A Comprehensive
Proposal for a Strategic Approach to Communications
Submitted
to
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Herakles
Farms/SGS
By Rev. Dr. Sam O. Esale
ACKNOWLEDGEMENT
I want to thank Ms. Delilah
Rothenberg of Herakles Capital in New York, for making the proposal request,
which allows me to express my thoughts on the communications issues encountered
by Herakles Farms in Cameroon. I also thank the Oroko Cultural Group in
Georgia, the Oroko Cultural Organization in USA (OCA-USA) and DIDECO
International Incorporated, for giving me the opportunity to serve as President.
My services as President of the
respective groups at various periods in the history of Oroko in the diaspora,
give me the privileged insight and understanding of the issues affecting
Cameroonians in the diaspora in general and Oroko people at home and abroad, in
particular.
Finally, I thank my wife
Pamela and my daughter Gwen, for being the main sources of my inspiration and
confidence. This paper would not be complete without their involvement and
meaningful contributions.
Thank you.
Sam Esale
Table
of Contents
1 Executive
Summary
2 Background
3 Understanding
of current communication issues
4 Examination
of different stakeholders
5 Examination
of current approach
6 Recommendation
of best practices
7 New program
implementation strategy
8 Benefits
of new program to Herakles Farms
Executive Summary
The primary purpose of this
paper is to demonstrate the author’s understanding of the communication
challenges that Herakles Farms/SGSOC, has encountered in Cameroon, since its
inception as a Sustainable Palm Oil producing business in the south west region
of the country. The author also identifies some of the potential sources of the
public relations challenges and offers some candid suggestions in the form of
best practices, encapsulated in strategies, to solve the communication problem.
Included in the paper is a
detail understanding of the current communication related issues in the region,
i.e. negative press, frivolous law suits and court injunctions; a definition of
the respective stakeholders and a close examination of constituency
characteristics and driving motivations, and an honest appraisal of the current
approach used by Herakles Farms to address the prevailing public relations
battle and potential problems.
The heart of the document is
an expose of a series of best practices based on thoroughly researched
communication strategies, tactics and techniques, designed to solve the
aforementioned issues and more. The new communication program vision is
intended to create a public relations and communication environment that allows
the company to connect with all identified stakeholders on a meaningful level.
Additionally, the atmosphere created shall serve the company’s goal of
Sustainable Palm Oil production, while bringing all constituency expectations
and motivations in harmony with the overarching mission of the company in the
region.
Finally, the author outlines
the features necessary for the consistent implementation of the new communication program, with minimal
disruptions to the current approach employed by Herakles Farms, and concludes
by stipulating the real benefits of the new program to Herakles Farms and the
affected communities.
Background
Herakles Farms/SGSOC (the
Company) is a sustainable oil palm plantation enterprise which began acquiring agricultural
land leases in the Republic of Cameroon in 2009 and started planting in 2010. Thus far, the company has land banks of nearly
73,000 hectares of mostly uncultivated secondary forest, in the south west
region of the country which spans Ndian and Kupe Mwanenguba divisions. Although
the land banks leased by Herakles Farms are of low diversity value, they are
surrounded by four major protected areas of high conservation value. These
protected areas are the Korup National Park, the Rumpi Hills Wildlife Reserve,
the Banyang-Mbo Wildlife Sanctuary and the Mount Bakossi National Park.
In addition to being
surrounded by areas of high conservation value, the land banks occupied by
Herakles Farms are surrounded by native settlements which vary in size from
tiny hamlets to small towns. Based on various unofficial reports, estimates are
that approximately 50,000 to 70,000 men, women and children may be impacted directly
and indirectly by the Company’s activities in Cameroon. It is also estimated
that approximately 35% of the individuals in the region will be employed
directly or indirectly by Herakles Farms. Herakles Farms reports that upon full
production, the project may create approximately 7500 direct new jobs in the
area and about 30,000 indirect employment opportunities in surrounding cottage
industries.
While Herakles Farms has the
goal of becoming a sustainable palm oil producer for Cameroon and Africa, the
company also seeks to maintain a robust commitment to sustainable economic and
social development. However, in spite of the Company’s worthy intentions, which
are buttressed by positive environmental and social impact assessment results,
Herakles Farms/SGSOC has encountered public relations challenges since the Company’s
introduction to the region.
