E wo/pbc/23/3 original: english date: june 4, 2015 Program and Budget Committee Twenty-Third Session Geneva, July 13 to 17, 2015

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  1. WIPO is a multifaceted organization dealing with many complex subject matters and activities. The challenge for Communications is to cut through the complexity and connect with diverse audiences worldwide. To build the understanding, engagement and trust needed to fulfill its mandate, WIPO must communicate clearly its purpose, values, and what it does to make IP work for innovation and creativity. It must strengthen recognition of its unique position as the global forum for IP, and the demand for WIPO IP tools and services.

  1. IP is a crowded field, in which WIPO’s marketing and promotional communications for its services, products, events and achievements compete for the attention of stakeholders. To maximize impact, more integrated internal coordination will be required; external partnerships should be more systematically exploited; and WIPO’s communications must be innovative, accessible, engaging and user-centric, with a strong focus on the relevance of IP to people and economies around the world. To be able to keep pace with the rapidly evolving global digital communications environment, and to exploit the opportunities presented by new technologies, the focus will continue on building multimedia skills in digital content creation and management, and on accelerating the transition from traditional to “born digital” publishing.

  1. Good communication and responsiveness constitute an essential element in service delivery  both internal and external. WIPO must continue to improve its understanding of the needs and expectations of its many different stakeholders and to foster an Organization-wide culture of service orientation supported by improved technical tools and applications.


  1. The work of Program 19 in 2016/17 should result in effective communication about IP and WIPO. The success of the Program’s contribution will be measured through increased reach of public information content, including publications, videos, visuals, media materials and web-based resources; as well as enhanced stakeholder engagement on social media platforms and in events. Successful communication of key events and achievements will result in increased visibility in international media, and in positive recognition of WIPO’s role and reputation by stakeholders. Improved responsiveness in handling external enquiries will result in an increased stakeholder satisfaction rate. Strategies to achieve these results will continue to include the following:

(i) Prioritization. Focus will be tightened on content production in support of top organizational objectives. A limited number of major WIPO events, products and achievements will be identified each year as strategic communications and marketing priorities. These will be given higher media visibility, with tailored communications plans as a means of mobilizing available resources for greater impact and reach. Strategic media partnerships will be developed to increase the visibility and reach of high profile events. Newly-developed marketing tools, such as the central Contact Database and email newsletter platform, will help ensure that promotional communications reach intended audiences.

(ii) User-focused content and delivery. High quality content, from data-based information products to IP stories, will be created, tailored and disseminated through diverse channels to meet the needs and interests of different audiences and different levels of IP knowledge. Close attention will continue to be paid to geographical considerations and gender balance; and to telling the stories of how innovators around the world are using IP to improve lives. The new WIPO Wire fortnightly newsletter will help stakeholders stay abreast of WIPO news and resources; and the new mailing platform will make all WIPO’s e-newsletters and e-alerts more user-friendly. Further improvements to the information architecture, design and content on the WIPO website will help different users find what they need more easily. Analytics tools will provide insights to help gauge communications effectiveness and better serve users’ interests.
(iii) Widening access. The WIPO Open Access policy – supported by Creative Commons licensing tools - will be rolled out on the website. A new comprehensive, text-searchable, online publication platform (launched in 2015 together with print-on-demand) will make all WIPO publications and studies freely and easily available online, including facilitating access to different language versions. Archived WIPO publications will be digitized and added to the collection. Alternative formats of WIPO flagship titles will be explored for wider accessibility, and to build on WIPO’s commitments to accessible publishing. In the Library, as many ebooks and journals as possible will be made available in electronic format for WIPO staff and visitors. The WIPO Depository Library program will continue to respond to requests from developing countries for printed and digital IP reference materials.
(iv) Stakeholder engagement. Program 19 will continue to lead the integration and expansion of social media tools and strategies to enable multi-directional communication, improve WIPO’s responsiveness, and increase the direct engagement and voice of stakeholders. Shareable media content will be created and disseminated via a greater diversity of platforms. A more interactive online WIPO Magazine will be launched. The annual World IP Day campaign will be further expanded as a popular platform for connecting with new audiences and promoting the positive association between IP and innovation. Media engagement will remain a powerful tool. To strengthen WIPO’s position as the world reference source and trusted authority on IP, and to help change public perceptions where necessary, there will be continued proactive outreach to targeted influential press, blogs and digital media.
(v) Video and visual communication. Meaningful images, graphics and design will be used creatively across web-based, digital and print media to enhance the visual impact and immediacy of WIPO communications. Capacity will be built to increase production of quality infographics and visuals in order to promote high value data-rich content, such as WIPO’s unique statistical and economic reports. The global public appetite for video will be exploited through increased production of interviews, news content, stories, motion graphics, video-tutorials and other audiovisual content which explain WIPO’s work and products.
(vi) A strong WIPO identity. A consistent verbal and visual expression of WIPO’s “brand” - its mission, values and role - will be mainstreamed Organization-wide into editorial, design, content creation, media, publishing and customer service activities. Implementation of the updated corporate look will be completed. Stakeholder perceptions of WIPO’s image and performance in relation to key reputational drivers will be surveyed and lessons will be drawn to improve areas of weakness.
(vii) Internal coordination. A more strategic approach to communications and marketing will continue to be fostered across the Organization, supported by more systematic cross-sector planning and coordination. Program 19 will lead initiatives to strengthen “same page” communication and will continue to support efforts to encourage horizontal communication and information-sharing.
(viii) Service-oriented culture. Program 19 will continue to strengthen the organizational culture of service and responsiveness to WIPO’s stakeholders and to support customer services across the Organization. The service orientation of staff will be further improved through training and awareness activities based on the WIPO Service Charter. Tools will continue to be provided to streamline the handling of enquiries (central contact database, ticketing systems, enquiry volume measurement, etc.). External expectations will be systematically monitored through customer feedback and surveys in order to help improve satisfaction.




