Clear VisionforEverybodyGlobal Com

munication Proposal

Our agency-Double Vision PR

BackgroundSituational AnalysisGoal of ProposalKey M

essagesO

bjectivesStrategies and TacticsEvaluation M

easures-KPI’sTim

elineBudgetReferences

Presentation Agenda

04.06.-08.06.2017

Bangalore,India

Double Vision seeks be the bridge to help you deliver your company or organization’s m

essages

to your desired target audiences. We, as a successful global PR agency, w

ill critically analyze each

situation according to your geographics, establish your company/organization’s fundam

ental

information, generate PR ideas to allow

you to differentiate and stand out from com

petitors, and

help you reach your goals in maintaining good public relations w

ith your audiences.

“The vision of the future,the vision for you.”

Welcom

e Message

Dig

nity

Clie

nt fo

cusse

d

We strongly

promote and

encourage that all have honourand

are worthy of

respect. We seek

to treat all we are

connected to the w

ay we w

ant to be treated.

Ha

vefu

nC

rea

tivity

Trust

We believe in

working w

ith a client to help

them realise

their com

munication

dreams, and

proactively overcom

e challenges.

We love to find

solutions that are outside of the box. N

o idea is too crazy or too out there. W

e w

ant to create the best solutions for

our clients.

We love to have

fun, with each

other and with

our clients. It stim

ulates creativity and builds great connections.

We believe that

everything we do

must be built on

a foundation of trust in each

other and in our clients.

Our Values

1Prom

otional campaigns ad hoc

Our Services

24 3567

Social Media Strategy

Brand Developm

ent and comm

unication

Reputation Managem

ent

Creative innovative projects

Brand consolidation

Crisis managem

ent and comm

unication

Who w

e work w

ith

The ZEISS Group are world leaders of their industry w

hich develops, produces and distributes measuring

technology, microscopes, m

edical technology, eyeglass lenses, camera and cine lenses, binoculars and

semiconductor m

anufacturing equipment.

The Carl ZEISS Foundation: Previous cam

paigns by the foundation have included:"Back to Bush" program

by ZEISS provides access to better surgical equipment in disadvantaged regions:

•Eye clinics in O

utback and Oceania, w

hich need support, can apply at ZEISS and check whether they

•m

eet the requirements for the provision of a general overhaul ZEISS surgical m

icroscope

Through their advanced medical technology, vision care and custom

er optics, ZEISS aims to create

a campaign w

hich will educate, inform

and cure the vision epidemic in India.

•It’s m

anufacturing and research technology allows ZEISS to tackle this epidem

ic with it’s ability to

•provide opticalsat a low

er price than other market leaders w

hich underprivileged and third world

comm

unities can afford.

Where w

e are

Our Team

Background

Serious global health issue that needs im

mediate

action

It is estimated

more than 2.5

billion people w

orldwide do not

have access to eyew

ear, with

90% of these

people being from

developing countries.

80% of visual

impairm

ent can be treated or

cured

Zeiss is working

on combating this

issue and is in the process of generating

creative and suitable plans of

actions.

Vision im

pairment,

particularly access to refractive

services

What is the issue?

12

34

5

Meager

employm

ent opportunities

Shortened w

ork lifetime

Goes against cultural,

religious and social beliefs and practises

of some

countries

Poor or Lim

itedEducation –

lack of glasses is the #1 reason for

leaving school early

12

34

How does it affect people?

Who w

ill this proposal target?

The Plan

Present a strong and clear comm

unication plan with both global and local aim

s and initiatives, w

ith a focus on the global perspective.

Loca

l

To increase the percentage of people w

ho need glasseare

wearing them

and to raise aw

areness of the im

portance of sight in education (India)

Glo

ba

l

Raise awareness

through music and

influential people.

Situationalanalysis

Stakeholders/Publics

•Zeiss em

ployees: more than 25,000 w

orldwide, including over 10,000 in Germ

any •

Indian media outlets: M

ore than 12 languages used; English used with India’s elite but not for general

masses; in north, Hindi is w

idely used in ads but in south is seldom spoken; som

e ads use Hinglish

•Indian population: general inhabitants; those w

ith poor eyesight; rest of society who w

e hope can raise aw

areness and spread influence to those who are resistant

•U

K and rest of world population: attem

pt to reach through global awareness cam

paigns etc•

Social influencers/celebrities: actors Shah Rukh Khan, Dev Patel, KareenaKapoor; cricketer Sachin

Tendulkar; comedian Kapil Sharm

a; F1 racer Lewis Ham

ilton; actress Emm

a Watson

Stakeholders/Publics cont.