Many of these challenges can be attributed to the
woes of a new entrant to an established industry. There is a natural learning curve which is
exacerbated by the manipulation of the indigenous population by third party
stakeholders such as local and international environmental groups, protectionist
attitudes of existing industry players and neo-colonialism fears within the
elite class. Moreover, many of the roadblocks to Herakles highly honorable goal
of sustainable agri-business can also be understood from a domestic perspective
by considering the economy, level of literacy, socio-political context and the
culture of corruption firmly embedded in the psyche of the nation.
From the point of view of a
native of the region, educated in Africa, Europe and USA, an entrepreneur,
educator and philanthropist, for more than 20 years and one whose father worked
for one of the largest agri-business companies in the country (CDC) for 24
years, I am confident that a small number of strategic changes can vastly
improve the existing state of communications and the long term viability of the
project. The goal of this paper is to demonstrate an understanding of the
communication difficulties, identify some of the potential sources of the
problems and suggest best practices or strategies, to solve them. The benefit
to be accrued by adopting and implementing
the suggested strategies, is the substantial mitigation of potential security
and business related risks resulting from negative press, the assurance of a
healthy and friendly business environment and a guarantee of the growth and
sustainable profitability of Herakles Farms Plantations in the region.
Understanding of the Current Communications
Issues
Since 2010, when Herakles
Farms started clearing and planting in Cameroon, the Company has been viewed with
suspicion, subjected to negative press, taunted by frivolous law suits, been on
the receiving end of court injunctions, unfounded allegations and baseless
accusations. The rhetoric floating on the Internet and in Cameroonian business
and social circles about Herakles Farms has been incendiary and detrimental to
the Company’s brand. Herakles Farms has
been regarded as the poster child of American imperialism and a threat to the
environment by a significant percentage of opinion leaders in various forums.
Below are a few Herakles related headlines from various email groups and chat rooms
associated with Cameroonians both at home and abroad which demonstrate the
public sentiment towards the Company’s presence in the region:
1.
“An American Business Conglomerate in
Cameroon stealing land from poor natives in Ndain division”.
2.
“Sign this petition against Land grabbing in
Ndian Division”.
3.
“Who sold 100000 ha of land to SGSOC for 99
cents per ha?”
4.
“High Court
Judge in Ndian orders SGSOC to stop operations in Toko”
5.
“SGSOC hires Blackwater Armed guards to shoot
and kill trespassers”.
6.
“Herakles Farms discovers diamond in Rumpi
Hills”.
7.
“Herakles
Farms/SGSOC to dump nuclear waste material in Ndian Division.
8.
“Land grab deal will wreck havoc in Ndain,
disinheriting future generations”.
9.
“Save Ndian & Kupe Mwanenguba from
becoming another Sahara desert”.
10.
“Is Paul
Biya selling Prime property in Ndian Division?”
11.
“99 years lease, who negotiated the
contract?”
12.
“Turning Korup into an Oil Palm Plantation”,
13.
“CPDM/SGSOC unauthorized land deal in the
South West region of Cameroon”.
14.
“Fight against Neo-colonialism in Southern
Cameroons”.
15.
“SGSOC,
an Environmental hazard or a slave plantation?”
16.
“Our
environment in peril, SGSOC will ruin the pristine forests of Ndian and Kupe
Mwanenguba. Etc, etc. etc.
These
public perceptions can very easily become reality in the minds of poorly educated
natives of the affected areas, who depend on the elite media, affluent members
of the local community and their sons and daughters in the diaspora for
information and direction.
These
types of incendiary headlines have been the subject of heated debates and
conversations in beer parlors in Cameroon and social media and email groups
around the globe. The absence of a reasoned defense from Herakles Farms/SGSOC
has caused the embellishments of the naysayers to flourish.
In all fairness to Herakles/SGSOC, as a nascent
entity in the region, it could be argued that perhaps the Company’s silence
serves to guard against the risk of releasing confidential or strategic information
to the general public for scrutiny. A risk of this type can be mitigated by the
development and implementation of a well informed strategy for educating the
public on the inherent goodness of the project.