WIPO must adhere to the highest standards of transparency and accountability and is subject to continuous scrutiny from its customers, stakeholders, staff, as well as the general public. Reputational impact may result from the occurrence of any risk event and can cause significant harm to the credibility of the Organization’s work.

Public disclosure, proactive provision of information, media awareness and openness in responding to queries. Continuous monitoring of press and social media coverage to enable timely reaction if required.

WIPO's web and social media presences fail to keep pace with evolving trends in digital communications or with stakeholder preferences.

Implementation of responsive web design across the WIPO website to ensure optimal display in mobile devices.
Use of external resources and partnerships to extend in-house capacity.


Expected Results

Performance Indicators



VIII.1 More effective communication to a broad public about intellectual property and WIPO’s role

Stakeholders with a positive perception of WIPO's reputation; and increased brand recognition of WIPO.

85.3% of survey respondents agree/strongly agree that WIPO has a good overall reputation. 70.2% of respondents perceived WIPO as the global forum for IP (WIPO Stakeholders Perceptions Survey, Jun 2014)

85% have a positive perception of WIPO's reputation. 75% recognize WIPO as the global forum for IP.


No. of people who view content about major WIPO events, achievements, activities


23% of recipients of the WIPO Wire newsletter open it to view content


Global participation in World IP Day campaign

Events in 110 countries were published on the 2014 World IP Day Events Map

Events in ≥ 100 countries published on the World IP Day Events Map


Online traffic to the WIPO Publications site and WIPO Magazine site

(i) 97,804 unique page views of the publications site; (ii) 432,342 unique views of the WIPO Magazine site in 2014

(i) 20% increase in unique page views of the publications site; (ii) 10% increase in unique page views of the Magazine site


Views of WIPO press, video and photographic content

(i). 250,000 unique page views of Media Center web content (all lang.s) in 2014
(ii).467,180 views on WIPO YouTube channel in 2013/14 (excl. pre-school)
(iii). 1.44 million additional photo views on Flickr in 2014. (Lifetime views end 2014: 2.41 million)

(i) 10% increase in unique page views of Media Center web content
(ii) 10% increase in total videos views on the WIPO YouTube channel (excl. pre-school)
(iii) Target: 1 million additional photo views on Flickr (by end 2017)


Fewer users who leave the WIPO website directly from the portal and key gateway pages.

(i) Portal bounce rate 25.1% (ii) Exit rates from “gateway” pages: Services: 13%; Policy: 16.9%; Cooperation: 15.3%; Reference: 19.1%; About IP: 55.1%; Inside WIPO: 23.5%

(i) stable bounce rate from the portal; (ii) stable exit rate from the "gateway" page for each of the 6 main areas of the website (IP Services, Policy, Cooperation, Reference, About IP, About WIPO)


WIPO influence and stakeholder engagement on social media

(i) number of favorites (2014=5,121)
(ii) total retweets (2014 = 11,920)

(i) 25% increase in yearly number of "favorited" WIPO tweets
(ii) 15% increase in total yearly number of retweets

VIII.2 Improved service orientation and responsiveness to inquiries

User satisfaction with Library services

72.2% of respondents to a feedback questionnaire to users of Library services in 2014 were highly satisfied

 ≥ 70 % highly satisfied visitors and online customers


Customer/stakeholder satisfaction rate

86% of Madrid and Hague customers satisfied or highly satisfied (2013 survey)

 ≥ 90% satisfied or highly satisfied


Service Standards for the WIPO Customer Service Center

92% of tickets processed within 1 day; 100% of complaints processed within 8 working hours

90% of tickets processed within 1 day; ii. 90% of complaints processed within 8 working hours


  1. The overall resources for Program 19 in the 2016/17 biennium remain at the same level as the 2014/15 Budget after Transfers. The shift in resources across the two Expected Results reflects a further strengthening of the support to customer services across the Organization.

Program 19: Resources by Result

(in thousands of Swiss francs)

Program 19: Resources by Object of Expenditure

(in thousands of Swiss francs)

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