Transmission PR

Courtney Stables 18214792, Emilie Jones 12768549, Tayla Scannell 18161856,

Thomas Marlow 17139797, Tiani Kitson 17767525
 Executive Summary

Founded by David Bassau and Al Whittaker, Opportunity International (OI) is

a global aid organisation aimed at breaking the poverty cycle of the
underprivileged, through access of microfinancing loans. Finance is loaned to
developing world entrepreneurs for small business ventures in agriculture,
education and leadership development. Entrepreneurs are supported by
business professionals to ensure success, longevity of business ventures and
repayment of loans.
Transmission PR is a leading consultancy group highly versed in cross cultural
communications with considerable experience in stakeholder engagement
delivered through effective communication strategies.
The client brief requested a 12-month plan for improvements to social media
performance within Australia and the United Kingdom and for expansion into
the New Zealand Market. SWOT analysis and social media audits of OI’s
operation in Australia and the United Kingdom highlighted key issues and
allowed for the development of key messaging, objectives and tactics as did
the extensive PESTLE conducted of the New Zealand landscape. As a result,
transmission PR have identified five key issues currently challenging
Opportunity International:

 High competitor volume

 Increased global economics pressure
 Patriotic consumers
 Lack of social media presence and engaging content
 Lack of effective communication of OI key terms
To address key issues and satisfy the client brief, key messaging, resonated
through objectives, strategies and tactics, have been developed.
1. Opportunity International is aware of the importance of relationship
establishment across a diverse range of stakeholder groups on a global
level.
2. Opportunity International is conscious of the need for contextual
language that is transferable across stakeholder groups and
understands its critical importance in establishing relationships.
3. Opportunity International is a culturally sensitive and aware
organisation, respectful of diverse cultural dimensions that require
understanding for global operation.
Objectives, strategies and tactics developed by Transmission PR are reflective of
the key messages and strategised against a thorough stakeholder review which
makes careful account for the diverse scope of latent, aware and active
stakeholders who hold both a primary and secondary interest.

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Contents
Executive Summary..............................................................................................................................................2
1 Introducing Transmission PR........................................................................................................................5
2 Client background........................................................................................................................................6
2.1 Opportunity International....................................................................................................................6
2.2 Opportunity International Australia.....................................................................................................8
2.3 Opportunity International United Kingdom.........................................................................................9
3 New Zealand landscape.............................................................................................................................10
3.1 New Zealand expansion.....................................................................................................................10
3.2 Demographics....................................................................................................................................10
3.3 Economy.............................................................................................................................................11
3.4 Culture...............................................................................................................................................11
3.4.1 Power Distance...........................................................................................................................12
3.4.2 Individualism..............................................................................................................................12
3.4.3 Masculinity.................................................................................................................................12
3.4.4 Uncertainty Avoidance...............................................................................................................12
3.4.5 Long Term Orientation................................................................................................................12
3.4.6 Indulgence Vs Restraint..............................................................................................................12
3.5 Government.......................................................................................................................................12
3.6 Politics................................................................................................................................................13
3.7 Education...........................................................................................................................................13
3.8 Health.................................................................................................................................................13
3.9 Media/communications.....................................................................................................................13
4 SWOT analysis............................................................................................................................................14
5 Social Media Audit Review.........................................................................................................................15
6 Key Issues...................................................................................................................................................15
High charity volume...................................................................................................................................15
7 Stakeholder review....................................................................................................................................17
8 Key messages.............................................................................................................................................20
9 Goal............................................................................................................................................................20
10 Objectives, Strategies and Tactics...........................................................................................................21
10.1 Objective 1:........................................................................................................................................21
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 10.2 Objective 2:........................................................................................................................................22
10.3 Objective 3:........................................................................................................................................23
11 Timeline.................................................................................................................................................24
12 Budget....................................................................................................................................................25
13 Evaluation...............................................................................................................................................26
References.........................................................................................................................................................27
Appendices 1.....................................................................................................................................................30
Appendices 2.....................................................................................................................................................31
Appendices 3.....................................................................................................................................................32
Appendices 4.....................................................................................................................................................33
Appendices 5.....................................................................................................................................................34