Additionally, what is important to bear in
mind is how the aforementioned negative attitudes may affect management’s
ability to run its operations effectively and efficiently, thereby achieving
the company’s goals with minimal distractions and damage to the company brand. Now
is the appropriate moment for Herakles to build its brand in this emerging
market, so that by the time full production begins, SGSOC will have positioned
the company ahead of the negative publicity game through brand recognition. At this stage in the process, one of the focuses
ought to be the marketing of Herakles Farms to Cameroonians at home and abroad,
as well as to the international community. This is a winning proposition which
becomes more cost effective as time goes on.
Examination
of different stakeholders
In
order to appreciate what is at the heart of this discussion, one has to analyze
the respective constituencies or stakeholders related to the project. Since each constituency has a different set
of expectations and needs, it becomes very clear that the problems emanate from
numerous sources and each niche has its own set of motivations that elicit the
deviant attitudes or behaviors towards the Company, its personnel and its
property. Therefore the solution may require a sustained and comprehensive
strategy that takes all the stakeholders into consideration, while staying true
to the continuous success, prosperity and sustainability of the business. Below
are some of the sources of the discontent:
a)
Local indigenous population
This
group includes tribal chiefs, local councilmen and councilwomen, farmers and the
general population. Generally, they suffer from low levels of education and
poverty, but comprise the general labor force of the area. This is not also a
homogeneous “voting” block. Most members of the group are easily influenced by
more educated or affluent relatives, friends and local business leaders. Any word from a relative abroad to a member of
this group is viewed as absolute truth. This is the most easily satisfied of
all stakeholders, but they constitute the greatest of risks if poorly treated.
This group can be kind, hospitable and warm, but members of this same group can
very easily become the source of all conceivable human problems. Among this
population, there is a strong belief in witchcraft, and the men are prone to
making empty threats about changing to animals like elephants, when upset.
Primary
motivating factor of this stakeholder group: Preservation of ancestral land heritage,
gainful employment and the opportunity to move children and grandchildren into
a higher social status.
b)
Local elite group
This
group consists of educated sons and daughters of the indigenous population - local
politicians, government employees, law enforcement, teachers, students and
relatives living inside Cameroon but residing outside the region. Members of
this constituency consider themselves the “elite”, more affluent and therefore
the opinion leaders of their respective communities. They are the influencers. The
group is also well respected by the natives. This group is also dependent on financial
and opinion leadership from relatives abroad.
Primary
motivating factor of this stakeholder group: Preservation of ancestral land
heritage and maintenance of social status quo.
c)
Cameroon diaspora
This
group lives abroad and is considered the upper crust of the society and is well
respected by the indigenous population and the local elite, but mistrusted by
the government. This constituency is spread around the globe. Members of the
group are organized in Cultural and Professional Associations in Africa,
Europe, Asia, Latin America and the continent of North America. In this group
one will meet organizations like Cameroonian Students Association in USA,
(CAMSA-USA), CAMSA-Canada, France, UK, China, Germany, Spain, BENELUX, Russia,
etc. Also groups like Oroko USA (OCA-USA), Oroko Development Foundation, Inc
(ODF Inc.), DIDECO, Bakossi Development Association (BAKDA), All Cameroonian
Cultural Foundation-USA (ACCDF-USA), Bali Cultural Association and Mankon
Cultural Group, in all, there are more than 30 Cameroonian Cultural Groups in
USA and more than 200 around the world including Cameroon. For
instance, the Oroko tribe from Meme and Ndian divisions has 4 groups in USA and
Canada and approximately 10 more around the world. Each group has its own
social network or e-group, and many groups hold an annual conference. The
estimated population of Cameroonians in the diaspora is about 1.5 millions and
various reports including World Bank, IMF, UNICEF, UNESCO and other academic
papers estimate official financial remittances to Cameroon by this group at
about 20% - 25% of the country’s GDP. This group has a powerful influence on
the thoughts and actions of Cameroonians who remain in the country.
Primary
motivation of this stakeholder group:
Preservation of ancestral land heritage and desire to see beneficial
development in the native land, yet no consensus exists on methods of
development.
d)
Politicians and political parties
Cameroon
has more than 200 political Parties but only about 10 of them are worthy of
mention for purposes of this discussion. The remaining groups are fringe
organizations who lack a clear sense of direction. In Nov. 2011, more that 22
candidates ran against President Paul Biya for the presidency of the Republic.
Mr. Biya of CPDM won by a land slide victory of 77%. The ruling party is
Cameroon People’s Democratic Movement (CPDM), with strong organizations all
over the world. CPDM is the most organized and disciplined political party in
Cameroon, with the highest number of members in Parliament and government.
