Strategy:
The Ultimate Communications Tactic
By Cynthia
Fontayne
In marketing communications, the single most important tactic is
Strategy.
This is a deliberately paradoxical statement. Too many tourism marketers
leap right into the details of communications without formulating a
truly strategic plan.
A sound strategic communications plan should include establishing goals,
conducting or compiling research, identifying
key audiences, defining messages,
targeting media, and developing creative, cost-effective
ways to combine all these components to maximum
effect.
Seems obvious. So why doesnt everyone take this
approach? The escalating changes in our industry which can render long-term
strategies obsolete overnight? The familiarity with basic tools such
as familiarization trips and press releases? Inertia? Or perhaps its
opposite: the urgent impulse to Do Something Now!!!
The constraints and uncertainties of the industry and the marketplace
seem to conspire against strategic thinking. But without a communications
strategy, one is doomed to operate at a disadvantage no matter what
the current business climate or latest industry challenge.
Goals
Strategic communications planning is not an arcane science,
and it neednt be expensive. It starts with setting realistic goals
for the communications program. The goals should be:
· limited to a reasonable number,
· directly related to the overall goals
of the organizations and its corporate and marketing plans,
· based on a sound understanding of the
organizations current and desired image,
· ambitious yet achievable, and
· measurable
The communications goals should also take into account
the needs and interests of the working media, since they will be a primary
channel for your messages to reach your markets.
Research
Research is important to several of these characteristics, and is a
strong foundation of strategy. Good communications programs using
whatever combination of tools
advertising, public relations, promotion,
etc., - are designed ultimately to do one thing: change behavior. Usually
this is preceded by changing perceptions or opinions. So, it is important
to establish where an organization is in these areas: how do people
(markets, customers, clients, employees, partners, shareholders, whomever)
perceive the organization? what are their opinions of it? and how do
they act as a result of those perceptions and opinions? In planning
the route to reach ones goals, it is good to remember that the
most important part of a map is often the spot marked You Are
Here.
Nevertheless, research is often a sticking point for communications
planners. Its too expensive; its not practical; its
too complicated; its ephemeral; its too specific; its
too general; its too time consuming, go some of the laments. Never
mind; its a must. But it neednt be an overwhelming proposition,
even for the smaller marketer. It is certainly nice and usually
beneficial- to be able to conduct in-depth, detailed market research,
and there are many reliable methods and experts to assist in that regard.
But it is relatively simple and inexpensive to obtain some insights
into perceptions held by key groups e.g. customers, distributors,
industry partners, the media. Getting a fix on current attitudes and
behaviors achieves two critical things:
(a) establishes a baseline from which changes in attitude and behavior
can be noted (measurability) and
(b) highlights those areas and issues which the communications program
can effectively address, while pointing the way as to how they can
be addressed. In other words, where are we? and where should we be
going? A post-campaign assessment can then more easily tell us if
we got there. It is especially important for communicators to get
a fix on what the media think of your destination or organization.
Because if they have a negative or non-existent impression, it is
unlikely their readers will ever read, see or hear anything positive.
It simply won't get reported.
Target Audiences
A strategic approach to communications planning usually ensures that
all important audiences are included in the program. All too often,
a program limits itself to several obvious groups (the consumer, the
travel agent, the meetings and convention planner) while ignoring others
which can be (a) reached at little incremental cost and (b) greatly
expand the impact of the program. The wise strategist rosters all possible
constituencies by asking a few simple questions:
· who is our customer now? occasionally?
frequently?
· who could be our customer?
· who sells our products/services?
· who are our partners in the industry?
· who are our competitors? Our competitors
partners?
· who works for us?
· who owns us/invests in us?
· who regulates us?
· who writes about us?
· who rates us?
· who loves us/who hates us?
· who can mold the opinions of others
above?
· which of these groups is most critical
to our business?
There is usually more than one answer to each of these questions, and
each represents one segment of the total audience. Each segment requires
its own messages, media, methods of communication. The most important
segments are the ones to query on their perceptions. Because, more and
more, communications is a two-way process. Indeed, communications is
a process. And the more strategic the plan, the more control there can
be over that process. And the more control, the more success.
The Media
The proliferation of media in types and sheer quantity
is proceeding exponentially virtually worldwide. Costs, variety, formats,
numbers can vary greatly from market to market. Strategic media planning
must take into account such factors as local usage, credibility, price,
productions, and content on a market-by-market basis, all the while
bearing in mind the target audiences which need to be reached, informed
and persuaded, and with what messages. While hard numbers such as frequency,
reach, ratings, circulation, etc. are important to consider, it is even
more important to remember that the media are produced and written by
people. No two editors or reporters or news directors are alike. Even
after you have developed, say a press release on a given topic written
to appeal to certain categories of magazines, you must remember that
each individual at each magazine has personal interests and preference
that can affect how they receive and respond to your message. Something
as basic as publicity development can no longer be approached with a
mass media mentality. Personalize each communication as much as time
and budget allow. The wise communicator has a strategy for each key
media outlet and each key media professional. That strategy takes into
account the publication, the personality AND professional standards.
The Mix and the Messages
It is the carefully constructed mix of market segments, media and messages
(form as well as content) that characterizes the strategic approach.
The messages can serve to strengthen positive impressions, dispel false
impressions, communicate change, strengthen loyalty, create new awareness,
solve problems, meet challenges and capitalize on emerging opportunities.
What are the messages? Some of it is news that is being made by the
organization (new products, pricing, personnel, profits, etc.) and some
of it can be news made for the organization (promotions, special events,
community and other good will programs). The latter type of news can
be developed specifically to convey certain messages to certain audiences.
But even the former can be presented in a way that is compatible with
the overall strategy and key messages to persuade as well as inform,
always within, of course the guidelines and standards of professional
journalism.
Responsiveness to the media is of paramount importance,
but dont let it throw strategy out of the window. Answer ALL incoming
queries and requests, but save your outreach efforts for those outlets
and journalists covering topics critical to your messages and your goals.
Congruency
and Consistency
The wise strategic planner looks at every component and every tactic
and asks the question, How does this support our goals and fit with
our strategy? If the question cannot be answered, the tactic should
be re-thought, re-worked or discarded. There is little point in implementing
something clever, elegant or merely inexpensive if it does not support
the strategy. The strategist will save the time and money, no matter
how little, and go do something else. This is an especially important
rule during the implementation phase. It is easier to plan strategically
than to implement strategically. Why? Because year-round marketers are
presented with both challenges and opportunities. One must be nimble
and market-responsive but within the parameters of the strategy. It
takes some serious resolve to resist, for example, a free participation
in a newspaper sweepstakes; aimed at budget travelers if you are a luxury
resort. This kind of freebie is actually quite costly; you may pick
up one or two guests willing to splurge, but you have sent a confusing
message to thousands and thousands of upscale travelers youve
spent the rest of your budget wooing.
The successful strategy is congruent and consistent. Even when it means
having to say No to an opportunity
or to a friend.
Measurement
Finally, make measurement part of your plan. You can measure simple
things like publicity results or more significant things like changes
in perception or behavior. Measurement can suggest refinements and corrections
to your communications program. And it can verify its impact. Dont
be afraid to measure before or after your campaign. Accountability frightens
many people. The strategist welcomes it. After all, how better to prove
that strategy is the number one tactic for successful communicators?
©Cynthia
Fontayne 1995-2004
This article appears in SHINING
IN THE MEDIA SPOTLIGHT
A Communications Handbook for Tourism Professionals,
published by the World Tourism Organization.
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