•D

onors, partners and sponsors: anyone who can help fund the cause and assist in spreading aw

areness•

Indian government/U

K government: Seek to reach perm

anent change rather than a quick fix this can be done by targeting politicians and people in pow

er •

The media Globally: spread aw

areness using media channels such as television, social m

edia, print, music

•Zeiss Suppliers and Shareholders: These stakeholders m

ight be affected by this campaign depending on

how w

ell it does

Internal Analysis:Zeiss

Internal Analysis:Zeiss

Internal SWOT

KNO

WLED

GE–

SKILLS–

ATTITUD

E•

Knowledge:

•Business experience:Long tradition w

ithin the field of optics for over 170 years•

Reputation (company and products): excellent reputation as a m

anufacturer of high-quality products and as a reliable partner

•Successful Innovation m

anagement: Value Creation

•The Zeiss Foundation: Various education and science funds for regional and international projects

•Skills:

•W

ide product range:Covering a number of industries and m

arkets (Diversification effects)•

Value Creation and Capture•

Financial situation: Net liquidity (€374 m

) → offers a sound base on w

hich to realize the ZEISS Group’s long-term

growth strategy

•Attitude:

•Culture:Innovation-friendly w

orking environment

•Internationalization:Advantages recognized and first steps w

ere taken

1. Strengths

1

EXPECTATION

S–

BIAS –PEN

ETRATION

•H

igh price expectation: Zeiss stands for high quality → the thought could be that

ZEISS's support would be too expensive

•M

arket: Less market penetration and thus experience in developing m

arkets/countries •

Investments: Long-term

investments (as part of the strategy) vs. short-term

financial goals (shareholders)

•Enterprise: Zeiss is still a m

ajor economic enterprise, social recognition also benefits the sale

and is dependent on success

2. Weaknesses

2

GRO

WTH

–G

ROW

TH–

GRO

WTH

•G

eneral growth potential:

•Positive m

oderate worldw

ide growth forecast

•Especially the Indian econom

y will see above-average developm

ent (m

arket share, revenue and profit) •

All markets of ZEISS offer m

ajor growth potential

•Grow

ing importance of brands for consum

ers •

Increasing demand for glasses: O

ptical technologies as key technologies of the future →

their technological and scientific applications will increasingly penetrate all areas of life

•The form

ation of strategic partnerships and access to distribution channels: on the basis of existing cooperations

and established brand equity •

Currency advantage 3. Opportunities

3

•Culture differences: ZEISS has to build trust and product adaptation is needed →

‘think globally, act locally’•

Could be seen as a company w

hich "interferes everywhere" and m

akes people dependent on them

selves → Som

etimes m

istrust of large, globally operating companies

•In developing countries: could act as a "guardian" w

hich propagates the Western w

ay of life as the right one

•Partners m

ay be afraid that they may only use ZEISS products w

hen they start a project•

Local partners could regard Zeiss as a too demanding and expensive partner

•Physical distance

•Progressing protectionism

•

The group is exposed to risks within the VisionCare/Consum

er Optics segm

ent arising from...

•fundam

ental changes in the market

•the concentration of custom

er structures •

continued fall in the price of eyeglass lenses •

the emergence of new, aggressive com

petitors

4. Threats

4

Internal Analysis:Zeiss

Internal PESTLE

Political: •

Germany consists of 16 federal states, each having local governm

ents and legislatures that enjoy considerable decentralisation

in relation to the federal government

•The governm

ent is democratic, representative and parliam

entary •

Germany is the 10th least corrupt nation out of 175 countries (Transparency International)

Economic:

•Germ

any is the top economic pow

er in Europe and the fourth globally•

Focus on the service sector: Its annual contribution to the GDP is ~ 70 %

•Im

portance of foreign trade (India ranks 24th)In 2016*

•Very low

level unemploym

ent rate (3.9 %; European average 8.3 %

(december2016))

•Econom

y grew by 1.9%

(gross domestic product: € 3,132.67 b)