There
is also the Social Democratic Front (SDF), the second oldest political party
with a substantial following. Other political parties include the UDC
(Democratic Union of Cameroon), UPC (Union of the People of Cameroon), NUDP (National
Union for Democracy and Progress, CRP (Cameroon Reformation Party), etc.
SDF, CRP and SCNC (Southern Cameroon National
Conference) are the main political groups opposed to the Herakles Farms
presence in the South West region of Cameroon. These three parties are led by members from
the Anglophone regions of the country, i.e. South West (Buea, Mamfe) and North
West (Bamenda). SCNC advocates for secession of Anglophone Cameroon and SDF and
CRP are sympathetic to the cause for historical reasons. SCNC, with
International H/Q in London, is of the opinion that the current state of unity between
East and West Cameroon is illegal. As a result, any land deal in Anglophone
Cameroon, negotiated by the government is illegal. Both SDF & CRP tend to
agree with that flawed position which has no basis in fact or history. Agents
of these three groups are therefore on the other side of the debate arguing
vehemently against Herakles Farms presence in Cameroon.
Primary
motivating factor of this stakeholder group: Consolidation or usurpation of
power, influence and financial gain.
e)
National Media
Besides Cameroon Tribune and CRTV (state
owned), all other News Papers, Radio and Television Stations in Cameroon and
around the world that report Cameroon News, are influenced largely by Cameroon Diaspora
opinion. Social networks and blogs feed these newsrooms with gossips, innuendos
and unverified information. It is sad to mention that Herakles Farms has often
been the victim of tabloid journalism in these forums or newsrooms.
Primary
motivating factor of stakeholder group:
State-owned media is primarily motivated to further the agenda of the
ruling political party. Independent
media is primarily motivated by a desire to expose or trade scandals and
controversial issues for ratings.
f)
Environmental Groups
This
group is largely supported by activists from international organizations
interested in environmental issues that include protection, preservation and
conservation of natural environment. The group gets the sympathy of local NGOs
and some government agencies charged with the responsibility of setting rules
and regulations that manage the use of forest, fisheries, fauna and wild life.
This constituency is the most intellectual and most vocal of all, in matters
related to ecology, eco-systems, bio-diversity, air and water pollution and
contamination, and it can easily be argued that this constituency is at the
forefront of the negative public relations campaign against Herakles Farms in
Cameroon. The same group occupies over half a million hectares of High
Conservation Value land mass with Forest
and Wild Life Sanctuaries in the “disputed” region of country, and no tangible
benefits to the indigenous population. This group is powerful enough to disrupt
the activities of any business entity without attracting too much negative
attention to itself. The primary motivation of this stakeholder group is
politics and influence.
g)
Industry competitors
There
are a multitude of agri-businesses in the South west region of Cameroon,
operating in the same industry as Herakles Farms. It seems only natural that
the presence of the Company threatens existing industry players. Some of these
businesses are large and well established like Cameroon Development Corporation
(CDC) and PAMOL. There are smaller
holdings by local farmers like Mambo Itoe, Chief Mukete Plantations, Nyamsari
& Co. Njikang & Sons , i-Makia
in Manyemen/Nguti , Nanje Estates in Rumpi Hills and hundreds of other small farmers in Ndian, Kupe Mwanenguba and Meme Divisions, who
want to be major players in the palm oil business and will fight hard to keep
their market share or reserve the potential for expansion. These are the same fellows who would complain
that instead of the government leasing vast expanse of land to “foreign
investors”, they ought to be encouraging local farmers through the provision of
financial grants, loans and other forms of government subsidies including
buffer stock and price stabilization.
CARGILL,
an International conglomerate based in USA, is also considering going into the
palm oil production business in Cameroon. All these large and small players
make the competition very fierce in the theatre, and the net result for a
competitive edge is mudslinging on the adversary, especially against the “new
kid on the block”. The question then
remains: Is it possible to beat the competition by developing a unique communications
advantage at this stage in the game? The answer is a resounding, “Yes!”
By simply examining the
following laundry list, there is no doubt that Herakles Farms has done
everything required by the law in Cameroon and regulations of other
international organizations, to operate a sustainable palm oil business in the
region...
