section 4 Internal Communications

What is Internal Communications?

Goals and Objectives

Marketing Manual Page 29

Internal Key Messages and Talking Points

Marketing Manual Page 30

Marketing Manual Page 32

Marketing Manual Page 33

Marketing Manual Page 34

Marketing Manual Page 35

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Section 5 External Communications

What is External Communications?