At the time of taking stock, it is essential to analyze the relevant data to influence budgetary decisions and make the right decisions, always in compliance with the objectives set.
The accumulation of successive crises has continued to destabilize companies since 2020. A reality which encourages managers and their teams to often act in haste, at the risk of making the wrong priority or process. Securing a growth policy involves mastering the alignment between strategy and execution, commonly called tactics.
Your goals
The general objectives of the company remain the starting point of any strategy. They set a course and formalize the ambition of general management.
These extremely precise quantitative (turnover, volumes, margins) and qualitative (image, notoriety, reputation) indicators are the starting point of the Marketing and Communication Plan.
Starting with this prerequisite facilitates the development of the strategy. Conversely, setting commercial objectives before or in parallel can distort the strategy or jeopardize the results.
▶️ Priority #1: define general company objectives then break them down by direction through a deployment plan where each team will know what objectives to achieve.
Distinguish between strategy and tactics
A strategy is only effective if it is shared and embodied by the operational teams who deploy them with precise objectives.
In other words, strategy without tactics achieves no results, and tactics without strategy are counterproductive. Achieving objectives is based on respecting this chain of decisions and values.
To successfully embark on this reflection, here are some benchmarks and indicators to distinguish strategy and tactics:
1. STRATEGY is the responsibility of management, is long-term, focuses on the vocation of the company (the “why”) of which it commits the future.
▶️ To measure the performance of a strategy: evolution of objectives (turnover, volumes, margins, market share, penetration rate in this or that sector or channel, etc.), profitability, position on the competitive scene, customer satisfaction (customer retention rate).
2. TACTICS is entrusted to operational teams, is short-term, focuses on specific actions (the “how”), the indicators of which are very diverse (audiences, page views, ranking on search engines, etc.) and as numerous as the levers of operational and digital marketing: multi-channel advertising campaigns, SEO campaigns, etc.
▶️ To measure the performance of a tactic: return on investment (transformation rate of a street marketing or emailing campaign), advertising ROI (conversion rate of a multi-channel advertising campaign), compliance with completion deadlines, compliance with budgets
TO SUMMARY:
Developing a strategy means acting by making choices, anticipating in the face of uncertainty, controlling budgets, resources and communication.
▶️ The strategy involves the future of the company.
Developing a tactical plan means breaking down the strategy into a multitude of short-term actions and as many objectives allowing you to conquer territories (geography, brands, customers, etc.), position the brand, and boost its notoriety.
▶️ The tactic involves the image and reputation of the company.
Business cases
To conclude, and in order to master these concepts, here are some practical cases from marketing plans, allowing us to distinguish strategy and tactics.
- Practical case 1. Chemistry – BtoB – ETI Northern Europe
AMBITION
Invade the French market with an antifouling range (protection of submerged parts of boat hulls) preserving people and the environmentSTRATEGY
Establish ourselves as the essential partner for all stakeholders in FranceTACTICAL
Development: Invest in research and develop a range meeting 80% of market needs and the requirements of European directives
Human resources: recruit chemical engineers experienced in these formulations as well as in product and packaging regulations; recruit a dedicated product manager, and a first prescriber responsible for visiting and retaining the loyalty of decision-makers and institutions in the sector in France
Communication: anticipate the creation of new communities, think about a new editorial line and an influence policy (Leader and Employee advocacy) to create legitimacy for the brand - Practical case 2.: Crafts, BtoB, French one-person company
AMBITION
Launch a franchise (at 5 years) and/to promote an ecological method of floor maintenanceSTRATEGY
Change posture, move from farmer to actor in biodiversity,
reassure investorsTACTICAL
Communication budget: integrate relevant and influential business networks, adopt brand communication and brand discourse, prepare for a campaign aimed at being spotted by target media (environment, women leaders)
Marketing: adapt the product and service offering to the company’s new promise
Communication: adopt brand communication and brand discourse, prepare for a campaign aimed at being spotted by target media (environment, women leaders)Important: for each of these cases, it was the marketing studies that made it possible to move from one stage of the process to another, from ambition to strategy, then to tactics.