1)
Herakles Farms is an active member of the
Roundtable on Sustainable Palm Oil (RSPO). RSPO is a non-profit association
with oversight on developing and implementing global standards for sustainable
palm oil.
2)
Herakles Farms has complied with applicable
local and state laws and regulations, including the presentation of the
required ESIA Report. (Environmental and Social Impact Assessment Report), and
the signing of all applicable Memorandum of Understandings (MoUs).
3)
Herakles Farms has created a strong community relations department in the
region
4)
Herakles Farms is committed to long term economic
and financial viability of the impacted area
5)
Herakles Farms is committed to the use of
best practices by millers and growers
6)
Herakles Farms is committed to environmental
responsibility and a conservation of natural resources and bio-diversity in the
area.
7)
Herakles Farms is committed to responsible
consideration of employees and of individuals and communities affected by
growers and millers.
8)
Herakles Farms is committed to responsible
development of new plantings.
9)
Herakles Farms is committed to continuous
improvement in key areas of activity.
With all these requirements
fully met and commitments made, one would expect Herakles Farms to be operating
in a business friendly environment in Ndian and Kupe Mwanenguba. If the
aforementioned “Principles and Criteria ensure that certified companies do not
harm the environment, dispossess local people or neglect workers rights”, and
Herakles Farms has agreed to and complied with every single one of the nine
principles, then why is Herakles Farms encountering so much negative publicity
from Cameroonians at home and around the world? What is the missing link
between Herakles Farms and (a) the local population, (b) the elite (c) the
Cameroon Diaspora (d) Politicians (e) the media (f) the environmentalists and
(g) the competition? What is the main
contributing factor to this public relations nightmare?
A close examination of the evidence leads to the
conclusion that effective communication is the missing link in the puzzle. It
is also about building strong and meaningful relationships that go beyond
contracts with stakeholders.
However, one has to acknowledge the important role that
Herakles Farms’ Community relations management and staff in the impacted region
have played, to maintain a decent relationship with the indigenous population
or key players in the theatre. Obviously, the community relations team has done
the good job of not letting the situation on the ground deteriorate to levels
beyond senior management’s control, in spite of the barrage of negative press
and misinformation piled upon Herakles Farms, by members of the local and
international communities.
Nevertheless, there is always room for improvement. The
aim here is to build on current efforts and approaches, by developing and
implementing well researched strategies that will improve upon the frayed
relationships, resulting from the prevailing domestic and international
negative public relations campaign against Herakles Farms. It is in the spirit
of Team work and collaboration that management can be able to develop more
aggressive sets of techniques and tactics to apply positive pressure on the
opposition and take complete control of the message game, while forging a new
way forward.
“If you give
people an easy way to connect with one another and with you, around something
they’re passionate about, they will beat a path to your door or place of
business, talk about you to others and your reputation will grow to precede
you”. Nelson Mandela.
This section tells the
reader about what needs to take place to change the public’s perception of
Herakles Farms in Cameroon. All
stakeholder interests are discussed based on the motivations of each
constituency. The over arching objective of these best practices is to bring
all the stakeholders together for a common good, while safe guarding the
company’s mission and purpose as a business entity operating in a friendly
environment. That objective demands the conscious effort to create and nurture
meaningful business and professional relationships with all stakeholders in the
affected area, without compromising the reasons for which Heracles Farms is in
the region. As a sustainable palm oil
producer, we must be in the business of exceeding expectations in every domain.
This picture is captured perfectly by the following statement of purpose by the
CEO of Herakles Farms;
“The
key to sustainable plantation development is stakeholder consultation and
dialogue… We believe that developing a sustainable and responsible palm oil
industry in Africa is key to food security on the continent…We expect that when
complete we’ll move half of families in the economic impact area into middle
class…We have lofty social ambitions there”. Bruce Wrobel, CEO Herakles Farms.
Vision:
The communications program
vision is to create a public relations and communications environment which
allows the Company to connect with all of its stakeholder groups on a
meaningful level. Additionally, the
environment created will serve the Company’s goals of sustainable palm oil
production while bringing the stakeholder expectations and motivations into
harmony with this over-arching Company goal.
Our vision is to create an environment which elevates the people in the
impacted area.
The broad strategy for
accomplishing the communications program vision involves an intimate
understanding of the needs and motivations of each of the Company’s
stakeholders. There is no assumption
that constituency motivations are always honorable. Nor is there an assumption
that constituency motivations are always nefarious. The fact remains that to
carry out Herakles stated mission these motivations must be understood,
synchronized and acted upon.
