Communication Plan Workbook
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1 TALK POINTS COMMUNICATION Communication Plan Workbook Templates for Six Steps to Improving Corporate Performance with a Communication Plan A Higher Level Learning Company Page 1 WWW. TALKPOINTSCOMMUNICATION. COM C OPYRIGHT 2009 A LL R IGHTS R ESERVED W ORLDWIDE
2 Table of Contents I. Introduction II. III. IV. Brand Inventory Key Messages Elevator Pitch V. Questions & Answers VI: VII: VIII: Audience Matrix Strategic Communication Plan Required Actions Plan About the author: Six Steps to Improving Corporate Performance with a Communication Plan was developed by Paula Biskup, a seasoned communication professional. She draws on over two decades of experience helping companies use communication strategically and has worked with companies ranging from Blue Line Foodservice Distribution, Budco, Disney, Ford, Health Alliance Plan, Helm and Little Caesars. Her expertise is to apply communication to help companies enhance productivity, improve performance and increase satisfaction, as well as to increase exposure, build reputation and increase sales. Her goal is to help companies grow and prosper so they can support their employees and communities. Page 2
3 Introduction The Strategic Communication Plan you re about to develop will give you a true competitive advantage in the marketplace. It will help you ensure that your messages are clear, coherent and focused and you re in a position to communicate them consistently and predictably on an ongoing basis. Your internal audiences will benefit by better understanding the place they work and the strategic direction you choose to take. Your external audiences will now have a clearer picture of your organization, and therefore will be able to be more supportive. This workbook provides you with the tools you need to move you from Point A to Point B. By investing some time, as explained in the Six Steps to Improving Corporate Performance with a Communication Plan, getting involvement from your colleagues, and completing the following templates, you will successfully package your organization, converting what is often considered intangible and nebulous into something real. Communication it s one of the secrets to successful marketing. It s also an important investment you can make right now, with the skills and abilities you already have. Congratulations on getting started. Page 3
4 Brand Inventory Your brand may refer to your organization or to a specific product or service. A Brand Inventory is a complete and focused description of that brand, including all of its attributes, its benefits and its value. This document serves as your master reference and you will incorporate the words and messages from your inventory into your communications so that your brand is represented consistently. The template on the following page guides you through the process of creating your Brand Inventory by encouraging you to think deeply about your brand, its differences and key benefits. Answer the questions to the best of your ability. The objective is, over time, to be able to determine the subtle differences that you can emphasize to your audiences that make you unique. Use the knowledge you gained from your Communication Audit as well as your understanding of your organization and competitors as a starting point. You may want to complete this inventory with a cross-functional group of colleagues in order to get varying perspectives on your brand. Many companies have never taken the time to commit their brands to paper. Once they do, they find that their communications become more focused and are better able to support the objectives of the organization. Be committed to your Brand Inventory. Use the language and messages you developed unwaveringly and communicate the same consistent, predictable, sustainable messages to all of your audiences. Page 4
5 TEMPLATE: Brand Inventory <LOGO> Brand Inventory <Date> For Internal Use Only The following statements need to be reviewed and updated regularly so they to represent the brand accurately and are consistent, coherent, and focused. They must reflect a brand that is relevant to customers needs, wants, and desires, is distinct from the competition, and offers a unique blend of appeals. Brand Note to Communicator: Summarize how you represent your brand. Your brand is the name of your organization or the product or service you offer. (Insert name of the brand) (Insert description of logo / mascot) (Indicate characteristics associated with the brand (e.g., reputation, culture, service Identity experiences) Note to Communicator: In a paragraph or two, describe your identity, i.e., who you are, what you do, and how you approach business. This is how you want your brand to be perceived by your audiences. Focus on your uniqueness, what your brand stands for, and the value you promise to your customers. Page 5
6 Image Note to Communicator: Describe your image, i.e., how others perceive who you are, what you do, and how you approach business. This may be similar to your identity or it may be vastly differently. There is often a gap that needs to be corrected through communication. Value Proposition Note to Communicator: Indicate the benefits of your brand that provide value to the customer. This is what causes your customers to do business with your organization and/or buy your product. Page 6
7 Positioning Note to Communicator: Describe the unique place you want to capture in your customer s mind. Positioning is part of your brand identity and value proposition. It needs to be communicated to your target audiences demonstrating an advantage over competing brands. Unique Selling Proposition Note to Communicator: Similar to positioning, your USP is a clear benefit that your brand provides to meet a relevant customer need. Customer Service Experience Note to Communicator: Describe in a paragraph or bullets the experience you want your customers to have when they interact with your organization in terms of responsiveness, assurance, empathy, and reliability. Include the ways in which it will be perceived to be similar or different from your competitors. The service experience you describe may require organizational changes in order to accomplish your objectives. Page 7
