INSTINCT- Socially Intelligent Marketing
INSTINCT innovates with the development of advertising platforms that provide not only the visibility sought by the advertisers but also a free public service or infrastructure for the communities in which they advertise.
INSTINCT pioneers with the concept of Socially Intelligent Marketing and motivates corporations and large advertisers to spend their marketing budget in a way that help society.
Sobre ti
Sección 1: Sobre ti
Sección 2: Sobre tu organización
Is your initiative connected to an established organization?
Sí
Nombre de la organización
INSTINCT
Sitio web de la organización
Teléfono de la organización
+23321781848
Dirección de la organización
Accra
País de la organización
Ghana, GA
Tu organización es
Empresa
How long has this organization been operating?
1-5 años
tu idea
Name Your Project
INSTINCT- Socially Intelligent Marketing
Describe your Social Enterprise
INSTINCT innovates with the development of advertising platforms that provide not only the visibility sought by the advertisers but also a free public service or infrastructure for the communities in which they advertise.
INSTINCT pioneers with the concept of Socially Intelligent Marketing and motivates corporations and large advertisers to spend their marketing budget in a way that help society.
Country your work focuses on
Ghana, GA
Innovación
What makes your innovation unique?
INSTINCT is the first company to propose to fully finance public services and infrastructure with advertising budgets. To date, we have fully developed one product (in a pilot project at this stage) and two more are under development. Our first product is a tricycle which is rented as a mobile billboard and provides free school transport for children in rural areas. Every day, we transport 40 children to school which did not have access previously because of the 16 km they had to walk daily. Our goal is to scale up to 1500 tricycles in 5 years in Ghana (bringing up to 7000 children to school) and to expand internationally with partners in other countries. Next, we will be introducing a system of private solar street lights. We are also working on the development of a unique free magazine targeting lower income women which will be suited to literate and illiterate audiences alike.
The value proposal to advertisers includes several criteria which build up to our unique concept of Socially Intelligent Marketing: efficient advertising platforms, basic and priority social impact by using the MDG as a guideline to our R&D, measurable social impact, our product development and operations in line with the principles of the UN global company principle, and a strong stakeholders involvement.
We work with corporations, with NGO, with governmental institutions and with the communities for the implementation of our platforms.
This holistic approach allows us to be a partner rather than a supplier.
Do you have a patent for this idea?
Impacto
Esta presentación se trata de
Tell us about the social impact of your innovation. Please include both numbers and stories as evidence of this impact
We use the Social Return on Investment methodology developed at Harvard University to assess the social impact of our advertising platforms.
In the case of our first product it was assessed to impact on education, income generation and the environment. Each tricycle provides school transport to 4 children everyday. It also provides a full time job to a tricycle riders. The riders are unemployed youth from the community the children come from. Those youth are usually prone to farming for subsistence or exodus to larger cities where other social problems await them. After this school transport duties, they can sell the advertiser's products to increase their revenues with commissions earned on the sales. The tricycles are assembled and maintained by a local entrepreneur who has been trained by our technical director and whose workshop has been upgraded and tooled by us.
The introduction of non-motorise transport promotes their use in those regions rather than polluting motorized vehicles. It has been proven that when children are exposed to non-motorised transport they are more likely later in life to use and promote them.
Our coming up street light product will increase the well being of the community by providing a safer and less violent environment in which to live. Street lighting has been proven to reduce crime and improve road safety. The solar power reduces the strain of public lighting on the national energy generation.
The magazine will provide empowering and emancipating content to women which are generally isolated from it. It will enable these women to get reliable information on their own health care and that of their loved ones. The United Nations have assessed that mother and child mortality could be reduced if women were better informed of basic care procedures. Besides, while the magazine is built to be understood by fully illiterate readers, it is also built to encourage reading and reading improvement.
Problem: Describe the primary problem(s) that your innovation is addressing
As much as $9.6 billion was spent on marketing on the African continent in 2007, with around $134 billion invested in marketing campaigns in the developing world in the same year.
