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Rare’s Philosophy & Why it Works Dale Galvin, COO.

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Presentation on theme: "Rare’s Philosophy & Why it Works Dale Galvin, COO."— Presentation transcript:

1 Rare’s Philosophy & Why it Works Dale Galvin, COO

2 A Reef Ranger Dilemma

3 Tragedy of the Commons The tragedy of the commons is a dilemma arising from the situation in which multiple individuals, acting independently, and solely and rationally consulting their own self-interest, will ultimately deplete a shared limited resource even when it is clear that it is not in anyone's long-term interest for this to happen.

4 Agenda Why Behavior Change is Important Why Communities Rare’s Method Focus Execution Marketing Measurement Leadership & Management

5 40% of world’s fish catch is from small, non commercial vessels Individual consumers Corporate Leaders Int’l Trade Regulators National Gov’t Local Communities 1 billion acres of forest are community managed More than half of all agricultural producers in developing nations are small scale farmers (outside coordinated supply chains) 55% of the world’s flora and fauna are found in just 5% of its land area… Many audiences to target when it comes to conservation 20-25% of carbon emissions come from tropical deforestation, more than transportation or industry

6 Agenda Why Behavior Change is Important Why Communities Rare’s Method Focus Execution Marketing Measurement Leadership & Management

7 A BINGO example Ecosystem-Based Management Plan Kubulau District, Vanua Levu, Fiji Habitat Best Practice Guidelines Management Rules Management Actions Terrestrial101516 Freshwater5217 Estuarine and Coastal Habitats 3144 Marine4299 TOTAL227936 0 timelines 0 budgets 0 measures of success

8 “Teaching one idea to hundreds of people has turned out preferable [to teaching many people a larger number of ideas], for a wide variety of considerations, ranging from [sustainability] of innovation to leadership development leadership to community solidarity and social justice.” – Roland Bunch, Two Ears of Corn, Rare’s alternative value proposition CAMPAIGN FOR A RARE PLANET/Fiji Islands

9 Fundraising Is diversification a good idea? Bridgespan identified 144 nonprofits that have gone from founding to at least $50M in revenue since 1970 90% had a single, dominant source of funding! 2/3 of those specialized even within that segment!

10 Switch “What looks like resistance is often a lack of clarity.” =

11 Agenda Why Behavior Change is Important Why Communities Rare’s Method Focus Execution Marketing Measurement Leadership & Management

12 The Great Reef Ranger Jewelry Heist

13 Why Projects are Late

14 The Checklist Manifesto

15 Agenda Why Behavior Change is Important Why Communities Rare’s Method Focus Execution Marketing Measurement Leadership & Management

16 Apple Macintosh This 1984 Super Bowl commercial introduced the Macintosh personal computer for the first time and made an immediate impact The commercial positioned the Macintosh as the anti- establishment, anti-IBM choice for computers Apple sold 50,000 Macintoshes in only 74 days after the commercial aired. For comparison: – It took 2. 5 years to sell 50,000 Apple IIs – It took IBM (Apple’s main competitor) 7.5 months to sell 50,000 PCs the year before Source: Ted Friedman, Electric Dreams: Computers in American Culture, 2005.

17 “Don’t Mess With Texas” Texas was spending $25 million per year on litter clean up with costs rising 15% per year Within months of the campaign launch, 73% of Texans could recall the message and littering had declined 29% After 5 years roadside litter had decreased by 72% and the number of cans besides the road dropped by 82% Source: Dan & Chip Heath, Made to Stick, 2008

18 “Click It or Ticket” Source: Social Marketing Institute, “Click It or Ticket,” 2007) Program set out to increase seat-belt usage by highly publicizing the enforcement of a new mandatory seat-belt law As a direct results of the campaign, seat-belt usage jumped from 65% to over 80% in the first 6 months and is now at 84% (highest in the U.S.) Surveys showed that 57% said the campaign made them buckle up more often

19 The Behavior

20 What worked

21

22 Influence Change

23 Remove Barriers

24 McDonalds Experiment Source: “Tots lovin’ McDonald’s brand” MSN Money, 2007. 63 children between the ages of 3 and 5 sampled McDonald’s chicken nuggets, hamburgers, french fries. Milk and baby carrots were purchased from the grocery store Each sample was divided into two -- half was wrapped in McDonald’s paper and half was wrapped in similar packaging

25 McDonalds Experiment Source: “Tots lovin’ McDonald’s brand” MSN Money, 2007. Percentage of Children that Preferred Each Type of Food

26 McDonalds Experiment: REEF RANGERS Source: “Tots lovin’ McDonald’s brand” MSN Money, 2007. 64% (7) preferred McDs! “more salty” “less oily” “more potato taste” “better taste” 9% preferred Chick-Fil-A (so 73% had a preference) 27% said the same PPMs: 1 each (McDs, Chick- Fil-A, Same

27 Make Marketing Work COSTSBENEFITS Changing habits (Short-term?) income loss Social stigma Learning Sustainable natural resources Sustainable income Pride!

28 Cross the Chasm!

29 Agenda Why Behavior Change is Important Why Communities Rare’s Method Focus Execution Marketing Measurement Leadership & Management

30 Measuring Impact “Half of my marketing money is wasted. The problem is I don’t know which half.” “You can't manage what you don't measure” “In God we trust, all others bring data.” “Not everything that counts can be measured. Not everything that can be measured counts.”

31 Some of What Rare Measures

32

33 Focusing on Impact Processes deliver OUTPUTS. In other words, what pops out of the end of a process is an output. An OUTCOME is a level of performance, or achievement. MeasureOutput or Outcome? # mosquito nets distributedOutput # deathsby malariaOutcome # of posters distributedOutput Changes in attitudes in community Outcome #trainedfisherman in sustainable fishing methods Output Changein fish stocksOutcome

34 Agenda Why Behavior Change is Important Why Communities Rare’s Method Focus Execution Marketing Measurement Leadership & Management

35 Foreign Aid: Impact versus Investment “It would have been better to do less, but endow what was done with more staying power” –2010 USAID Report on $60 million aid project in Afghanistan to that was supposed to develop a crop substitution and economic development plan, build roads, construct irrigation canals, create hydroelectric plants, and introduce better agriculture practices “The ugly reality is that most poor people in most poor countries never receive or even make contact with aid in any tangible shape or form...it is simply irrelevant to the ways in which they conduct their daily lives.”—Lords of Poverty (Source: Graham Hancock, Lords of Poverty, 1989 & Ben Arnoldy, “Afghan War: USAID Spend Too Much, Too Fast to Win Hearts and Minds,” 2010)

36 The Case of Nicaragua Nicaragua Illiteracy reduced from 53% to 13% Nicaraguans with regular access to medical care increased from 25% to 75% Overall agricultural production went up 8% The infant mortality rate dropped from 120 per thousand to 80 per thousand The number of vaccinations given to children more than doubled Total funds allocated by the government to education and health care tripled Source: Graham Hancock, Lords of Poverty, 1989)

37 Leaders vs Managers? “Managers are people who do things right and leaders are people who do the right thing.”

38 Salamat Po! Q&A


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