Strategic Process
Each organisation will require a unique set of solutions.
However, the ‘core process’ is often similar; working to uncover stakeholder goals, brand principles and suitable marketing and communications initiatives. This process assists in achieving organisational objectives and improves overall operating procedures.
1. Goal Setting
To move towards larger goals and measurable objectives with a sense of meaningful progress it’s imperative to document aspirations.
During this stage of the process we work with internal company representatives to set aspirational goals and measurable objectives. This is also an opportunity for internal stakeholders to align their company vision for a more united approach.
2. Discovery
Human-centered design focuses on the end-user to uncover what they really want and perceive as valuable products and services.
By interviewing various external stakeholders, including current and prospective clients, consultants and candidates we can better understand brand perception, product and service requirements and desired value-adds.
3. Translation
You can gather data, but making meaningful sense of what is collected is the best way to effectively harness the information.
Understanding qualitative (experiential) and quantitive (statistical) data is a nuanced process of interpretation. Looking for trends in stakeholder feedback, gathering a baseline of customer satisfaction to grow from and identifying desirable engagement methods are additional benefits of this stage.
4. Design
Creative problem-solving manifests in diverse ways for each organisation depending on their internal and external requirements.
This is where your key messages, your marketing collateral, different digital and in-person initiatives and channels such as web and social are determined. These specifications will inform design and consultant briefings.
5. Execution
You can have the best intentions, but without effective implementation your vision is likely to fall short during roll-out.
Exploring specialist consultants, briefing articulately, choosing providers and managing timelines and budgets can make or break marketing success. This process is managed from one key strategy and overseen by me if engaged to do so. A central strategist mitigates the need for repetitive ‘discovery sessions’ with each individual consultant as your objectives and planning has already been formally documented.
Making It Count
Even one small improvement can make a big difference when it comes to uplifting client conversion, customer experience and minimising resourcing.
If a system has a missing or weak link, the whole ecosystem suffers. This could be miscommunication, slow and outdated internal administrative processes, poor quality control or inconsistent client follow up. These are just a few of the potential pitfalls when it comes to operations planning.
The solution can range from basic system integrations to complete internal overhauls – either way, these undertakings are designed to improve overall effectiveness, efficiencies, employee morale and ensure you are servicing your clients as best as possible.