8 Emotional Benefits Note to Communicator: Describe how you want your customers to feel based on their interaction with your organization. This is a description of the brand s appeal at the emotive level, i.e., the positive feeling engendered by the brand. Brand Equity Note to Communicator: List the items that represent your brand to your internal and external audiences, e.g., your building, trucks on the road, notable employees, proposal packaging and signage. These are assets and liabilities linked to your brand s name and symbol that add to or subtract from the identity you re trying to promote. Page 8
9 Visual Cues Note to Communicator: Indicate how your customers experience your brand visually. The intent is to make sure the visuals are consistent with the identity you want to project. Item(s) #1: Brand colors Item(s) #2: Collateral materials Item #3: Logo / mascot Item #4: etc Brand Execution Note to Communicator: List the communications and experiences you will create to reflect your brand. A consistent execution of the brand over time and the creation of a synergistic portfolio of communication activities and items will close the gap between identity and image. Item #1 Item #2 Item #3 Item #4 Expected Results Note to Communicator: Indicate the results that you expect externally and internally, i.e., how will your organization benefit from ensuring a consistent brand and communicating it over time. Externally Result #1 Result #2 Result #3 Internally Result #1 Page 9
10 Result #2 Result #3 Brand & Positioning Development Note to Communicator: Indicate how you will make sure your brand evolves. You want to continually understand changing customer needs, interests and concerns. You also want to provide input to internal departments on brand findings in order to consistently deliver the brand and its positioning to your customers, not only with words but also in experiences. Page 10
11 Key Messages Your Key Messages are based on your Brand Inventory. These are succinct statements that describe your organization from top to bottom and include who you are, what you do, and how you approach business. Use the information about the history of your brand and insights you gathered in your communication audit research. You may also want to talk with marketing personnel in your organization about information they might have gathered previously. Your Key Messages are positive statements about your brand. They should include how you want to be perceived in the marketplace and your differential advantages. Focus on the future. What are you striving to become? Remember that in some cases you may not be perceived as you d like to be right now but the objective of your communication initiative is to change that. This document, because of its simple clarity and its thoroughness, can serve as a very effective training tool for new or existing colleagues. It summarizes your brand, emphasizing only the most high level, important points. Page 11
12 TEMPLATE: Key Messages <Company Name> Key Messages <Date> For Internal Use Only The following Key Messages have been developed to represent <Brand Name> and support ongoing communication activity. They should be used when describing the brand not only to ensure consistency in discussion, but also to project our desired identity. Consistent application of our Key Messages will support our efforts to develop our preferred image in the marketplace. Detail and supporting information regarding each Key Message is provided on the following pages. Note to Communicator: Complete this template with statements that describe your brand. The easiest way to begin may be by starting with the history of your brand and when it was established / launched and then proceed with statements that further describe, clarify and explain emphasizing the value and key points and differential advantages. You may also want to end with a statement about colleagues and community involvement if those issues are important to or impact your brand. You will end up with 8-12 Key Messages; you want them to fit on one to one and a half pages Page 12
13 Page 13
14 Key Messages: Part Two Note to Communicator: Page two and subsequent pages should contain detail regarding your primary Key Messages in the following format: 1.) Key Message #1 from previous page Insert further detail regarding message Insert further detail regarding message Etc. Page 14
15 Etc. Page 15
16 Elevator Pitch An Elevator Pitch is a brief overview of your brand that can be communicated succinctly and clearly. Just like its name implies, it should be drafted so that it can be stated in the time it takes to travel up or down an elevator one minute maximum. Make sure your pitch is intended to inform rather than to sell. Remember that your audience may not be familiar with your topic, or have a point of reference it could be a business person, a student, an investor, or a non-working adult. Circulate your Elevator Pitch to your internal colleagues to make sure they have a consistent understanding of your brand and can explain it clearly. This is especially important for staff members who interact with external customers. Even if they don t, though, remember that your staff members often discuss your brand in social circles. Your Elevator Pitch should emphasize key elements of your messaging and allow your audiences to visualize your brand as much as possible. It s important to make sure your brand comes to life in the brief time you have with your audiences at every opportunity you get. Page 16
17 TEMPLATE: Elevator Pitch Note to Communicator: Answer the following questions and construct your elevator pitch with the information. Remember to draw on your Brand Inventory and Key Messages and make sure your information in consistent. Name / description of brand? Target audience? Reason that customers favor it / differential advantage? Problem in the marketplace that your brand addresses? Benefit your brand provides? Page 17
