Basic Approach

• Meet with key client executive(s) to understand situation and need.
• Review client’s business planning and marketing materials.
• Research client’s industry and competitors (primarily via the Internet).
  • Conduct half-day session with client’s key executives:
  • and obtain consensus on situation analysis;
  • Review, obtain consensus on and prioritize goals and objectives;
  • List and prioritize target audiences;
  • Assess client’s potential positioning, often using SWOT analysis;
  • Develop and assess potential messages;
  • List and discuss potential communications strategies and tactics; and
  • Summarize to obtain final consensus.
• Develop written strategic communications plan and present to client team.

Representative Experience

Hubbs-SeaWorld Research Institute: Developed a comprehensive strategic communications plan to raise the organization’s profile and funding support that incorporated a new vision and summary description, communications strategies and tactics, recommended resources (including a new staff position) and ranked priorities.

San Diego County Employees Retirement Association: Developed a three-year planning document with clear messages and major strategic recommendations to support staff execution. Hired by and reported back to the Board, while coordinating with staff, winning the support of both.

Project Design Consultants: Developed a research-based strategic communications plan that provided the basis for rebranding the 30-year-old firm to meet changed market conditions and activities multiple markets. Specifics included new positioning and graphic identity, as well as specific marketing and communications strategies and tactics.

San Diego State University Center for Community Economic Development: Developed a comprehensive strategic communications plan focusing on three target audiences (one of which was a new consideration), new positioning and prioritized tactics, recognizing resource limitations.

San Diego Employers Association: Developed a comprehensive marketing communications plan that updated the association’s competitive positioning and suggested the most cost-effective means to support direct marketing efforts. Revisited and updated 18 months and again 24 months later.

Unitarian Universalist Churches and Fellowships of San Diego: Developed a strategic inreach-outreach plan to help these nontraditional churches facilitate membership growth through attraction and retention. Included focused positioning and support for dialogue-based marketing.

Greater San Diego Chamber of Commerce: Participated in staff and executive committee strategic planning sessions and wrote final strategic plan; developed annual issues-oriented communications strategies.

North Island Federal Credit Union: Developed a community relations plan and grid for allocating contributions budget after this became the largest local financial institution (increasing the number of requests for donations).

Coca-Cola Bottling Co. of San Diego: Conducted extensive research and developed a research-based community involvement plan to raise the corporate profile of this local operation, focusing on youth-oriented sports.

Schmidt Scanlon Gordon: Developed a strategic communications plan for this architectural firm that focused on a finely honed positioning, messages to address perceived weaknesses and reliance on referral source marketing.

N.N. Jaeschke, Inc.: Developed a comprehensive marketing communications plan, including external and internal communications for this property management company.

Shoreline Partners, LLC: Developed a comprehensive marketing communications plan that focused on the firm’s competitive positioning, use of media relations and professional services marketing techniques.

Other: On a less formal, less structured basis, conducted some level of strategic communications planning work for virtually all clients over a 20-plus-year agency career.