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Samansky, Successful Strategic Communication Plans
Samansky, Successful Strategic Communication Plans
By Arthur W. Samansky
dered by corporate management as part of the regular planning process, or are conceived by a communications executive seeking to establish a long-term "vision" or change the existing communications direction. But building a solid strategic communications plan (stratplan) can be arduous and, in some ways, frustrating: * There are numerous styles of stratplans, primarily because many, and maybe even most, communicators haven't had much experience in building them. * Given the sensitivity of stratplans, borrowing a successful one from a colleague at another company to use as a model, is unlikely at best. * And, even if obtained, the borrowed plan inadvertently may steer off-track the creative think-
ing necessary for the planner to build a plan suitable for the organization. For these and other reasons, planners, especially novices, spend considerable time trying to "re-invent the wheel." Often, the "wheel" doesn't come out round. To help resolve the dilemma, the following suggests a workable template for developing a successful stratplan. It uses media relations as the appropriate discipline in question. But the same outline, with obvious adjustments, applies to all other communications disciplines. The culture of the planner's organization, and instructions from the management committee overseeing the effort, may mean making adjustments to the proposed template. Nevertheless, the steps required to complete the proposed template are likely to make plan-customization for a specific organization easier to manage. The material gathered in the process, even if not used specifically in the plan, also will be helpful in discussing the plan with other communications disciplines and in front of senior management.
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Arthur W. Samansky
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leveraged, the first year plans must be "real," the second-year plans "realistic," and the out-years based upon best estimates of likely conditions.
detailed questions and prepare some very detailed answers. It is essential he or she not try to "fool" himself or herself or slip by with easy, off-the-top answers. The more refined and detailed the answer the better the plan will be and the more likely the success of achieving the objectives. To raise the questions and get the answers, it often is useful to pull together a free-form brainstorming session with the appropriate staff, using an outside facilitator, such as the unit's outside consultant, to help keep the brainstorming session
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* are currently being planned, and * which will be continued/expanded/eliminated Specify which programs, using which specific tools, aimed at which media, will be implemented in what timeframe, to achieve which objective. Within this section, too, include what we have labeled a T.A.P.S. (Tools, Actions/Programs, Strategies) outline, showing which items will be employed to build on corporate strengths and overcome weaknesses. Include a timeline which graphically shows the program/activity, and indicate by placement of a marker whether the program is scheduled for the start, middle or end of the month in question. Be sure to check dates so as to avoid holidays, if necessary, including certain religious holidays. Holding an event on a holiday, especially a religious holiday, can cause enormous negative community reaction and media publicity. It also can affect clients, vendors and personnel.
5. Supporti7gprogram71s
12. Seek Synergies Coordinate the plan with other communications disciplines and look for areas where plans can be leveraged, and budgets can be shared for a specific task or program. The effort to build a plan along these lines clearly is hard work. But the end product re-enforces with senior-most management that the communications professionals are: an integral and important part of the team devoted to supporting the long-term corporate
objectives;
* have a definite vision and a viable means of
PRQ
Arthur Samansky is president of The Samansky Group, Old Bethpage, N.Y (www.samanskygroup.com), and author of "Building A Successful Strategic Communications Plan@.g" He can be contacted at eminiees@mindspring.com
Indicate what training programs (e.g., speech training) will be added or increased (or eliminated) going forward and, in priority order, for which group or job title, to ensure personnel can carry out the plan. 6. Current Team Explain the strengths and weaknesses of the media team now, and how/if it should be altered to meet objectives. Discuss other issues which caused the department to miss any year-earlier objectives and/or are likely to cause stumbles going forward. 7. Staffing-needs to accomplish tasks Indicate realistic additional staffing needs, keeping in mind the current state of the business and the outlook as discussed in the opening analysis. 8. Budget Estimate the department's staff and non-staff costs for the next 12 months. Putting the budget issue last prevents a planner from shutting off or dismissing creative thinking. It's far easier to scale back an activity or substitute an activity for a more promising one to stay within budget.
9. Theme
Marketing Executives Cite Public Relations as Key Element of Brand Marketing and Reputation
The majority of marketing executives say public relations is the most important communications discipline for building brand reputation, generating word of mouth and pre-market conditioning, according to the PRWeek/Manning Selvage & Lee Marketing Management Survey. The survey, which polled 328 CMOs, marketing VPs, marketing directors and brand managers, focused on the value and contributions of PR in the marketing mix and how important integrated communications programs are today. When asked to rank the importance of advertising, public relations, direct marketing and the Internet against various marketing objectives, marketing executives said PR was most important for overcoming a crisis (83%), cultivating industry thought leaders (71%) and building a corporate reputation (67%). But PR's relevance extends beyond conventional lines: PR also was ranked most important for generating word of mouth (61%), pre-market conditioning (50%), and building a brand's reputation (48%). PR ranked equally important to advertising in stategy development, message development, and launching a new product. In contrast, advertising was viewed as most important for promoting an existing product or service, building awareness, and acquiring and growing customers. Direct marketing, on the other hand, was ranked most important for retaining customers and targeting niche audiences. "The days of PR as an isolated marketing tool are over," said Michael Marino, managing director and executive vice president of creative and strategic development at MS&L. "Clearly, marketing executives have high expectations of what PR can do - and it is up to us to deliver on that." Public Relations Quarterly
Theme the plan so that upon first sight all know what the department plans to accomplish. 10. PresentationFormat Prepare an executive summary of the entire plan, as well as a PowerPoint version (the concise slide format serves as a second check on the logic and fit of the overall plan, and provides a ready format for presentation to other corporate units and communications disciplines.) 11. Tiger Team Assemble a Tiger Team to find holes, and lack of logic or reality in the plan.
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COPYRIGHT INFORMATION
TITLE: Successful Strategic Communications Plans Are Realistic, Achievable, and Flexible SOURCE: Public Relat Q 48 no2 Summ 2003 WN: 0319601041011 The magazine publisher is the copyright holder of this article and it is reproduced with permission. Further reproduction of this article in violation of the copyright is prohibited. To contact the publisher: http://www.newsletter-clearinghse.com/intro.htm#PRQ