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1 Introducing Transmission PR
Transmission PR is an up and coming independent public relations and
communications consultancy, with a team full of vivacious and enthused
individuals who hold the company values at the core of their everyday work.
We are committed to relentlessly working to the best of our ability to produce the
utmost for our client. We encourage our team to work as creatively and
passionately as possible and are driven to disturb the status quo with the
delivery of our strategies and tactics.
Transmission PR is a boutique consultancy team, dedicating our time and efforts
to a select number of clients to ensure we provide quality service that is second
to none.
Our team of freelance practitioners offer content of the highest calibre in
effective media campaigns and communication strategies, as well as innovative
digital communication and social networking.

By integrating traditional public relations and communications with modern

digital media content creation; we guarantee outstanding integrated across a
variety of platforms and mediums.
Transmission PR creates;

 International PR strategy formulation

 Cross Cultural PR strategy creation
 Issue management and crisis communications
 Media Release writing
 Social media strategies and communications
 Stakeholder analysis of competitors and target markets
 Stakeholder engagement
 Risk analysis and contingency planning

Transmission PR is privileged to provide the following public relations report for

Opportunity International Australia.

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2 Client background
2.1 Opportunity International
Working independently and on opposite sides of the globe, David Bassau and Al
Whittaker were pioneers in the world of micro financing. Providing a hand up, not
a hand out, the pair were driven to break the poverty cycle of the
underprivileged. Opportunity International (OI) came to fruition in 1979 when the
pair joined forces to create a network of access points to collect and distribute
funds and business knowledge to third world entrepreneurs.
OI has support partners in seven developed countries and a network of 48
organisations (mostly microfinance) spread across programme partners set up in
24 developing regions. Opportunity Global is responsible for developing
strategies with assistance provided to support partners and programme partners
during implementation. Opportunity Global works closely with programme
partners to measure the transforming impact and social performance of all
programmes.
OI thinks big in the developed world, yet acts intimately on the ground in
developing countries focussed on magnifying impact and enacting change. With
evidence of business planning and growth plans, third world entrepreneurs are
able to secure finance for agriculture growth, education and leadership
development. Income earnt from the entrepreneurial business or further training,
allows for families to be provided for and eventually as business grow, jobs are
created for members of the wider community.
The impact one donation is far reaching. One entrepreneurs access to finance
ripples throughout the community. The longevity and economics of OI is driven
by the multiplier effect. Donated funds automatically recycle when loans are
repaid and as such one single donation reaches seemingly boundless individuals
in need.
With 767 million people living in poverty, OI has identified the need to grow the
volume of support partners and establish themselves in new markets.

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2.2 Opportunity International Australia
Under the strategic guidance of Opportunity Global, Opportunity International
Australia (OIA) operates to secure donations in support of programme partners in
India, Indonesia, the Philippines, Ghana and China. Funds are sourced from
individual donations, gift giving schemes, project funding schemes, workplace
giving, school fundraising projects, corporate partnerships, ambassador
engagement and bequests (Opportunity International Australia 2017).
In 2016, OIA saw 2,584 individual support partners come together with
government grants to raise a total of $8215,555. OIA’s 2016 income contribution
is broken down in the pie chart below and identifies 37% of the organisations
income to be that of loan repayments, 24% sourced from donations and 31%
from investments.
In 2016, OIA spent an impressive 87% of income on programme partnerships
seeing just 13% of income absorbed with operational and fundraising costs. This
breaks down to 79 cents out of every dollar going directly to programme
partnerships for distribution (Opportunity International Australia 2017)..

(Image source: Opportunity International

Australia 2016)

Impact across countries varies dramatically, dependent on programme partners

on the ground reaching individual and communities to deliver financing,
education and access to mentoring. With 12 programme partners working in
India, they can access in excess of three million families across 1,313
communities. In China where there is but one programme partner, impact effects
just six communities.

