Strategic Communications Planning

STRATEGIC COMMUNICATIONS PLANNING

Below are the steps Alicia typically applies to constructing a strategic communications plan for her clients. Strategic plans are always customized to your company’s needs.

Plan Development

A. Review Company Business and/or Marketing Plan (or parts thereof)
Becoming familiar with the company’s business and/or marketing plans (and perhaps helping to draft all or parts of these plans) is an important springboard in developing a strategic communications plan.

B. Research: Review Current Data or Generate New Data
Understanding the competitive landscape as well as the mindset of key constituents in regards to your company’s products, services and corporate brand is critical to developing a strategic communications plan. Bremer can either review the company’s most-recent research (within past 6-12 months), work with a research group to obtain quantitative and/or qualitative data or utilize informal, secondary research.

C. Communications Audit
In an effort to clearly define corporate and product/service brand(s) as well as ensure message consistency, Bremer recommends an “audit” of communication materials and tools. The audit evaluates:

• Consistency of messaging and branded images across all mediums including

collateral materials, web site, traditional and new media communications, direct marketing, etc.

• Strengths and weaknesses of messaging (does it support the brand, is it current,

memorable, etc.?)

• Other elements to be determined

D. Strategic Brainstorm Session
Once the above reviews are conducted, a strategic brainstorming session with senior executives and managers from across the company is a critical component of developing the marketing communications or PR plan. This session generally runs a half-day to a full-day. At the session, our discussion will review and flush out:

• a SWOT analysis identifying strengths, weaknesses, opportunities and threats

• the company’s “position” and brand relative to the competitive landscape

• corporate, sales and financial goals

• target publics, both external and internal

• key messages tailored to each target public

• timeline of ‘events’ such as the intro of new products and services, trade events,

milestones, corporate events, etc.

• strategies and tactics that might support these events

• program measurements

These strategic sessions are attended by key executives who have a stake in leading, growing, branding, selling and otherwise positioning the organization – ultimately, being responsible for achieving the company’s business and marketing goals and implementing various part of the strategic communications plan.

E. Plan Development
Utilizing the information gathered from the above activities, the strategic communications plan is typically written within 30–60 days, depending on the depth of the plan. A first draft of the plan is presented to our key contact for input and possible corrections. A final draft is then presented to the executive and/or marketing team within one to two weeks of receiving feedback.

F. Plan Implementation
Bremer works with your marcom and/or PR teams in reviewing the plan and assigning the tactical elements for the year to come. If you wish to retain Bremer’s services for ongoing oversight of this implementation, we are happy to negotiate this.








								STRATEGIC COMMUNICATIONS PLANNING Below are the steps Alicia typically applies to constructing a strategic communications plan for her clients. Strategic plans are always customized to your company’s needs. Plan Development A. Review Company Business and/or Marketing Plan (or parts thereof) Becoming familiar with the company’s business and/or marketing plans (and perhaps helping to draft all or parts of these plans) is an important springboard in developing a strategic communications plan. B. Research: Review Current Data or Generate New Data Understanding the competitive landscape as well as the mindset of key constituents in regards to your company’s products, services and corporate brand is critical to developing a strategic communications plan. Bremer can either review the company’s most-recent research (within past 6-12 months), work with a research group to obtain quantitative and/or qualitative data or utilize informal, secondary research. C. Communications Audit In an effort to clearly define corporate and product/service brand(s) as well as ensure message consistency, Bremer recommends an “audit” of communication materials and tools. The audit evaluates: • Consistency of messaging and branded images across all mediums including collateral materials, web site, traditional and new media communications, direct marketing, etc. • Strengths and weaknesses of messaging (does it support the brand, is it current, memorable, etc.?) • Other elements to be determined D. Strategic Brainstorm Session Once the above reviews are conducted, a strategic brainstorming session with senior executives and managers from across the company is a critical component of developing the marketing communications or PR plan. This session generally runs a half-day to a full-day. At the session, our discussion will review and flush out: • a SWOT analysis identifying strengths, weaknesses, opportunities and threats • the company’s “position” and brand relative to the competitive landscape • corporate, sales and financial goals • target publics, both external and internal • key messages tailored to each target public • timeline of ‘events’ such as the intro of new products and services, trade events, milestones, corporate events, etc. • strategies and tactics that might support these events • program measurements These strategic sessions are attended by key executives who have a stake in leading, growing, branding, selling and otherwise positioning the organization – ultimately, being responsible for achieving the company’s business and marketing goals and implementing various part of the strategic communications plan. E. Plan Development Utilizing the information gathered from the above activities, the strategic communications plan is typically written within 30–60 days, depending on the depth of the plan. A first draft of the plan is presented to our key contact for input and possible corrections. A final draft is then presented to the executive and/or marketing team within one to two weeks of receiving feedback. F. Plan Implementation Bremer works with your marcom and/or PR teams in reviewing the plan and assigning the tactical elements for the year to come. If you wish to retain Bremer’s services for ongoing oversight of this implementation, we are happy to negotiate this.
			Planning Process Plan Development