•A slightly m

ore attractive global economy is driving exports up again

•Production in the m

anufacturing sector is likely to have increased markedly in the quarterly

quarter → O

rder intake and mood indicators are a good start to the year 2017

Internal PESTLE

Social:G

ermany•

Is a welfare state

•Is densely populated and highly industrialized w

ith more than 82 m

illion inhabitants •

Has a high life expectancy at birth (females: 82 years, m

ales: 82 years) •

With a high share of academ

ics

Acceptance of glasses in Germ

any•

in Germany W

earing glasses is absolutely normal, they are even regarded as a fashion

accessory •

63.5 % of the population w

ear glasses •

72 % had a visual test in the last 3 years

•Average spending: € 344 on a pair of glasses

Internal PESTLE

Technological:•

Germany is a w

orld leader in innovation, boasting leading universities and research institutes alongside m

ajor engineering, IT, manufacturing industries (N

ational and private organizations) •

Ministry of Science and Technology coordinates and decides priorities for the national science

and technology programs

•ZEISS also plays a role in the technological developm

ent of Germany. Represents the areas:

•Research &

Quality Technology

•M

edical Technology •

VisionCare/ Consum

er Products •

Semiconductor M

anufacturing TechnologyLegal:•

The country's judicial system is based on a system

of civil law joining together historical

concepts and judicial revisions of different legislative acts by the Federal Constitutional Court•

The Constitution of The Federal Republic of Germany lays dow

n the fundamental structure of

the government, it dictates w

hat value system the nation should follow

Internal PESTLE

Environmental:

•International pioneer w

ith regard to environmental protection and clim

ate-friendly developm

ent •

Germany pursuing a strategy of com

bining economic grow

th and environmental protection

with a view

to sustainable economics (Developm

ent of renewable energies + Finding the

efficient use of energy and resources) •

Germany is actively involved in several bilateral and m

ultilateral environmental com

mittees as

well as signatory of prom

ising conventions •

Since 2011, the nuclear phase-out has been decided in Germany and m

any nuclear power

plants have been shut down and lost their business license

Internal PESTLE

External Analysis:India

SWOT

•W

orld’s most populous dem

ocracy + 2nd most populous country w

orldwide

•Fastest grow

ing economies

•Incom

e rate has increased•

Free education (ages of 6-14)•

Avail of low-cost, skilled hum

an resources•

Taxation system is w

ell-developed•

Privatization is also influenced •

Government encourages free business

•M

aintained cordial relations since 1947•

Vast industrial presence in public and private sectors•

Huge demand for dom

estic industrial goods•

Strongest IT sectors in the world

1. Strengths

1

•People ≠ charitable

•Faces challenges →

poverty, corruption, malnutrition and inadequate public healthcare

•Rise in India’s ageing population

•Highest population rate (illiteracy)

•Gender inequality

•Lag in science and technology

•W

ater pollution, garbage and pollution of the natural environment:

one of the major causes for health issues

•Labor issues

•Dependency of subsidies (SSI -Sm

all Scale Industries) •

High corruption and inadequate environmental safety norm

s •

Inadequate and poor quality infrastructure cost and time delays

•The consum

er taxes are quite high•

Very little innovation

2. Weaknesses

2

Opportunities

•Cooperate and reach out →

existing eyecare system

•Vast export m

arket to explore •

Growing com

petition of Indian industries •

Growing recognition of “M

ade in India” brand in global market

•Grow

ing number of overseas investm

ents and acquisition by Indian Firms

Threats•

Tense relations: Pakistan•

Heavy competition in m

anufacturing field from China

•Pow

er crises and the virtuous growth cycling m

anufacturing sector•

Unstable population

3. Opportunities and 4. Threats

34

External Analysis:India

PESTLE

Political: •

Multi-party system

•´The taxation system

is well-developed

•Tense relations: Pakistan

•President of India is the suprem

e comm

ander of the nation's armed forces

•The governm

ent has recently been clamping dow

n on foreign aidEconom

ic:•

It has been stable since 1991 •

India has been built on a market-based econom

y •

Tracked its economy as 3 sectors: agriculture, industry and services

•Its m

ain export partners are; the EU, the United States, the United Arab Emirates and Hong Kong

•Faced w

ith the challenge of poverty, corruption, malnutrition and inadequate public healthcare

India PESTLE

Social:•O

ne of the world's oldest, religiously and ethnically diverse nations w

orldwide.

•Tw

o major language fam

ilies: Aryan (74%) and Dravidian (24%

). •

Rise in pension costs and increase in the employm

ent of older workers.

•Highest population rate in term

of illiteracy worldw

ide: 74% are literate out w

hich 84% are m

en.Technological:

•M

ostly dependent on agriculture and service sector, not the technological. •

Lag in science and technology: 140 researchers per 1,000,000 population. •

India's telecomm

unication network is the second largest w

orldwide.