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 (Image source: Opportunity International
Australia 2016)

2.3 Opportunity International United Kingdom

In much the same way as Australia, Opportunity International United Kingdom
(OIUK) is governed by Opportunity Global. OIUK collects funds from support
partners through donations, fundraising efforts, bequests, ambassador efforts,
corporate partnerships, philanthropic opportunities and through W.O.N, Women’s
Opportunity Network. With programme partners in Ghana, India, Kenya, Malawi,
Mozambique, Rwanda, Tanzania, Uganda and The DR Congo, Opportunity
International United Kingdom requires a greater number of support partners to
deliver to a greater number of programme partners (Opportunity International
United Kingdom 2017).
Income sourced from support partners in the United Kingdom in 2016 is
comparable to that of Australia. 25% of income is from individual donations
compared to Australia’s 24%. Total United Kingdom donations are also
comparable to that of Australia’s with insignificant difference once totals are
converted.
The United Kingdom’s 2016 expenditure sees a slight improvement to that of
Australia’s, with 91% of donations available to programme partners. The biggest
difference being reflective of costs efficiencies in fundraising efforts.
(Image source: Opportunity International United

Kingdom 2016)

Programme partners of the United Kingdom are greater and hence funds spread
thinner. Although not represented in the chart below, the assumption would be
that most programme partners would be present in Ghana and Uganda where
the percentage of expenditure is highest.

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 (Image source: Opportunity International United
Kingdom 2016)

3 New Zealand landscape

3.1 New Zealand expansion
When creating a market entry strategy, it is important to investigate and
establish an understanding of the demographics that exist within a country to
successfully identify target stakeholder groups. Transmission Public Relations
carried out extensive research on New Zealand to provide the client, Opportunity
International Australia, with an overview of the current demographic, economic,
cultural, government, political and education landscape that exist within the
market.

3.2 Demographics
Population The current population of New Zealand is approximately
4,601,993.
The population consists of approximately 2,260,846 males making
up 49.1% of the overall population and 2,341,147 females who
make up the remaining 50.9%.
Age 0-14 years: 19.76% (male 452,810/female 431,198)
Structure 15-24 years: 13.56% (male 312,032/female 294,662)
25-54 years: 40.05% (male 897,549/female 894,394)
55-64 years:1 1.7% (male 255,381/female 268,012)
65 years and over:14.94% (male 308,949/female 359,562)
Dependenc Total dependency ratio: 54
y Ratios Youth dependency ratio: 31.1
Elderly dependency ratio: 22.9
Potential support ratio: 4.4 (2015 est.)
Median Age Total: 37.8 years
Male: 36.9 years
Female: 38.7 years (2016 est.)
Population 0.80%
Growth

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 Rate
Major cities Auckland 1.344 million; Wellington (capital) 383,000 (2015)
population
Life Total Population: 81.2 years.
expectancy Male: 79.1 years
at birth Female: 83.3 years (2016 estimate)
Nationality Noun: New Zealanders
Ethnic European 71.2%, Maori 14.1%, Asian 11.3%, Pacific peoples 7.6%,
groups Middle Eastern, Latin American, African 1.1%, other 1.6%, not
stated or unidentified 5.4%
Languages English 89.8%, Maori 3.5%, Samoan 2%k Hindi 1.6%, French
1.2%, Northern Chinese 1.2%, Yue 1%.
(Source: New Zealand Demographics
Profile 2017)

3.3 Economy
New Zealand is reliant on foreign trade as an economic driver with the economy
largely influenced by fluctuations in international economic growth due the
reliance to export trade (Cummings et al 2014). New Zealand's largest trade
export partners include Australia, the United States of America, Japan, China and
the UK (Cummings et al 2014).

In 2015 World Bank ranked New Zealand's economy as the easiest place in the
world to start a business alongside naming the country as the world’s second
easiest country to do business in (Economic Overview 2017). The world Heritage
Foundation rated New Zealand as the world's third freest economy in its 2015
Index of Economic Freedom, placing it only a matter of steps behind Hong Kong
and Singapore (Economic Overview 2017).

In 2014, Forbes ranked New Zealand as the third 'Best Country for Business'.
Forbes noted that the New Zealand economy had been transformed into a more
globally competitive, industrialised free market boosting real incomes (Economic
Overview 2017).

