SLIDE 1 Progressing from company strategy to communications strategy
TF-CPR meeting Copenhagen 23 February 2012
SLIDE 2 TERENA strategy
Slide 2 › STEPs 1&2 Completed Successfully (2010)
› Strengths; Weaknesses; Environment;
› STEP 3 (Summer-Autumn 2011)
› Strategic goals
› STEP 4 (early 2012) › STEP 5 Activity Plan & Financial Plan (2012) 2013 › STEP 6 Community Satisfaction
› Survey in 2011 › Shorter and more targeted 2012 stakeholder survey › Improved member contact - MT talks with NREN CEOs
Implementation Scenario Choice Strategic Directions Analysis SWOT/ PESTLE RESEARCH & ENVIRONMENTAL SCANNING
Measurement and Review
2010 SURVEY DESK RESEARCH Workshops TEC & STAFF
1 2 3 4 5
ACTIVITY & FINANCIAL PLAN
(6)
SLIDE 3 TERENA’s strategic goals
Slide 3
I. Increase & demonstrate value
- II. Develop & strengthen relationships
- III. Ensure long-term sustainability
- IV. Establish and maintain a position of influence for the community
SLIDE 4
Translating this into a comms strategy
› How do / could the comms team fit with the strategic goals?
Slide 4
SLIDE 5 TERENA’s strategic goals
Slide 5
I. Increase & demonstrate the value
› Add value by being more proactive in leading activities › Promote activities to raise awareness and involvement › Catalyse activities that aggregate community demand
- II. Develop & strengthen relationships
› Undertake regular satisfaction surveys › Frequent contact with & feedback from members › Establish & maintain relationships with stakeholders › Maintain an organisational structure & culture that enables efficient knowledge management and dissemination
- III. Ensure long-term sustainability
- IV. Establish and maintain a position of influence for the community
› Develop relationships with policy makers › More intercontinental collaboration and coordination activities › Extensive targeted outreach › Consolidate a strong, coherent role for TERENA
SLIDE 6 Translating this into a comms strategy
› How do / could we fit with the strategic goals?
› Examples of what this could mean in practice › Undertake regular satisfaction surveys and act on the findings
› Relates to marketing management, market research, customer relations and outreach, some of which the comms team currently does to some extent, but which could be strengthened
› Make frequent and direct contacts with the members, soliciting feedback
› Currently done by comms (and by PDOs) in the context of specific areas of work, and at company level by members of management
- team. The communications team and its work could be broadened
to include more of this role.
Slide 6
SLIDE 7
This may mean…
› Need more emphasis on
› Market research › Marketing management › Community (customer) relations › Lobbying / funder relations › Industry & sponsor relations › A place to store info (CRM) › Etc…. ???
Slide 7
SLIDE 8
Translating this into a comms strategy
› How do / could we fit with the strategic goals? › What skills do we have / do we need?
› Table of current and potential tasks & skills against staff › What / where are the gaps?
Slide 8
SLIDE 9
Translating this into a comms strategy
› How do / could we fit with the strategic goals? › What skills do we have / might we need? › How do we prioritise?
› Where the managers think it should go › Where other staff / community think it should go › Where the comms team thinks it should go
Slide 9
SLIDE 10
Translating this into a comms strategy
› How do / could we fit with the strategic goals? › What skills do we have / might we need? › How do we prioritise?
› Where the managers think it should go › Where other staff / community think it should go › Where the comms team thinks it should go
› In 3 years’ time: › What are the big steps to getting there? › What are the small steps to achieving the big steps? › (annual / quarterly implementation plans)
Slide 10
SLIDE 11
Current thinking
› What are the overall priorities?
› How do we keep adapting in line with company strategy updates?
› How well does the current staff structure / skill set match these priorities?
› Developing a table of tasks, skills and staff to see where gaps could be filled
› How well does the current ‘business as usual’ match these priorities?
Slide 11