18 Question & Answer Document A Question & Answer document (Q&A) is a proactive tool used by communicators that contains an official corporate response to specific issues or events that may need clarification because of the potential for misunderstanding. Q&As may concern any number of topics such as new product introductions, opening of new facilities, new benefits offered to colleagues, corporate mergers, crisis situations, or even personnel changes. A Q&A anticipates the questions and concerns that may arise from internal and external audiences and discusses them in question and answer format. The goal of the document is to make sure leadership and colleagues are prepared to address the issue, whether in discussion internally, with fellow employees, or externally, with customers or the media. The job of the communicator is to ensure that staff members are prepared to discuss corporate-related concerns. Therefore they need the facts; they also need any ancillary information that is pertinent to the discussion. For complex issues, in order to make sure there s a clear, consistent understanding of the topic, it s often wise to convene leadership and/or colleagues who may be responsible for communicating the information to explain the Q&A document. Page 18
19 TEMPLATE: Questions & Answers <Company Name> Q&A <Name of Event/Topic / Audience> <Date> For Internal Use Only Q. Insert anticipated question regarding topic. A. Insert the response as you d like it to be communicated. Q. Insert anticipated question regarding topic. A. Insert the response as you d like it to be communicated. Page 19
20 Q. Insert anticipated question regarding topic. A. Insert the response as you d like it to be communicated. Additional questions or concerns can be directed to <Insert Contact>. Page 20
21 Audience Matrix The Audience Matrix helps you organize the stakeholders that you currently communicate with and those you plan to interact with in the future. When constructing it you will need to think about the identity you want to project, the image you have in the marketplace, and the issues your audiences care about. Remember that the purpose of your communication plan is not only to communicate clearly and succinctly so your audiences understand your organization, but to manage stakeholder relationships as they relate to issues your audiences care about. Your Audience Matrix provides a single-page snapshot of what you need to accomplish from a communication perspective. It highlights your goals, tactics and timing for communicating with your audiences. It is also an important element that needs to be included in your Strategic Communication Plan (the template for this plan is included in this workbook as well.) Page 21
22 TEMPLATE: Audience Matrix Audience Key Concerns Strategy Tactics Communications Timing Metric <Indicate the stakeholder audience, e.g., customers, prospects, media, employees, community, etc.> Audience #1 <Indicate what your audience is concerned with or motivated by overall, e.g., psychological, image, issues, etc.> <Indicate what you hope to achieve with this audience. Your strategy should address your audiences concerns.> <Indicate how you will accomplish your strategy with your audience. This will include the actions you will take and/or events you might participate in.> <Indicate the tools and materials that will be needed to implement your plans. This will include printed communications, social media, marketing communications for specific events.> <Indicate the frequency of the communications taking into account the resources available to you for implementation.> <Indicate how you plan to measure performance. Incorporate both Process and Results metrics to gain an overall perspective.> Audience #2 Audience #3 Audience #4 Etc. Page 22
23 Strategic Communication Plan Your Strategic Communication Plan is the culmination of all your communication research and planning efforts. It s your high level strategy. It s also your tactical road map. The Plan addresses how you will move from Point A, where you are now, to Point B, where you intend to go. Most importantly, it addresses the communication strategies you ll employ relative to your key audiences. Your Communication Plan will be divided into two parts. The first part will be a high-level summary of your strategy, beginning with an analysis of your current situation and challenges. The second part will detail your tactics by audience. You will use this detail to construct your Required Action Plan or a similar project management tool. An important point to remember about your Strategic Communication Plan is that while you may want it as complete as possible, it s important not to build it to be too robust for the resources that you have available. Poor implementation will be a negative reflection on your organization. You can always add on. Begin with something manageable. Note: Your Strategic Communication Plan can apply to your organization in its entirety or to a specific product or service. The following template applies regardless of the situation. Page 23
24 I. Situation Analysis: TEMPLATE: Strategic Communication Plan <Logo> <Company Name> Strategic Communication Plan <Date> Note to Communicator: Include a description of the organization, product or service to be addressed in this plan and current challenges. Begin by reflecting on the history of the organization and its overall goals. II. Business Objective Note to Communicator: Include the objective that your organization hopes to accomplish during the period covered by the plan (recommend one year.) The goal of Communications, like every other functional area, is to support this objective. Page 24
25 III. Key Audiences Note to Communicator: Your internal and external audiences will help you accomplish your business objectives. By communicating with them consistently, predictably and reliably they will be more supportive of your cause. Typical audiences include: o Customers o Colleagues o Suppliers o Media o Community o o o IV. Critical Issues Note to Communicator: Indicate the issues / challenges from your Communication Audit, either real or perceived, that need to be addressed with communications. Remember, that these issues may differ by audience, e.g., the media may have inaccurate perceptions, your colleagues may need to be motivated, your customers may be unclear about your products. Page 25