Important points for consideration

• New Zealand is highly dependent on international trade with Australia,
China, Japan and the United Kingdom.
• New Zealand's economy is based on agricultural imports and exports.
• No restrictions on inflow and outflow of capital.
• No capital gains tax.
• Ease of establishing business in New Zealand - low barriers to market
entry.
• The New Zealand business day covers the afternoon on the USA west

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 coast, much of Asia's business day and the morning in Europe offering
businesses considerable benefits in managing global workflows and
transactions (MSL Group India 2013).

3.4 Culture
Geert Hofstede's cultural dimensions theory is a framework for cross-cultural
communication that describes the differences between nations and cultures. The
theory is based on the idea that value can be placed at six different cultural
dimensions; power distance, individualism, masculinity versus femininity,

uncertainty avoidance, long term orientation and indulgence.

(Geert Hofstede's dimensions of New
Zealand 2017)

3.4.1 Power Distance

New Zealand's power distance is scored at 22 out of 100. A low power distance
index indicates that power in society is shared and widely dispersed and that
less powerful members of society do not accept the unequal distribution of
power (Hofstede's Cultural Dimensions 2017). In New Zealand, organisations are
flatter and supervisors and employees are considered almost equals (Hofstede's
Cultural Dimensions 2017).

3.4.2 Individualism
New Zealand is scored 79, indicating that it is an individualistic culture in which
people take less responsibility for the actions of others, and society places a high
value upon individual freedom, the value of people's time, respect for privacy
and the challenging work
that goes into the achievement of individual goals (Hofstede's Cultural
Dimensions 2017). The United Kingdom is a good example of another high
scoring Individualistic society.

3.4.3 Masculinity
New Zealand is scored 58, indicating that it is a masculine society in which the
men are expected to behave assertively, demonstrating their successes and
strengths while the roles of men and women overlap less (Hofstede's cultural

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Dimensions 2017).

3.4.4 Uncertainty Avoidance

In high uncertainty avoidance societies, people try to make life as controllable
and as predictable as possible while lower scoring societies tend to be more
relaxed and open minded towards uncertainty (Hofstede's Cultural Dimensions
2017). New Zealand scored a 49, putting it between low and high uncertainty
avoidance.

3.4.5 Long Term Orientation

With a low score of 33, New Zealand is indicated to be a normative culture.
Normative societies prefer to continue past traditions and are hesitant to accept
changes (Country Comparison 2017).

3.4.6 Indulgence Vs Restraint

New Zealand's high score of 75 indicates that its culture is indulgent, meaning
that people are willing to acknowledge their desires with an optimistic attitude
and they place a high value on leisure time and spend money as they see fit
(Country Comparison 2017).

3.5 Government
New Zealand is a parliamentary democracy, unlike many other countries in the
world it doesn't have any state or provincial governments (Central Government
2017). The government system in New Zealand only consists of two tiers, central
government and local government (Central Government 2017). The first tier is
the central government which makes decisions that affect New Zealand as a
whole and the second tier is local government, which takes care of the interest
and needs of communities through regional, city or district councils (Central
Government 2017). The central government regulates all facets of the New
Zealand society.

3.6 Politics
New Zealand is a democratic society and constitutional monarchy based on the
British system of government (New Zealand Politics 2017). The Queen of
England, Queen Elizabeth II is the reigning monarch and Head of State (New
Zealand Politics 2017). The Queen is represented by the Governor General,
Anand Satyanand (New Zealand Politics 2017).

New Zealand has a Mixed Member proportional parliamentary system. This

means that political parties must hold a proportion of the parliamentary cabinet's
seats and that the party or coalition with the most seats holds power (New
Zealand Politics 2017). New Zealand is currently led by Prime Minister John Key
who holds a National led coalition (New Zealand Politics 2017).