Strategy for Key Constituency:
The strategy for approaching
the indigenous population involves integrating ourselves into the lives of
villagers impacted by Herakles Farms. Considering the projected time frame for
this project, it is important to lay a solid foundation at inception. This means that their concerns become our
concerns and vice versa. This
relationship must be mutually beneficial.
The level of knowledge will be accomplished by demonstrating concern in
the following areas:
1. Primary
health care
2. Education
3. Children’s
sports
4. Local
agriculture
We will use our successes in
these areas to create positive momentum in the public relations battle.
Tactics
for Key Constituency:
The following details
explain the implementation of the strategy for the indigenous group.
· Primary
Health care;
Emphasize prevention and education. Studies
show that “prevention is more cost effective and more sustainable than cure or
treatment”, when considering health care options. A healthy population is good
for business. That’s the main source of SGSOC’s labor force. Perform regular
screening and vaccinations campaigns. Mobile clinics, Basic health education
related to simple hygiene i.e. clean body, wash hands before meals, clean
teeth, clean surrounding, exercise and rest.
Invite the press to publicize these initiatives. Send pictures out for
the world to see what is being done for the poor people of the region. Make it
a huge PR deal.
· Basic
Sanitation
Teach natives the importance of maintaining
clean living environment and surrounding.
Work with tribal leaders, clan heads or chiefs to set up rural village
sanitation contests, where five of more villages will compete for recognitions such
as the “Cleanest Town of the Year”. Community organizing team sets criteria for
the contest, e.g. all domestic animals behind fences, no littering rules, well
maintained homes, compounds and yards, participation in screening and
vaccination campaigns, etc. The award
winning village earns a clean water well or pipe borne water system as a
reward. Because they earned the water
well or water system, they will work hard to keep it clean or make it work.
Next win could be a Health Care clinic, etc. Always place a carrot at the end
of mile stone. Invite other groups and businesses to get involved. Make a big PR deal out of this by getting the
media involved
Adopt one or two central location(s) and install a well
equipped health care post(s) or clinic(s) for Out Patient Assistance. This
could mean working with an already existing outfit(s). Provide necessary
support to establishment, e.g. Staff training, Medical supplies, equipment and
medicine. Work with local hospitals, health care centers and other relevant
NGOs to provide necessary assistance. Where necessary, make a commitment to
provide transportation or ambulance services in Emergency situations, to local
health care facility. Work with sons and daughters in Diaspora by supporting
their development initiatives in this area. Get some good PR every time you
reach out.
· Education
Community Organizers to be actively involved in Adult
Literacy Programs. They will work with village volunteers or teachers to teach
writing and reading skill to natives. Also team up with other groups like NGOs
to introduce micro-finance initiatives. This Adult Literacy Program may include
the education of SGSOC employees. Because of new and substantial cash infusion
in the area, money management skills must be taught. Make a PR DEAL out of
this.
Invest more on the education of kids. That is
the main pool for future labor force. Emphasize apprenticeship and teach young
boys and girls the value of making things or producing goods by adding value.
Adopt a school and show case what importance SGSOC attaches to the education of
our youth in Math and Science and Technology. Equip the school with classrooms,
benches, computers and internet access, set up a vocational education department,
supported by Herakles Farms. This may turn out to be the training center or
workshop for the company’s future semi-skilled labor, skilled technicians and
engineers, etc. By setting up collaboration oriented curriculum, you enable
students to graduate from secondary school or high school with skills, and the
school then becomes an experiment, intended to prepare average village kids for
entry level tech or vocational jobs. Establish relationships with colleges of
Agriculture in the region and let the world know about these programs. Just
remember that Herakles Farms will be in the region for decades, so the company
needs to build its relationship with the community on a rock solid foundation
as opposed to shifting sand. Institute an Academic Competition Program in Ndian
and Kupe Mwaneguba and call it “Race to the Top”, for instance. Base the
Program on the results of the official standardized tests, e.g. GCE Ordinary Level
Examination or GCE Advanced Level Results. Say, the three top schools in Ndian
or Kupe Mwaneguba combined with the best results at the standardized tests win
an award from SGSOC & Co. That matrix could be used as the fairest yard
stick in deciding which school to adopt for any developmental experiment. The
same program can be used at the “adopted school” e.g. GHS Mundemba or GSS
Ekondo-Titi, to stimulate learning at individual student level or grass root.
