REGISTER NOW: Uncomfortable Conversations: The Skills Crisis
REGISTER: 8THIRTYFOUR Skills Survival School Founding Cohort

Part 3: Our Integrated Process

Share This Post:

A pen resting against a piece of paper showing multiple bar graphs.

Our integrated communications process is the stuff of legends. People have been talking about it for a decade. It’s even been written about in our history books.

Okay, so none of that is true, but it should be. 

The process is so extensive, we had to write about it in 3 blogs. The first blog talked about assembling your team and research. The second covered strategy and implementation. This one is going to look at measurement and adapting as needed.

Step 4B: Analyze

Data is at the core of all that we do. We determine metrics in the strategy portion of our process and then review in the reporting step. Each month, we offer insights and recommendations for moving forward. If goals are not being met, we sit down as a team and take a deep dive into the numbers. It’s when we ask ourselves the following:

  1. What is not performing? 
  2. Is it the targeting?
  3. Messaging?
  4. Design?
  5. Should we adjust tactics?
  6. What is happening locally, nationally or globally that could be skewing or affecting results? You know…like a pandemic. In our blog, Marketing Strategies on the Move, we discuss the need for your strategy to be fluid. 

We ask ourselves these questions and more to map out the best way to move forward.

Step 4C: Adapt

We’ve identified the factors that are impacting success. Now we’re gonna pivot (we just love this word) and start implementing the new tactics and approach. Once we’ve developed the new creative, messaging, targeting, landing pages…the list goes on, we launch and we observe. We’ll make little adjustments each week as we look at the data so we can ensure it’s all effective, but data also takes time. We don’t have a set time frame, but our approach is to look at the numbers weekly, analyze trends monthly, and quarterly is when we make “big changes.” The three-month time frame gives us enough data to identify and analyze trends and then make a plan for moving forward. 
This process and these steps are proven. You can ask any of our clients or give us a call. We’re happy to chat on a Zoom call or from six feet away.

If you’re also looking for an explanation of integrated communications and are curious how you add up, click here to download our Marketing on a Shoestring Budget eBook.

Responses

Your email address will not be published. Required fields are marked *

Search

Recent Posts

Something on Your Mind?

If you ever need proof that personal brand matters...Kim got to see the @nasaartemis II launch in person as a direct result of her Big Deal Energy™. 

You need to work hard, show up authentically, and provide value. That was her message to a room full of students and young professionals at @western_michigan_pmi's theProject Collegiate Competition. 

The Big Deal Energy™ Workshop is on June 23. Register at the link in bio.
Employers think Gen Z is lazy, entitled, and will quit the second things get hard. That perception is keeping you out of the room before you ever get a chance to prove otherwise.

The good news is, you can flip the script, but it will take some serious work and a personal brand, or as Kim Bode refers to it: Big Deal Energy™.

Kim is speaking at theProject™ Collegiate Event, hosted by the Project Management Institute Western Michigan Chapter on April 14. She'll cover how to build a personal brand that actually sounds like you (not ChatGPT) and how you can show your value through social, content and networking. 

Link in bio to learn more.
No one talks about how lonely it is to own a business. The tough decisions land on you, the business doesn't pause when you need a break, and nobody - not your employees or your spouse - really gets it. 

If you know a business owner, tell them they're doing a good job. It matters more than you know.
The growth stage is the hardest part of building a business. 

Kim was recently quoted in @corpmagazine on what she sees running the Women's Entrepreneurial Fellowship: women who have built something, survived the hardest part, and are still doing everything themselves. The natural tendency to be humble and attached to their work creates unique business challenges for women; they put up walls because they can't be vulnerable. 

Meanwhile, when a woman CEO needs growth capital, she compiles three years of tax returns before a bank will schedule a meeting, while her male competitor closes the same deal over drinks.

When women have access to the right resources, they grow and invest back. Full article at the link in bio.