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3.7 Education
Education is New Zealand is compulsory for all children aged 6 -16. While most
children are taught in free state funded public schools, private schools and home
schooling education are also utilised. (New Zealand Population 2017). New
Zealand spends approximately 6.3% of GDP on education per year and has
invested heavily in tertiary institutions (New Zealand Population 2017). Data in
2009 indicated that over 469, 107 students were undertaking tertiary education
at university (New Zealand Population 2017).

3.8 Health
New Zealand's health care system is a largely publicly funded, universal
coverage providing system in which the provision of health services is provided
by public, private and nongovernmental sectors (Cummings et al 2014). The
main source of funding for health care is public funding.

3.9 Media/communications
While the majority of print and broadcast media outlets are privately owned, New
Zealand owns three broadcasting corporations: TVNZ, Radio New Zealand and
Maori Television (Freedom of the press 2015)

Australian owned companies control a large part of New Zealand's print sector
with Fair Fax Media Limited account for over 48% of daily newspaper
dissemination (Freedom of the press 2015). New Zealand's most prominent and
influential newspaper, the New Zealand Herald alongside many smaller suburban
newspapers, is also controlled by Australian company, New Zealand Media and
Entertainment (Freedom of the press 2015).

There are no government restrictions on the internet with over 86% of New
Zealand's population accessing the internet in 2014 alone (Freedom of the press
2015). Freedom of the Press is guaranteed by convention and is supplemented
by freedom of information legislation which was passed through government in
1982 (Freedom of the press 2015). News media is typically free from political
pressure and journalists cover news freely (Freedom of the press 2015).

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4 SWOT analysis

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5 Social Media Audit Review
Appendices 1, 2, 3, 4 and 5 provide evidence of a thorough social media audit
conducted on Opportunity International Australia (OIA) and competitors World
Vision, Care Australia and Caristas Australia. Review of social media platforms
highlighted that Opportunity International Australia fails in comparison to all
competitors. OIA has a significantly smaller following across all platforms.
Compared to their leading competitor, World Vision, who have nearly 440,000
followers on Facebook, OIA only has 3,722. Research suggests this is a lack of
social media presence, and a lack of a diverse and engaging range of content by
OIA. Noted was duplication of content and repeated posts, which demonstrates
lack of progression and dedication to social media as a means of communication.
There is also a failure to utilise all platforms, with their profile on YouTube not
having been updated within the last year. This is a major loss as digital video
communication is fast becoming one of the most preferred forms of
communication and reach.
OIA’s establishment on various platforms gives them an edge which appears
underutilised. The use of varied platforms provides them with the opportunity to
express the same message in different ways, catering specifically for the
audience they wish to target through that platform. We recommend utilising all
platforms by posting new, interesting and relevant content regularly. This should
draw a diverse audience and increase in donations. OIA could be more active
with their audience by replying promptly to comments and questions, which
should provide them with a competitive advantage against World Vision where
feedback and engagement is a noted weakness.

6 Key Issues
A context analysis has identified the following key issues burdening Opportunity
International.

High charity volume

The introduction of new technology and research methods has enabled further
understanding of issues that need charitable attention on a local, national and
international scale. This has resulted in the increased proportion of charities
vying for attention on a regular basis. The prevalence of street-collectors,
television, radio, online and traditional media advertisements and calls for
support and crowd-funding requests are frequent, and are proving to lead to
consumer fatigue. For Opportunity International, this means that consumers are
already disinterested, amplifying the challenge of engagement.

Pressure of global economies

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The rising cost of living and decrease in disposable income continues to put
pressure on households to maintain their charitable contributions. Consumers
aren’t directly benefited by giving their funds away, and may not be willing or
able to do so. This general decrease in the financial support and willingness to
engage will lead to a lack of resource availability, and may lower the running
capacity of Opportunity International.
A patriotic dilemma
Patriotic consumers often have a natural desire to invest in their own
communities, rather than to contribute to overseas operations. Personal ethics
and morals dictate the preference to provide aid to local environments first,
particularly when there are evident issues and a visible need for support.
Opportunity International’s global focus may restrict the number of Australian
people who are willing to donate.