•Know

ledge: software building, and they have a very low

price for the work done.

India PESTLE

Legal:•Legal changes: recycling, m

inimum

wage increase and disability discrim

ination, which has

directly affected businesses there. •

The constitution of India is also based on the comm

on law act that w

as drafted during the independence of the country.

Environmental:

•Issues: pollution, w

ater pollution, garbage and pollution of the natural environment.

•The quality of air has been affected by industrialization and urbanization, also resulting in health problem

s. •

It still has a long way to go before m

aking the lives of its population cleaner and healthier. •

India is known to be a very populated country globally.

India PESTLE

External Analysis:UKSW

OT

Strengths•

Strong healthcare system and free optical care on the N

HS. •

Strong trading position. •

High standard of education. •

Political stability. •

High level of foreign direct investments from

other countries. •

Highly skilled workforce.

•Diversity of skills and cultures am

ongst employees.

•High em

ployment rates.

•London stock exchange.

1. Strengths

1

Weaknesses

•Brexit.

•Big Internal W

ealth Disparity. •

NHS m

anagement and issues of governm

ent funding. •

Suboptimal innovation: Lack of innovation com

pared to US and Europe. •

Poor industrial and public transport systems.

•High inflation rates.

•Higher levels of consum

er debt. •

Labourrestrictions. •

Lack of labour.

2. Weaknesses

2

Opportunities

•N

ew trade partners: Lenient trade rules betw

een Europe, Middle East and Asia.

•Globalisation

of technology. •

Creating tech hubs like that in the US would give the UK a bigger piece of the technology m

arket. •

Migrant education: Higher educated w

orkforce of imm

igrants. •

Reduced dependency on fossil fuels. •

Innovation in solar energy.

3. Opportunities

3

Threats•

European market com

petition. •

Rising prices of higher education. •

Financial crisis. •

Brexit issues. •

Imm

igrant crisis and stability of Europe. •

Division of the European Union. •

Relocation of highly skilled workforce: Doctors, teachers ect. Relocation of business due to

expensive overheads.

4. Threats

4

External Analysis:UKPESTLE

Political: From

a historic perspective the UK is seen to be one of the most pow

erful nations in the world. The UK

are one of the five countries that has the power to “veto” in NATO, this m

eaning that their global influence through N

ATO is both pow

erful and meaningful. The recent decision to exit the EU m

ight change both legislation and the UK’s global influenceN

HS (N

ational Health Service) offers sight tests to those w

ho are: •

Aged 60 or over •

Registered blind or partially sighted, Diagnosed with diabetes or glaucom

a, Aged over 40 and have a close relative (parent, sibling or child) w

ith a history of glaucoma.

Free NH

S sight test and optical voucher given to those who are:

•A prisoner on leave from

prison•

Aged under 16 •

Under 19 and in qualifying full-time education

•Pension Credit Guarantee Credit Incom

e-based Employm

ent and Support Allowance

•Incom

e Support or•

Income-based Jobseeker's Allow

ance (not contribution based)

UK PESTLE

Economic:

•As of 2015, over tw

o million people in the UK are living w

ith sight loss. •

One in five people aged 75 and over are living w

ith sight loss. •

One in tw

o people aged 90 and over are living with sight loss.

•N

early two-thirds of people living w

ith sight loss are wom

en. •

People from black and m

inority ethnic comm

unities are at greater risk of some of the leading

causes of sight loss. •

Adults with learning disabilities are 10 tim

es more likely to be blind or partially sighted than the

general population.

Social:•The UK provides free public services and financial aid, even for m

igrants •

Many free public services (e.g. N

ational Health Services)•

The UK has an ageing population•

An increased number of w

ealthier older people with a disposable incom

e

UK PESTLE

Technological:•

Expertise in science and IT•

The Government O

ffice for Science is always w

orking to identify pioneering technologies.•

The UK’s Digital Tech Industries are growing 32%

faster than the rest of the UK economy

•Social m

edia and internet use is comm

on across the UK, rare to find a household who does

not connect to the internet.

Legal:•Em

ployers must request eye tests from

employees operating m

achinery/driving •

Laws and regulations are set in place by the DVLA surrounding m

inimum

eyesight requirem

ents for drivers•

Everyone in the UK is entitled to free health care with the N

HS (National Health Service)

UK PESTLE

Environmental:

•Strong global influence

•Good track record of sticking to policies (The energy act 2011)

•The UK also has roughly 5,000 m

iles of coastline, temperate forests, rolling hills, m

ountain ranges and low

-lying wetlands.