Plan and organize Soccer Tournaments at
Primary, Secondary and High School levels. This Program will involve almost
everyone in the area or larger community and could be used as an excellent PR
campaign. This can very well be a collaborative effort with other stakeholders
or NGOs and Diaspora. By initiating a soccer tournament SGSOC shows that the
company understands the people and has found the “sweet spot between purpose
and profit”. Soccer is the most popular sport in the region. Parents, teachers,
members of the community and the entire student population are in love with the
sport. When Herakles Farms directs some of its effort in this area for just one
year, perceptions will begin to change dramatically. A lasting impression will
be left when Herakles displays a commitment to local neighborhoods and
integrate the rich and the poor, or workers and natives, who may be drifting
apart as the economy improves in the area. This is the same approach that Nelson
Mandela used to unite South Africa, at a turning point in the history of that
nation, by turning Rugby into a true national sport, (watch the movie,
“Invictus”, by Morgan Freeman). Great PR deal.
· Agriculture
Help villagers to improve their crop yield
per acreage through the instruction and use of more modern and sustainable
agricultural methods and techniques. Help farmers find markets for their
produce, by organizing Small Farmers Corporative. Organize local Agricultural Exhibitions or
Fairs, for farmers to show case their crops and win prizes. Collaborate with
local government agencies, NGOs and the competition to assist local farmers. Excellent PR deal.
Work with education officials in the area to
include practical agriculture in schools. Test the program in “adopted school”.
School can grow crops like yams, maize, ground nuts, tomatoes, green
vegetables, etc. for the market. This activity will generate revenue for the
school, and will be beneficial for the survival of the generation of children
receiving the education. This is another area of great PR campaign. Have
schools compete in the region for prizes.
It is important to note that Social
Initiatives are not just for PR and conversation. These platforms must be
viewed as business development opportunities (BDO), in order to be meaningful
and sustainable. Any investment here will pay dividends that will far exceed
the time and resources spent in frivolous law suits, bad press and unethical
behavior such as bribery and corruption.
Strategy for Local Elite and Diaspora:
Regarding the local elite,
our broad strategy consists of providing an opportunity to rise in social
status based on merit by providing gainful employment. As the Company becomes the premier employer
of the region with rigorous training and good wages, there will be a decided
shift in public opinion. Additionally,
this constituency will be positively influenced by improvements at the grass
root level.
The best strategy for handling the diaspora is through
partnership and collaboration. We must become a part of the community by
finding out who they are and what they are doing in terms of:
1. Aid
projects
2. Development
initiatives
3. Cultural
activities
Since
most of these groups are registered as 501(c)(3) entities with the US IRS,
every donation or contribution in kind can be tax deductible. These
organizations meet at least once every year for conferences, conventions,
seminars and symposiums, and most of them publish their calendar of major
events on their websites or e-groups.
Participation at these events is cost effective and such avenues could
be used to deliver Herakles Farm’s message to the public.
Tactics
for the Diaspora:
The following details explain
the implementation of the strategy for the diaspora group.
As mention earlier, there are political organizations
like SDF and CPDM. There are cultural associations like ODF, Inc. BACDA, OCA-USA,
Manyu, etc. There are also student organizations like CAMSA-USA, and there are
numerous Professional Organizations. These organizations are spread all over
the world, with major concentrations in Europe and the USA. Each organization has its own agenda. But
what they all have in common is development and progress as priorities. For
example, in 2011 OCA-USA shipped a 40 foot container of school supplies and
books to Orokoland. In 2012, Oroko Georgia, shipped a 40 foot container of
medical supplies to the same region in Cameroon. The Bakweri Group from Limbe recently
delivered sitting benches and school supplies to schools in Fako division. The Bakossi
group from Kupe Mwanenguba has shipped medical supplies and awarded
scholarships to underprivileged children in the region.
Last year a team of medical doctors from around the world
worked in Limbe on a medical mission organized in Washington, DC by a group
Cameroonian men and women in collaboration with Med-Share USA. There are several individuals and groups from
Cameroon spread all over the world, involved in charity work. Most of these individuals, professional,
political and cultural groups have embarked on similar robust development
initiatives inside Cameroon, in the last decade or more. And some have been
involved in direct for profit business transactions and development projects in
the country.