Over the same period, net aid transfers in the developing world were approximately $80 billion.
Think of what can be achieved if just a small percentage of those funds were spent on not only promotional activities but also achieving a social good?
INSTINCT believes that intelligent spending on intelligent support will help to meet basic social needs for disadvantaged communities.
This is where we come in!
Actions: Describe the steps that you are taking to make your innovation a success. Include a description of the business model. What might prevent that success?
INSTINCT sells advertising space to corporation. It is with the revenues of the advertising space that we can provide the public service or infrastructure. INSTINCT products are developed to tackle two objective at once: visibility for the advertiser and social impact for the community.
Changing the attitudes of marketing managers and advertising agencies takes time, especially in an environment where skepticism about innovations prevails. The time that it takes to create long time change cost operational money in an environment where fund raising has become a challenge. As advertisers gradually jump on board, fund raising is our main challenge for the success of this venture.
Our growth is expected to come from the introduction of new products as well as the increase in our number of clients.
Results: Describe the expected results of these actions over the next three years. Please address each year separately, if possible
Within 3 years we expect to have successfully introduced our 3 products to the market:
1- We expect to have 800 tricycles in Ghana, that is to bring 3200 children to school daily and having created jobs for 800 drivers and a maintenance agreement with 30 entrepreneurs. We expect to have introduced it to at least one other country outside of Ghana.
2- We expect to have introduced a part of 2500 streetlights to Ghana
3- We expect to have introduced our magazine nationwide in Ghana
How many people will your project serve annually?
1001‐10,000
What is the average monthly household income in your target community, in US Dollars?
Less than $50
Does your innovation seek to have an impact on public policy?
Sí
If your innovation seeks to impact public policy, how?
Our innovation seeks to motivate government to engage with social enterprises in order to build win-win public private partnerships in which the communities are the greater winner.
Sustenibilidad
What stage is your Social Enterprise in?
Operando entre 1-5 años
Does your organization have a board of directors or an advisory board?
Sí
Does your organization have a non monetary partnerships with NGOs?
Sí
Does your organization have a non monetary partnerships with businesses?
Sí
Does your organization have a non monetary partnerships with government?
Sí
Please tell us more about how partnerships could be critical to the success of your Social Enterprise
Partnerships are highly critical to the success of our business. The knowledge, resources and empowerment we get from our partners is key to the success of our projects. We are looking for business who want to know more on how to implement socially intelligent marketing practices to their marketing strategies. We are looking for NGOs who want to know more on how we can work with them to leverage our resources to generate more social impact. We are looking for governments who want to know more on how we can help finance infrastructure for their citizen.
We would like to learn more about how your initiative is financially supported. Please explain your business plan/revenue model
We are financing our company with 3 major forms of finance:
- Capital invested by the founders
- Subsidies
- Advertising revenues
La historia
What was the defining moment that led you to this innovation?
After having set a Social Venture investment fund for Africa, I realised that I would much rather be on the entrepreneur's side. I needed to find an idea which allied my experience in media and advertising in Africa as well as my drive to generate a social impact. Working with large marketing budgets in Africa, it was clear to me that more could be achieved with this money toward helping communities in such a needful environment. I took time to consider the angle with which to approach this challenge and came up with the idea for the first platform.
Tell us about the person—the social innovator—behind this idea.
Magali began her career as a media consultant providing investment and economic reports on developing countries to international media. In 2004, she became the Managing Director of a media company, World Television Report (WTR), which produced and packaged valuable business information in a television programme, Africa Report, broadcast on CNBC Europe. After successfully restructuring the company, Magali returned to Amsterdam in 2006 to tackle her next project, a social venture capital fund for investments in SMEs in Africa.
Magali has extensive international work experience in over 30 countries. Through the experience of working and living in Africa, Magali has developed a critical knowledge and understanding of the opportunities of the continent.