•The City of London has been found to be one of the m

ost polluted places in Europe after m

onitoring equipment recorded dangerous levels of m

inute particles for the 36th time this

year. (The Guardian)

UK PESTLE

Goal ofProposoal

1Com

municate the global vision crisis to all m

arkets across the globe

Our Goals

24 3567

Increase awareness of the global vision crisis -

globally

To educate the target audience on the issue

Engage the target audience on the importance of issue and thus inspiring change

Create creative, attainable and sustainable strategies and tactics to aid Zeiss w

ith a marketing plan

Create marketing strategies that break cultural barriers (find global relatedness)

Provide recognition for Zeiss being a company that holds strong corporate social

responsibility and is involved in fighting injustices related to their market

Key Messages

The Global Vision Crisis is dam

aging the w

orld’s future, especially children’s.

Wearing glasses

supports academ

ic success

Wearing glasses

is not something

to be ashamed of

There is a Global Vision Crisis and Zeiss needs your

help

Key Messages

12

34

Glasses are fashionable and w

orn by those w

ho are successful

There are com

panies trying to help w

ith this fight but they need help and

support

Caring for your eyes is as

important as

any other part of your body.

Key Messages

56

7

Target Audiences

Target Audiences

Ind

ia

•W

orking-class citizens, •

Students, •

Parents, •

The Government,

•Sports-fans,

•Bollyw

ood fans, •

Organisations

UK

•Governm

ent, •

Media,

•N

GOs,

•Charities,

•Am

bassadors, •

Schools, •

parents and families

Objectives

Short-Term1.

Reach a combined online social m

edia awareness of at least 300,000

people (views) globally for our controlled posts on Facebook,

Twitter, Instagram

, Snapchat, YouTube, LinkedIn, and Zeiss website

within one year.

2.Increase usage of glasses by people in need below

poverty line by 60%

in India within tw

o years. 3.

Secure a partnership with w

ithone local com

pany in the eye care industry and one w

ell-known global com

pany within one year.

Long-Term4.

Increase access to affordable eyecare by people in need in rural areas locally by 70%

within five years.

5.Turn “Zeiss” into a household eyecare com

pany both locally and globally in ten years.

SMART General O

bjectives

Attention directed tow

ards camera

lenses rather than eyesight

Being a global com

pany, follow

ing on tw

itter is low

compared to

other channels

Video content m

ore creative and engaging

Increase online presence on

Twitter

more attention to eyesight

Use of other channels e.g

Snapchat (Uk)

Competing

companies w

ithin eyesight, e.gSpecsavers

Being seen as not engaging (Too

technological and scientific)

Social media m

ay not reach the rural areas in

India

Active on Facebook, Tw

itter, Instagram

, LinkedIn and

Youtube

Combined strong follow

ing

Good use of visual content

Professional presence online

SW

OT

SWOT Social m

edia strategy for Zeiss

Social Media Strategy

Achieve a stronger online presence (Glasses accounts)

Become a com

pany for the future

Use ofvideocontent

•Achieve a larger follow

ing for the vision aspect of Zeiss (Separate social accounts) through relevant and frequent posts engaging m

aterial.

•Addressing problem

s related to vision and doing our best as a com

pany to spread the w

ord through our social m

edia channels. Using our position as a w

ell established organisationto contribute to change and vision for everyone

•Through the use of video content w

e believe that this w

ill increase aw

areness through

•Create engaging content that w

e think w

ill interest new

audiences an

Social Media Strategy

Raising awareness

Building and maintaining

relationships with

relevant organisations

•#getyoureyein

for engagem

ent on Twitter

and Instagram to

promote the aw

areness. User created content such as a photo com

petition using #getyoureyein, creating fun engagem

ent with an

online comm

unity to help prom

ote aw

areness.

•M

edia releases prom

oting on-going cooperation w

ith Aravind

Eye Care System

(local) for eye care service delivery, training, technical m

aterial support, and m

ore.

@Zeissvision (U

S)M

issing a global aspect, w

hy limit yourself to the US?