Lack of social media content and presence

Social media is vital in disseminating messages, content and information, and
encapsulating audiences. Used essentially as a communicative tool, extensive
and thorough usage of social media platforms on a regular basis allows for fast,
efficient and effective communication from an organisation to its audiences from
anywhere in the globe. Opportunity International has failed to incorporate
effective use of social media into their operating environment, and as a result, is
losing the easy opportunity to build relationships, awareness and participation
from its target audience.

Effective communication of how Opportunity International functions

The effective communication of messages, for any organisation, requires that the
production of messages has the appropriately attached meaning to ensure that
representation is consumed (decoded) by the receiver as intended (Curtin and
Gaither 2007). OI have failed to achieve this. Confusion surrounds how OI
operate as language used to describe the different functions of the organisation
such as support partners, program partners, trust groups and network partners is
difficult to decode. As a result, poor representation and consumption of OI
communications mean key messaging is lost in translation which is having a
direct impact on audience engagement.

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7 Stakeholder review

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8 Key messages

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 1. Opportunity International is aware of the importance of relationship
establishment across a diverse range of stakeholder groups on a global
level.

2. Opportunity International is conscious of the need for contextual language

that is transferable across stakeholder groups and understands its critical
importance in establishing relationships.

3. Opportunity International is a culturally sensitive and aware organisation,

respectful of diverse cultural dimensions that require understanding for
global operation.

9 Goal

As per client brief;

To increase money donated to Opportunity International by using social media
to engage with those who don’t currently donate to charities and with those
who currently donate to other charities.

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10Objectives, Strategies and Tactics
10.1 Objective 1:

Within 12 months increase social media presence by

20% in the
Australian and United Kingdom market.

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10.2 Objective 2:

Within 12 months simplify Opportunity International's

language and representation to improve stakeholder
decoding.

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10.3 Objective 3:

Within 12 months establish in excess of five

corporate relationships within the
New Zealand market.

11Timeline

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12 Budget

The budget below assumes that all expenditure related to the labour costs
(stakeholder engagement/social media management) are automatically
absorbed within OI’s annual operating costs. Also assumed are costs relating to
website management, website development and google optimisation
expenditure.

Allocated budget: $15,000

Item Financial Expenditure (per annum)
Paid Promotions (AU & UK) Facebook $2,000
Twitter $1,500
Instagram $1,000
Language Improvement Professional consultant $1,000
Upgrade website $500
Hardcopy reproduction $5,000

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Influencers Anh Do Assume pro bono
UK Influencer Assume pro bono
Corporate Events Food and Beverage $1,500
Audio equipment hire $1,000
YouTube Video Creation Media Expert $500
Videographer/Editor Assume intern
Total Estimated Expenditure $14,000

Please note: Transmission PR Consultancy fees have not been included in the PR
Plan budget, please see below for estimated consultancy fees:

Item Financial Expenditure

Transmission PR Consultancy fees Engagement Fee $2,500
Research & Analysis $1,000
Campaign Development $6,000
Implementation $3,000
Monitoring & Evaluation $6,000
Total Project Expenditure $18,500

13Evaluation

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https://www.facebook.com/CAREAustralia/

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Care Australia's LinkedIn page. Accessed September 17,

https://au.linkedin.com/company/care-australia

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Opportunity International Australia's YouTube profile. Accessed September 17,

https://www.youtube.com/user/opportunityaustralia

"Opportunity International; Charity Navigator Awards Opportunity International Four-Star

Rating." 2008.Real Estate & Investment Business, Nov 01, 177. https://search-
proquest.com.dbgw.lis.curtin.edu.au/docview/215091947?accountid=10382.

