Thinking of strategic planning as an event, rather than a process is a huge mistake thet most of the companies do. Unfortunately, they’ll then adopt - and communicate - an attitude of “let’s get it done and get back to work.” Clearly, they fail to integrate their plan into the day-to-day operation of their business.
How we deal that? We work on an idea
Idea always comes first when it comes to communication. We first locate the brand image and concept and then search for the right idea considering the TG. So it is not just about get some activities done but get into the essence of the communication process.
We can start working from “what could be”, not “what is”. We don’t let the limitations of current reality limit the brand's future. Our people and operational plans are the tools to drive the changes required to meet the brand's future..
We know that- if anything can go wrong, it probably will! Stuff happens at the last minute, leaving everybody surprised by it. Consequently, the event goes into a tailspin while the event planner tries to clean up a mess they had not anticipated.. So we perform an event risk assessment as an early part of the event planning process. Setting time aside with our event team to brainstorm is added advantae for us. We think- what could happen to derail the event, cause a budget overrun, or to prevent us from delivering the expected results; then figure out ways you can mitigate those risks. This exercise doesn't take a long time, and it's enormously helpful in understanding the weak links before planning even gets underway