26 V. Communication Goal Note to Communicator: Indicate what you plan to accomplish from a communication perspective to address the Critical Issues you outlined. Your goal or goals should support your Business Objectives. You may want to categorize your goals by audience and/or short and long term goals. VI. Overall Strategy Note to Communicator: Your strategy is the high-level plan for how you ll accomplish what you wish to achieve. In the next section you will indicate the audiences you need to reach and your tactics for doing so. Page 26
27 VII. Audiences & Tactics Note to Communicator: You will accomplish your strategy through targeted communication directed at your audiences. Insert the Audience Matrix you completed in the previous section. In part two of your plan, you will detail your tactics for each audience including the communication tools you will use to reach them, e.g., press releases, special events, personal appearances, social media, marketing communications and newsletters. VIII. Key Metrics Note to Communicator: How will we know if the communications you are producing are working? In other words, are your strategy and tactics helping you accomplish your business objectives? Develop metrics by audience to track your results. Two types of metrics are critical: Process and Results Metrics. Process Metrics o Note to Communicator: Process Metrics measure whether or not the plan is being executed effectively, according to schedule. For example, if you planned a quarterly newsletter, do you send it our four times annually? Do you have a schedule for distributing press releases? Results Metrics Metric #1 <Insert the Process items to be measured> Metric #2 Metric #3, Etc. o Note to Communicator: Results Metrics relate to your overall Business Objectives. How will you measure if you ve attained your goals? For example, if you want to increase customer satisfaction, how will you measure that? Is it possible to look at data reflecting complaints handled by the call center or can you measure customer satisfaction through a survey? Metric #1 <insert the Results to be measured> Metric #2 Metric #3, Etc. Page 27
28 IX. Resources Note to Communicator: Indicate the resources that will help you implement your Communication Plan. Typical elements include the following: o Key Messages o Brand Positioning o Identity vs. Image Analysis o Logo/Theme Art o Additional X. Continuous Improvement Note to Communicator: It s essential to review and adjust your plan annually by conducting a Communications Audit as you did during your initial research to ensure relevance of your plan in the marketplace. Indicate known future issues that are on the horizon that you may need to include in your messaging or explore further. Page 28
29 Strategic Communication Plan: Part Two Note to Communicator: Using your Audience Matrix, detail your tactical implementation plans. These pages follow the main body of your Strategic Communication Plan. Create a page for each audience and detail the process you ll follow. Tactics: TEMPLATE: Continued Audience: <Insert Audience> Overall Objective: <Insert from chart> 1. Tactic #1. Include description, purpose, timing 2. Tactic #2. Include description, purpose, timing 3. Tactic #3. Include description, purpose, timing Page 29
30 4. Tactic #4. Include description, purpose, timing Page 30
31 Required Actions Plan Without an organized plan to track your activity, it will be difficult to adhere to deadlines. A number of tools are available for this purpose. The Required Actions Plan included on the following page was created using the Microsoft Tables tool and is useful in tracking progress. Use it as a running agenda in status meetings to ensure progress toward stated goals. It will also help you organize the notes and information that are discussed so you and others can take appropriate action and hold each other accountable. The Required Actions Plan can be subdivided into main topic areas for example, by audience with tasks required for addressing a particular audience indicated in the appropriate area. Note: This same Required Actions Plan format is useful as you re developing your Communication Plan. Use it as you go through the process of conducting an Audit, Packaging Yourself, Determining Key Audiences and Planning Your Metrics to stay on track. It will help you think through a project and the steps required to accomplish your tasks. Page 31
32 TEMPLATE: Required Actions Plan <Project Name> <Current Date> Cc: <Include and distribute to all personnel who are involved in the development and implementation of the project and need to be apprised of progress> Task Responsible Date Open Date Closed Status Comments <Indicate the task that needs to be accomplished> <Indicate the initials of the person who is responsible from the list of personnel receiving this matrix> <The date the activity was introduced> <The date the activity was completed> <Indicate Open, Closed, or In Progress <Insert comments regarding the activity and how it will be accomplished. Include contacts, alternatives being pursued, indicate off line actions that will occur / responsible parties to support the activity> Task #1 Task #2 Task #3 Task #4 Task #5 Task #6 Page 32
33 Afterword The templates contained in this workbook were created based on years of experience with strategic communication planning and organizational message development and management. They are proven to be effective, and, if developed and used consistently, will enhance your communication efforts and have a positive impact on your organization. If you need clarification or assistance, you may contact paula@talkpointscommunication.com and we will get back with you as soon as possible. In the meantime, best wishes with your endeavor. It will be well worth your effort. Page 33
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