Opportunity International UK. 2017. Opportunity International. Accessed September11,

https://opportunity.org.uk/
Opportunity International UK. 2016. Annual Review 2016. Accessed September11,
https://opportunity.org.au/news/publications/annual-review/annual-review-2016
World Vision Australia's Facebook page. Accessed September 17,
https://www.facebook.com/WorldVisionAustralia/

World Vision Australia's Instagram page. Accessed September 17,

https://www.instagram.com/worldvisionaus/?hl=en

World Vision Australia's LinkedIn page. Accessed September 17,

https://au.linkedin.com/company/world-vision-australia

World Vision Australia's Twitter. Accessed September 17,

https://twitter.com/worldvision

World Vision Australia's YouTube page, Accessed September 17,

https://www.youtube.com/user/WorldVisionAustralia

World Vision Australia's 40-hour famine Instagram page. Accessed September 17,
https://www.instagram.com/40hourfamine

30 | P a g e
Appendices 1

Audit of Opportunity International Australia's Social Presence

Social URL Followers Last Activity Action/Activity

Media Site Date
Faceboo https://www.face 18/09/2017 Shared a link to an article
k book.com/oppor 3,722 Time: published in 'Sight Magazine'
tunityAUS/ 10:30am about the work of Opportunity
International in the Philippines.
Google+ https://plus.goog 333 18/12/2014 Shared a link for followers to
le.com/ Time: N/A take a look at the panels,
+OpportunityOr speakers, awards and
g speeches which were shared
at the 2014 Opportunity
International Summit which
brought more than 350 key
thinkers on hunger and global
poverty to Chicago in October.
Instagra https://www.inst 459 22/02/2017 Shared a video encouraging
m agram.com/Opp Time: N/A followers to watch the Great
ortunityAus/ Australian Curry cook -off
INDRIYA launch on Facebook
live from 7:20 PM.
LinkedIn https://www.link 1262 18/09/2017 Shared a link to an article
edin.com/compa Time: published in 'Sight Magazine'
ny/opportunitya 10:30am about the work of Opportunity
us International in the Philippines.

Pinterest https://it.pintere 1189 Date: N/A Saved a Pin that featured a

st.com/opportun Time: N/A photograph of a mother
ityintl/? holding her child with the
eq=Opportunity caption: 'Show the mothers
%20Internationa and women in your life how
l&etslf=20387 much you care by making
patches to honor them on the
Global Opportunity Quilt this
#MothersDay.'
Twitter https://twitter.co 1257 18/09/2017 Shared a link to an article
m/OpportunityA Time: published in 'Sight Magazine'
31 | P a g e
 US? 9:30am about the work of Opportunity
ref_src=twsrc International in the Philippines.
%5Egoogle
%7Ctwcamp
%5Eserp
%7Ctwgr
%5Eauthor
YouTube https://www.yout 110 Date: 2016 Uploaded a video that tells the
ube.com/user/op subscrib Time: N/A story of how Opportunity
portunityaustrali ers. International helped a mother
a named Lidia out of poverty.

Appendices 2

Audit of World Vision Australia's Social Presence

Social URL Followe Last Action/Activity

Media rs Activity
Site Date
Faceboo https://www.faceb 438, 070 Date: Shared a link to a
k ook.com/WorldVis 17/09/2017 feature story about a
ionAustralia/ Time: 10:30 child sponsor named
Susan who travelled to
Zimbabwe to visit her
sponsored child.
Instagra https://www.insta 19.4k Date: Uploaded a photo of a
m gram.com/worldvi 18/09/2017 young girl carrying a pot
sionaus/?hl=en Time: 1pm of water over her head.
The photographs
caption informs
followers that World
Vision is installing a new
safe drinking water
connection in India.
Instagra https://www.insta 7961 Date: Re-posted a photo of a
m gram.com/40hour 30/08/2017 group of students from
(Campai famine/?hl=en Time: N/A BGS Middle School who
gn Page broke the schools
for the fundraising record,
40 hour raising $49,346 for
famine.) World Vision Australia
through the 40 Hour
Famine backpack
challenge.

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 LinkedIn https://au.linkedin 9, 885 Date:12/09/2 Shared a link to a blog
.com/company/w 017 post on the World Vision
orld-vision- Time: N/A Australia website about
australia the country of Burundi
in Africa.
Twitter https://twitter.co 9, 739 Date: Retweeted a Twitter
m/WorldVisionAus 16/09/2017 post captioned
?ref_src=twsrc Time: N/A 'Global gender
%5Egoogle inequality must be
%7Ctwcamp addressed in the fight to
%5Eserp%7Ctwgr achieve ...Zero hunger..'
%5Eauthor

YouTube https://www.youtu 2,926 Date: Uploaded a video titled

be.com/user/Worl subscrib 16/09/2016 '50 years of change |
dVisionAustralia ers Time: N/A Wpr;d Vision Australia.'

