I had the recent pleasure to review a tactical rollout plan. It focused on a new vertical extension into B-2-B markets on which a client has long focused. The plan was multi-level, mid-to-long term and fairly thorough at identifying the tactics this enterprise either would or could employ to support the product’s rollout. But this plan was exclusively focused on marketing communication tactics, and as such, revealed a glaring and surprisingly common weakness seen too often in B2B communications planning.
With a sole focus on tactics the plan was centered on the very last element normally to be woven into a strong rollout plan. Worse the fundamental elements that might inform or shape tactical selections were missing. Absent were target market definitions, sizing, any sort of a competitive analysis, the product’s position and many other elements. Our counsel back to the client has been transmitted with the hope that many of these issues can be solidified in the name of making a more meaty and robust plan.
All too frequently we encounter these scenarios across all areas of B2B marketing—well intended action plans crafted with equal amounts enthusiasm and ambition, skipping too many of the communication fundamentals that make any plan effective in the first place. In fact most B2B tactical plans I’ve seen in recent years suffer from missing at least one of the following fundamental planning components that must precede tactical detail.
An objective
Any plan without a lucid objective is bound to be aimless. Naturally any new product launch has as an implied objective “to make money” or “to make many sales.” But any B2B marketer knows there are many intermediate mileposts between product launch and eventual sales success. An appropriate objective for such a task might include “50% percent market product awareness within 90 days“ or, “a 25% increase in inbound product queries.” Without something this definitive as an objective, deciding appropriate tactics is a crapshoot.
A message
What core message is going to support the plan of action? This is especially important for the message, and its natural evolution into story, as it will significantly inform the selection of appropriate communications tactics.
A metric
Defining success and how success is to be measured is also a needed precursor to tactical planning. Without defining and documenting success the needed fine-tuning to any plan will remain elusive.
With these elements in tow, then and only then can an appropriate tactical mix be determined.