Snapchat –no

Zeiss accountCould be used to reach out to UK and raise aw

areness Younger audiences

@Zeissbettervision

Strong following, need

to attract a larger audience to eyesight

@ZEISS_group

Good presence for cam

era lenses, lacking an account for eyesight

@Zeissgroup

Professional profile, Inform

ative

ZEISS Group

Make videos m

ore creative and engaging Im

prove connection w

ith Facebook

Platform Analysis

ww

w.zeiss.co.uk

Professional And inform

ative W

ebsite, put cam

paign on hom

epage of w

ebsite

FacebookZeiss better vision 387, 794 people like this and 387,778 people follow

this

Twitter

Zeiss Group -12.4k followers

Zeiss Better Vision -1,099 followers

LinkedInZeiss vision care only has 823 follow

ers Zeiss group

Social Media O

utlets: Our Focus

Strategiesand

Tactics

Strategy 1: Shifting

Perspectives (LocalStrategy)

Attempting to shift the perspectives of Indians is a tough task, but w

ith the use of powerful but sim

ple tactics, it m

ay just have an impact. As Zeiss has identified, the social attitudes and view

s on wearing

glasses in India is that of a negative one, with m

any people viewing them

as a sign of sickness or ugly.M

any older generations, including parents, may discourage younger generations from

using them,

therefore our aim is to m

ake eyewear seem

more attractive and norm

al within India. This w

ill be a tim

ely process and is a long-term goal, but beginning to norm

aliseglasses and educate about their

importance could start to slow

ly break the stigma and that is som

ething worth attem

pting.

About the Strategy

1

Sonia Gandior SachinTendulkar are both highly respected and influential Indian figures. Gandiis the

former leader of India’s Congress Party and now

holds popularity and prestige in the political scene. Tendulkar provides a sport angle, as a form

er Indian captain and arguably one of the best batsman of

all time. Utilising

one or both of these figures in the promotion of the cause w

ill be very influential. As they are both highly respected figures, hosting talks or conferences on global vision crisis issue w

ill be w

ell received and create a buzz. As the face of the campaign, their role w

ould be to create a discussion of the issue and help contribute to education of India’s population.

Tactic 1: Face of the campaign

1

Sonia GandiSachin

Tendulkar

The trio Amitabh Bachchan, Abhishek Bachchan

and Aishwarya Rai are referred to as Bollyw

oods“Father, son and holy babe” by Tim

e Magazine, com

ing in at Num

ber 3 on their India’s most influential

list, and are revered and known by m

any. With Am

itabh already wearing glasses and his son and

daughter-in-law being very popular, these celebrities w

ill be used as a promotional tool. W

hile the faces of the cam

paign are used in promoting the cause them

selves in an educational manner, having

the trio try and normalise

the occurrence of wearing glasses is the subtle yet effective alternative. As

their image and w

ork is comm

only viewed and discussed, the appearance of glasses w

ill help the Indian public accept that beautiful and w

ell-known celebrities use and accept glasses.

Tactic 2: Ambassador support

2

Amitabh Bachchan

Abhishek BachchanAishw

arya Rai

Strategy 2: Funding and

Support(LocalStrategy)

Funding and support is a fundamental part of the process w

hen launching a global campaign. In order

to not be perceived as a charity, we are focusing on partnering up w

ith relevant brands using a one-for-one schem

e, resulting in a mutually beneficial partnership.

Collaborating with applicable brands not only aids w

ith the funding of the campaign, but can also

help reach a wider audience by having the support of other organisations. This can be very beneficial

during a global campaign.

About the Strategy

1

For every one pair of sunglasses bought from a specific range, the brand w

ill donate 10 pairs of Zeiss glasses to children in India. There could be a tab on the site to constantly calculate how

many pairs of

glasses have been provided to children in India through their new range.

Strengths of this strategy are: •

More publicity for both the brand and our cam

paign through promotion

•Helps to supply sunglasses to Indian children

•Statistics can easily be gathered from

this strategy which provides us w

ith press releases to sell into the m

edia -this not only promotes Zeiss and the cam

paign, but also the brand involved (which

works as an incentive for ASO

S)

Tactic 1: ASOS Collaboration

1

ASOS

ASOS is an e-com

merce fashion site. Active in 9 countries (UK, Germ

any, Australia, USA, France, Spain, Russia, Italy and China). Selling over 850 brands, as w

ell as its own range of clothing and accessories. ASO

S could create a new

range of sunglasses designed by them w

hich are in collaboration with our cam

paign.

Their mission statem

ent: “W

e focus on fashion as a force for good, inspiring young people to express their best selves and achieve am

azing things.”

Tactic 1: Collaboration partner

KPIs: 1.