33 | P a g e
Appendices 3

Audit of Care Australia's Social Presence

Social URL Follower Last Activity Action/Activity

Media s Date
Site
Facebo https://www. 35442 Date: Posted an appeal for
ok facebook.co 18/09/2017 donations to help send
m/CAREAust Time:2pm girls to school.
ralia/

Instagr https://www.i 2540 Date: Posted a photo of a

am nstagram.co 15/09/2017 young girl who they are
m/careaustr Time: N/A supporting to get a better
alia/?hl=en education via a
scholarship in Cambodia
LinkedI https://au.lin 4302 Date: Posted a job vacancy for
n kedin.com/c 18/09/2017 a program director calling
ompany/care Time: N/A for applications.
-australia

Twitter https://twitte 18.7K Date: Shared a link to an

r.com/CAREA 15/09/2017 editorial by the guardian
ustralia? Time: N/A on when climate change
ref_src=twsr is a human rights issue.
c%5Egoogle
%7Ctwcamp
%5Eserp
%7Ctwgr
%5Eauthor

YouTub https://www. 2, 240 Date: July Uploaded a video called

e youtube.com subscriber 2017 'The 4 minute video that
/user/CAREA s. Time: N/A crashed our CARE
us website.'
Appendices 4

Audit of Caritas Australia's Social Presence

Social URL Followers Last Activity Action/Activity

Media Date
Site
Facebo https://ww 18.52 Date: Shared an event and
ok w.facebook. 18/09/2017 encouraged followers to
com/Carita come visit their stall at
sAU/ Time: 1:40 PM the expo or to attend a
caring for creation
workshop with them in
Saturday.
Instagr https://ww 708 Date: Shared a photo of 'Matt
am w.instagra 14/09/2017 and Wendy Napier of
m.com/cari walk to a better world'
tasaust/? Time: N/A and thanked them for
hl=en coming to speak to the
staff at Caritas Australia
about their recent
poverty awareness walk
across Namibia.
LinkedI https://au.li 1687 Date: Advertised vacant
n nkedin.com 11/09/2017 positions in financing.
/company/c
aritas- Time: N/A
australia

Twitter https://twitt 7207 Date: Retweeted a video from

er.com/Cari 18/09/2017 Australian Aid on the
tasAust? campaign for aid
ref_src=tws Time: 11 AM breaking the news that
rc Julie Bishop has
%5Egoogle increased emergency aid
%7Ctwcam to the hunger and
p%5Eserp cholera crisis in South
%7Ctwgr Sudan, Somalia and
%5Eauthor Yemen.

YouTub https://ww 672 Date: Uploaded a video titled

e w.youtube. subscribers September 2017 Climate change ignites
com/user/c . us.'
aritasaustr Time: N/A
alia

35 | P a g e
Appendices 5

Summary of Competitors Social Media Presence

36 | P a g e
 Competit Social Strengths Weaknesses
or profiles
Opportun Facebook, Established Duplicated
ity Flickr, profiles on a content and
Internati Google+, number of repeated posts.
onal Instagram, popular social
Australia LinkedIn, media Lack of diversity
Twitter & platforms. in post content.
Youtube.
OIA has a
significantly
smaller amount of
followers in
comparison to
competitors
Care Facebook, Regular posts Engagement
Australia Instagram,
LinkedIn,
Twitter &
YouTube.
Caritas Facebook, Established a Links to content
Australia Instagram, strong social beyond Facebook
LinkedIn, media page needing
Twitter & presence. users to leave the
YouTube. site to view.
Use of feature
stories

Regular
updates

User
engagement
World Facebook, Established, Response time to
Vision Instagram, dominant stakeholder
Twitter, social media comments.
LinkedIn & presence.
Youtube World vision
has 117 times
the number of
followers that
OIA.

Separate pages
for fundraisers.

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