We have significant experience in the running of proactive campaigning across a variety of sectors and stakeholder groups.
In our experience, campaigns must focus on how to gain traction and influence regardless of the medium used for raising awareness. Therefore, we are channel agnostic and, as such, our work ranges from discreet briefing programmes to highly-active social media campaigns.
We measure and track the effectiveness of our work. This allows us to deploy our resources in the most fruitful manner.
The bidding government sought to competitively present its case to voting countries, the event regulatory body and the general public. The client was a lesser-known country who had faced reputational challenges in the international media, while its competitors were from large, well-established countries.
DRD developed a campaign communications strategy for the bid, seeking to balance positive engagement with key influencers and a cautious media strategy. DRD advised on talking points for embassies and delegates, developed youth engagement plans and presented on communications strategy during an enquiry mission visit by the regulatory body. DRD wrote speeches and articles for ministers, ambassadors and business representatives; it also produced monthly newsletters, brochures, press releases, opinion editorials, website stories and regular social media activity.
The bid received an extremely positive report following the enquiry mission by the regulatory body, and this was reflected in bilateral embassy conversations. The country was able to present a competitive bid, share positive success stories and build new networks with key influencers. The campaign received considerable support at home and with strategic international partners.
Our client was facing difficulty with the UK commissioning of a single, life-saving product that has a high level of efficacy for a tiny cohort of patients with a rare disease who were viewed as low priority. Having received approval for the drug from the former regulatory committee, the new government made a unilateral decision not to approve the drug. We needed to get as many patients on the drug while it went through the approval process.
We created a strategy for three manageable timeframes - seven-day, two-month, and five-month - with specific goals for each phase. For the media relations campaign, we divided the media into high-value national dailies which could drive public sympathy by publishing case studies. We also used social media to gather interest, and petitioning was employed in conjunction with media relations.
A petition to government with hundreds of thousands of signatures was delivered to Number 10 and the Department of Health as a result of our media work and campaigning. Patient groups, aligned with clinicians and media, frequently told the heart-breaking stories and focused on the novel technology of the treatment. In the Houses of Parliament and across the devolved governments, elected politicians, civil servants and Peers were informed as to the importance of the approval of this treatment and its potential to impact rare diseases and enable the NHS to meet its promises to all patients. At the close of the programme, 98% of patients in the UK were put on the drug as an interim measure, and subsequently the EMA and the NICE approved the treatment for use for this rare disease.