Provide 30,000 glasses to children in India 2.

Receive media coverage in at least 3 of the ASO

S hosted countries (consumer m

agazines or tabloids/broadsheets)

This tactic will be a short-term

goal. It will help aid funding of glasses to children in India and create m

edia coverage online and in print. How

ever, the range will only last for 8-12 w

eeks because limited edition

ranges appear more exclusive and therefore have a higher appeal. The range w

ill be launched in March

and follow through to M

ay as this is when the m

ajority of people will be purchasing sunglasses.

Tactic 1: Aims

Strategy 3:Aw

areness

(Global andLocalstrategy)

The vision crisis is also a silent crisis. It is silent because few people are aw

are of it as an issue. Few

people know that it is also easily solvable w

ith the most positive im

pact on world developm

ent (according to the W

HO)

People need to be made aw

are both globally and locally. •

Need big exposure

•N

eed a catchy “tag-line” •

Need people to rem

ember

About the Strategy

3

The Indian Premier League is the biggest cricket tournam

ent in the world. For 6 w

eeks every April and M

ay, the world’s best cricketers go to India to com

pete in a 8-team tournam

ent. Cricket is the biggest sport in South Asia. N

othing comes close to it in India, Pakistan, Sri Lanka and Bangladesh. The IPL

also has a Player’s Auction every February where team

s bid against each other for the world’s best

players. The exposure around the IPL is huge in South Asia, but also in places like England, South Africa, Australia, N

ew Zealand and the Caribbean.

“Get Your Eye In”

3

“Get your eye in” is a cricket term used to describe a batsm

an getting used to the playing conditions and ensuring the best hand-eye coordination. O

versize Toy Glasses for spectators to wear at gam

es in team

colours. Key Sponsor of IPL 2018 & Auction. Videos w

ith cricketers about vision problem. “M

eet the Player” events to m

eet cricketers & find out about im

portance of vision. Cricketers to visit eye clinics -videos to go online #getyoureyein

on Twitter &

Instagram -photos of people w

earing glasses in fun &

unusual situations

•M

ake it fun •

Make it m

emorable

•Link it to players w

ho are celebrities in South Asia

•Social m

edia connection with publics

creating content -com

petition for best photo perhaps •

Popular event with tw

o high profile times

Tactic 1: “Get Your Eye In”

1

United Nations are w

orking on the Agenda 2030 with 17 Goals of Sustainable Developm

ent. There are hashtags of UN

’s campaign that are already used, but are also related w

ith our cause, such as #GlobalGoals, #SDGs, #Delivering2030, #Youth4GlobalGoals and #Y4GG

The main goals related w

ith our purpose are the SDG num

ber 3, Good Health and Well

Being, and SDG number 4, Q

uality Education.

Hashtags related with these tw

o goals are #SDG3, #HealthAndW

ellBeing, #SDG4 and #Q

ualityEducation.

New

hashtags may be #ZEISSforSDGs,

#Seeing2030, #LensesForDevelopment.

Tactic 2: Hashtag and UN am

bassadors

2

Tactic 2: Hashtag and UN am

bassadors

2

Malala Yousafzai

Ban Ki-moon

Emm

a Watson

•O

ne of the most effective m

ethods to spread awareness is through

the internet•

Videos make up a third of all online activity

•A viral video w

ill be launched showing visual perspectives of people in

both developed and developing countries and how their personal

access (or lack of) to refractive services affects their quality of life•

Target aims w

ill be set to measure effectiveness

•A budget w

ill be drawn up to explain costs

Tactic 3: #BlurredVisionVideo

3

•The video w

ill 1.

A comparison of a child in the UK and in India, both the children w

ake up with blurred vision

before the UK child putting a pair of glasses on becomes clear. The tw

o children will go about

their day, the Indian child struggling to see whilst the Uk

child can see everything perfectly. 2.

The video will be replicated w

ith an older person’s view

of their day, again one with

blurred vision and one with good eyesight

due to the glasses they’re wearing

•The videos w

ill hopefully be shared on social m

edia to raise awareness

•The videos w

ill be accompanied w

ith the hashtag #blurredvision

Tactic 3: #BlurredVisionVideo

3

•To spread global aw

areness of how people’s lives are affected in India

by a lack of access to refractive services•

To have at least 1 million view

s for the viral video -definitely on Facebook and Youtube•

To have at least 20,000 shares on Facebook

Tactic 3: Aims for #BlurredVision

Video

3

Tactic 3: #BlurredVisionO

utdoor Ads

3

Tactic 3: #BlurredVisionO

utdoor Ads

3

Strategy 4:Engagem

ent

(Local)

What is the overall vision?