Magali believes passionately that, for true success, economic development has to be balanced with the achievement of social good. She continues to apply her entrepreneurial attitude and aptitude to this end.
She obtained her MBA from the University of Amsterdam.
How did you first hear about Changemakers?
Email from Changemakers
If through another source, please provide the information
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Comentarios
Congratulations to Instict for instigating a socially beneficial initiative in the way that advertising budgets can be utilised and hope that their efforts are recognised in this competition
Hi Magali,
What an incredible concept! This is the first time I've seen a social enterprise working at the interface of infrastructure/public goods and advertising - very exciting. It seems like such a natural fit between business objectives and public needs!
I had a few questions about the initiative... first, I'd love to hear more about your engagement with government. What types of government partnerships have you established or are you seeking out?
And second, is your model's financing largely dependent upon ad budgets? Or are there any 'backup funds' if ad budgets dip during a certain time period? I'd be interested to hear more about the financing model.
Looking forward to hearing more!
- Grant
Dear Grant,
Thank you for your interest and your questions.
We are engaged with government bodies in different ways depending on the product. For the tricycle product we engage ministries and local government representatives into our stakeholders involvement process as we need to get support for them to introduce the system to the communities and run our quite unusual transport vehicles.
For the lampposts, we are working with the municipality of Accra to determine the positioning of the poles and for the agreement on the advertising concessions.
Our model depends fully on advertising budget with a "fill rate" % at which our model is sustainable even if the budget dip and we do not reach 100% fill rate.
I hope this helps in understanding better the way we work. If you see any ways we could cooperate with your organisation, let me know.
Kind regards,
Magali
Hi Magali, I am thrilled about your model. I was reading the entry and I felt "this idea can be replicated almost anywhere". Are you already in contact with other organizations or social entreprenuers doing a similiar work? are you connected with Ashoka?
cheers
Gaston
Dear Gaston,
Thanks for your comments. Indeed, the model is scalable and we are looking forward to be able to replicate it so other communities can benefit.
In fact, our goal is to advocate and promote the concept of "socially intelligent marketing" as a upcoming communication strategies for corporations to dedicate up to 20% of their marketing budget to advertise on "socially intelligent" platforms. (you can find more on that on our website www.sociallyintelligentmarketing.com)
I am (since pretty recently) in touch with Ashoka in Africa. The SA office made an intro to the person in charge of Ghana and I am expecting her reaction to be able to apply to the fellowship. However, they have a focus one agric so I am not sure I will fit in.
I am also trying to get together with some other social entrepreneurs working on similar models. I proposed to organise a meeting with Charles Maisle, Shane Immelman (lapdesk) and Trevor Field (playpumps) through Charles.
The concept and the company has a lot of potential to create massive impact, especially when combined with the cooperation of other entrepreneurs in the same field. Right now, we are focusing on getting the necessary financing to run the Ghana operations and bring them to a sustainable level.
I'll be looking forward to link up with you if you have more ideas on how to help us move things forward.
Kind regards,
Magali
Dear Magali, according to your experience what are the main barriers or challenges so that social business models can thrive?
cheers
Gaston
Dear Gaston,
Thank you for this important question.
The main challenge is access to funds. Traditional investors are very skeptical of social business models. They fail to see how a business can be successful with a strategy serving a social impact. Social Investors are still rare and the amount of social entrepreneurs competing for funds is growing quicker than the investment base.
The second challenge is to secure clients. Social products or services still cary an image of a once-off purchase. A "gesture" the buyer does to feel good rather than a habit of buying "ethical products by ethical enterprises". This is true for corporate clients as well as end consumers.
The challenge that social enterprises have to overcome is to prove that they can be profitable at the same time and doing good and that their products and services are as good as any others.
I feel that inspiring success stories such as the Body Shop, Lush or Ben & Jerry are not sufficiently used as a case study of what social enterprises can achieve.
Magali
Excellent, thanks a lot!!!!!
cheers
Gaston
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