Collaboration
with these groups is cost effective and such platforms could be used to deliver
Herakles Farm’s message to the public.
Strategy for
Media and Politicians:
The best approach for handling the media is
to befriend them and allow them to “work” for the Company. Message discipline is the key. Take nothing
for granted is the best course of action. This group can make or break a business.
Work with the press at every stage. Ask for opportunities to showcase
development initiatives. This group is hungry for news, good or bad. Let us be
the primary source of good news in the region. They need it.
Savvy politicians want good press. This motivation can be used to Herakles
advantage by allowing tribal leaders, councilpersons and parliamentarians to
share credit for the Company’s improvements to the area. By allowing politicians to share credit for
the good work, they become invested in the Company’s success. Additionally,
regular communications with this group will improve the relationship.
Strategy
for Environmental Groups:
“We do consider ourselves environmentalists,
it can be done correctly”.
Bruce Wrobel, CEO Herakles Farms.
In this arena, Herakles Farms must lead the industry by
example.
Strategy for Industry Competitors:
Dialogue, understand, collaborate and build
relationships, these are the new norms in today’s business environment.
Competition is a good thing, because it keeps the company on the cutting edge,
through
innovation, creativity and the quest to be
the best in the industry. Set the right PR tone and the rest of the crowd will
follow. Become a leader in the industry as illustrated in the following
examples:
· PAMOL
has neglected to develop the only good road linking Kumba and Ekondo-Titi or
Mundemba, Herakles Farms seeks to collaborate with PAMOL for the improvement of
the road. This is good for business and it’s good PR.
· Another
example is the partnership with the competition in Research and Development or
R&D. For instance, Herakles could collaborate with CDC to sponsor a
research program on Soil Science at the college of Agriculture and Agronomy in Ngaoundere,
or work as a team on some Pest Control Research Project at the Ekona Research
Center.
· Herakles
could also work with PAMOL to sponsor a Soccer tournament in Ndian and Kupe Mwaneguba.
These are all great PR opportunities that the company can capitalize on, rather
than getting involved in futile confrontations or negative advertisement wars
against the competition.
New Program Implementation
Methodology
· Create
a Full Communication Department with a budget.
· Visit
Cameroon to evaluate real time situation on the ground
· Set
realistic but challenging communications goals.
· Build
and train a powerful and reliable communication team
· Work
with Community relations management in Cameroon to retrain the staff to perform
the functions of community organizers.
· Specify
communication channels and emphasize message discipline
· Establish
feedback loops and benchmarks for success management.
· Monitor
progress by constantly evaluating communication strategy against benchmarks.
Benefits
of New Program To Herakles Farms
·
Improved visibility, public Image or brand
·
Improved Employee relations and lower turn
over
·
Safe, healthy and better business environment
·
Reduced Security Risks
·
Reduced Business Risks and operation costs
·
Reduced Business liabilities in Tort Law
related issues
·
Educated work force to maximize efficiency
and productivity
·
Healthy work force to maximize productivity
·
Efficient allocation of business resources,
i.e. time, man power and money
·
Guarantee more sustainable growth,
development and profitability of Herakles Farms in Cameroon
·
Secure the nomination of Herakles Farms, by
Cameroon Minister of Agriculture, as the most Sustainable Palm Oil Company in
the nation, by the year 2015. That is the goal.
INFORMATION
RESOURCES
· Herakles
Farms Sustainability Guide
· Camnetwork@yahoogroups
· Cameroon_politics@yahoogroups
· Camforums@yahoogroups
· Oroko-oboso@yahoogroups
· CPDM-USA@yahoogroups
· Banabaoroko@yahoogroups
· Dikome_elements@yahoogroups
· ACCDF/ga@yahoogroups
· ACCDF/USA@yahoogroups
· Dr.
Greg Fonsah, PhD.
· Dr.
Emmanuel Konde, PhD
· Dr.
Mambe Thompson, PhD
· Dr.
Augustine Ayuk, PhD
· Dr.
Sakwe Amos, PhD
· Dr.
Elias Etinge, PhD
· Tata
Louis Etongwe, Former President OCA-USA
· Sango
Sammy Ngalame, Former President, Bakossi Group-USA
· Mr.
Jackson Nanje, President Coordinator ODF, Inc.
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