To incorporate glasses into India’s society daily lives. Get in this daily life while beeing

there.

How

is company to be seen?

ZEISS is to be seen as a company w

hich supports this development but does not patronize anyone.

This is what they pursue because their social com

mitm

ent is highly valued in their corporate ethics. ZEISS w

ants to improve the quality of life of the people and m

ake full use of their potential.

What can / should be achieved w

ith PR? Engage the target audience (the indian

people in rural areas) on the importance of issue and thus

inspiring change.

About the Strategy

4

With this tactic, w

e go directly into the everyday life of the people and pick them up there.

We reach people from

different regions of India and create a maxim

um range

•Indian Railw

ays transports more than

eight billion passengers annually •

20 million passengers are every day

•The train stretches all over India

•There are different classes and prices in the train, so different social classes run together →

our target group also uses the train, you can reach people in rural and unserved regions of India via train

Because the workforce and education of each person is im

portant to society, the Indian governm

ent should also have an interest in supporting the project. Since Indian Railways is

a state-owned com

pany, one could hope for a support (providing a train wagon).

Tactic 1: Eye tests on trains

1

How

does it works?

•In a train com

partment you could m

ake a kind of info booth and opticians could offer free visual tests (trained by ZEISS, like the Aloka

Vision Program →

possibly also cooperation with ALO

KA) •

At long travel times is enough tim

e for a vision test and the recomm

endation to buy a pair of glasses •

One could then refer to partner shops of ALO

KA, where you can have the glasses m

ade •

You could already hang on the train advertising banner which m

akes you curious

Tactic 1: Eye tests on trains

1

x

Tactic 2: Bollywood M

usic

2

x

Tactic 2:

2

Evaluation M

easures -KPI’S

1Achieve 15,000 m

ore followers on Tw

itter

Social Media KPIs

24 3567

Create a Snapchat account for Zeiss

Create a filter within Snapchat w

hich raises awareness

xxxx

Timeline

END

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Budget

9%

98%

Strategy 1: Shifting Perspectives

Amount of the w

hole Budget

Tactic 1: Face of the campaign

Tactic 2: Ambassador support

STATE ANY

Budget:

9% 9%9%

9%

98%

Strategy 2: Funding and Support

Amount of the w

hole Budget

Tactic 1: Collaboration

Tactic 2: Partner with Avarind

STATE ANY

9% 9%9%

References

•https://w

ww.zeiss.de/corporate/hom

e.html https://w

ww.zeiss.com

/corporate/int/about-zeiss/portfolio.htm

l •

http://pestleanalysis.com/sw

ot-analysis-of-the-uk/•

https://ww

w.indy100.com/article/these-are-the-biggest-issues-in-the-uk-according-to-the-

public--Z1GbiQX4Tx https://w

ww.theguardian.com

/society/2016/aug/16/nhs-cancels-thousands-of-operations-on-the-day-patients-association-study

•http://laym

an-blog.blogspot.com/2010/07/sw

otstrength-weakness-opportunities.htm

l •

http://ww

w.wikiw

ealth.com/sw

ot-analysis:india •

http://layman-blog.blogspot.com

/2010/07/swotstrength-w

eakness-opportunities.html

•http://w

ww.w

ikiwealth.com

/swot-analysis:india

•http://pestleanalysis.com

/pestle-analysis-india/•

https://de.wikipedia.org/w

iki/Indian_Railways

•http://w

ww.aravind.org/default/servicescontent/ClinicalServices

•https://w

ww.bm

wi.de/Redaktion/DE/Pressem

itteilungen/Wirtschaftliche-Lage/2017/20170112-die-

wirtschaftliche-lage-in-deutschland-im

-januar-2017.html

References

•Results of the spectacle study 2014 of the Institute for Dem

oskopy, Allensbach: •

http://ww

w.zva.de/brillenstudie •

http://ww

w.spiegel.de/lebenundlernen/schule/abiturienten-2015-anstieg-um-2-prozent-a-

1079843.html

•https://scroll.in/article/812680/the-10-m

ost-popular-ads-among-indians-on-youtube-this-year

•http://tim

esofindia.indiatimes.com

/india/Literacy-rate-up-but-so-is-illiteracy/articleshow

/50749744.cms

References

Thank you for your

consideration