A Importância da Comunicação de Assuntos Públicos
2002 | A Importância da Comunicação de Assuntos Públicos
PROPÓSITO
Launched in 2003, and considered essential for the consolidation of the company’s presence in national and international forums, the Sogrape Groupʼs Institutional Representation Strategy has been consistently evolving to 2019. The strategy has relied on establishing a solid representative role with various institutions and lobbying groups, with the objective of taking a leadership position in influencing the wine sector.
Sograpeʼs Institutional Representation (SIR) strategy was developed by identifying an opportunity to anticipate what was coming and by moving preemptively, preparing for market changes and potential disruptors to get ahead of the impending regulations, as well as the competition.
With 12 Wine regions, 85% of wines of Iberian origin, and the EU representing more than 65% of sales, Sogrape needed to align a leading role in proactive Institutional Representation with the companyʼs objectives and strategy.
This would require a strong commitment from the Sogrape Board, an understanding of organisational complexities and an organised internal network.
Amoung the various threats which were identified, four were prioritized; market access, societal pressure on the impact of alcohol abuse, consumer information and fiscal taxes. There are a series of institutions, both legislative and representative, that assure consumer protection and control wine regulations, which would be ideal to have a connection with.
*Wine regulators and their equivalent advocacy organisations*
To support and meet the long-term goals of the Sogrape Group within the wine sector, the objective was set to assure a solid and structured representation in all the main policy areas, groups and sectors through a professional and proactive institutional representation. The intention was to make Sogrape an influential leader in the evolution of wine politics, as well as the development of Portuguese wine in the global market. To meet these objectives, four requirements were defined. Firstly, the Board of Directors must have a strong involvement in the strategic definition of rational and credible positions. Secondly, it was crucial to select lobby groups in a deliberate and specific manner, thirdly the stakeholders, as spokespersons, should be supported with coordinated information and defined positions, and finally, it was necessary to engage in active communication with legislators and political figures.
*Illustration of Stakeholder Communication Network*
It was apparent that investing internally was also necessary to in order to develop Sogrape Vinhosʼ Institutional Representation holistically.
This involved planning a series of measures, including an access-based SIR website, featuring the agenda for various meetings and events, an SIR newsletter, to be released fortnightly, and an SIR sharing point on the Sogrape intranet, serving as an information bank.
Dossiers were sectioned into three key sectors and segmented depending on urgency (below, left), and Sograpeʼs position in priority dossiers across national and European entities was to be strengthened (below, right), reinforcing international links.
*Segmentation of dossiers and route to legislators*
Communication routes were outlined, as well as priority projects, which included policy developments that were urgent considering the timeframe and impact they may have, annual priorities and specific short term (1 year) policy development.
In this way, a plan was put in motion to turn the Sogrape Group into a leading entity in policymaking and lobby groups within the sector. All of this worked towards one overwhelming objective - to defend a sociopolitical environment in which Sogrape could develop sustainable and responsible business.
In 2020, the Sogrape Institutional Representation evolved into “Sogrape Public Affairs” with the goal of extending the Public Affairs coordination to other EU regions, starting with Spain.
This project is still ongoing.
Successful