Companies & Organisations
We guide, train and advise corporate or organisation managers and their teams as to the management of their integrated communications, their culture and their image. In doing so, we make sure that internal and external communications become a real management tool which can provide concrete answers and solutions for the key aspects of the business or activity and that they are coherently and authentically aligned with the identity of the organisation.
Companies & Organisations
1 Organizational identity and culture (diagnoses and strategies) for:
- Definition of the organization’s vision/ philosophy, its DNA (the way in which it thinks, feels, decides, acts, relates to others), as a basis for the restructuring of several organization elements.
- Definition of simple and strong cultures which had never been defined before and which are not being boosted or are not aligned with the business or activity.
- Mission, purpose and value definition.
- Restructuring of the organizational operation so that it is aligned with the business: partnerships, processes, methodologies, hierarchical or horizontal typologies according to its DNA, leadership styles, decision- making and risk- taking criteria, types of agreements, collaborators’ profile.
- Relying on a sound basis for Human Resources interventions and/ or implementations.
- Relying on a sound basis for employer and commercial brand image interventions and/ or implementations.
- Transformation (in specific or cross cutting areas within the organization).
- Organization restructuring due to growth.
- Start-ups of new businesses or activities.
- Development and restructuring of partnerships and various commercial alliances**.
- Internal articulation issues.
- Problems as to customer experience related to failures in internal articulation processes.
2 Identity, image and brand architecture (diagnoses and strategies):
- Strategy definition of well- known brands which, nonetheless, require the implementation of a solid strategy, support and content so that the communication can have an impact and be aligned with the business or activity and its identity.
- Restructuring of the existing brand system within the organization, which intuitively generated logos with no strategy; therefore, nobody knows what they represent any longer and how important these logos are within the brand system.
- Strategy development of new brands which are about to be launched onto the market or which have already Design management of brand manuals, making sure that the designed image represents the required strategy 100 %.
- Annual or biannual brand audits making sure that all developed applications for the communications fulfill the strategy and that they do not end up fading.
3 Internal Communications (diagnoses and strategy):
- Surveying of the main internal issues which can be solved through internal communication.
- Internal audiences map design, employer brand ambassadors and communication channels.
- Medium- term internal communication strategy definition for organizations which are intuitively managing such area.
- Creation of the internal communication department for organizations where such area does not exist and is necessary.
- Design of internal communication action plans which are aligned with the organizational culture and business strategy.
- Audit of internal communication articulation at the time of the intervention and the survey of opportunities.
- Arrangement of the internal information circuits oriented to the synergic and the efficient communication between the areas and towards the client.
- Management of internal communication actions implementation working together with all the parties involved: content writing, web and graphic design, and audiovisual development agencies, trainers, among others.
4 Commercial communications:
- Commercial communication diagnoses, strategies and plans aligned with the business and commercial plan.
- Focused commercial presentations (according to the sales cycle):
- Recording and structuring of the value proposition as a whole and alignment with the commercial strategy.
- Analysis and definition of communication and commercial criteria.
- Focus on the company/ institutional focus: generic presentation.
- Focus on the general services/ products package: conceptual presentation.
- Focus on each specific service/ product: technical presentation.
- Focus on the specific service/ product which answers to the specific request by the customer, together with the economic proposal: technical and economic presentation.
- Customer satisfaction guarantee/ customer experience (CSG)
- Customer experience diagnoses:
- Annual, biannual or quarterly qualitative surveys with customers.
- Design and preparation of satisfaction surveys and its follow-up.
- Recording and structuring of the internal information circuits, oriented towards CSG: information sources, nomenclatures, saved circuits, people responsible for the information circuits, framework content for each channel, among others.
- Customer experience diagnoses:
5 Integrated communications articulation: internal, institutional and commercial communications:
- Diagnosis of the articulation of each area (internal, institutional and commercial areas) and strategy for its synergic and complementary management in the case of organizations where the management of each of the areas is unrelated to the rest.
- Design and redesign of each specific area: culture, image, internal or institutional commercial communications —people responsible, hierarchies, roles, functions, key suppliers, among others.
6 Content (strategy and development):
- Diagnosis of the integrated contents of the organization in its diverse platforms and general content strategy, aligned with the strategy and identity of the company.
- Diagnosis of the organization contents in specific channels —web, presentations, brochures, flyers, social media, LinkedIn, audiovisual development— and of content strategy for each platform.
- Content writing management for diverse channels, working together with writers and community managers.
- Audit process of contents in order to make sure that they are aligned with the organization’s strategy and identity.
7 Directive coaching for SM Es’ businessmen as to culture, image and business internal and commercial communications.
8 External management of culture, image and integrated communications for SM Es.
9 Strategic audit and culture for the people in charge of the communications area at SM Es as to brands, culture, and internal and commercial communications.
10 Supply reengineering: recording, restructuring and definition of the value proposition (products & services).
- Hired for a fixed amount of hours per month on a monthly fee.
-From macro to micro: the diagnosis is the starting point; then we pass on to the macro strategy; afterwards, we define communication plans; and finally, we implement what has been previously determined.
-From micro to macro: the starting point is a specific need the client may have (it can comprehend diagnosis, plan or means development, taking a communication action or making a communication piece), and then we start moving forward and assembling the entire integral communications map, the culture and the image of the organisation or the company.
Our customers' needs
- To optimise investment in communications
- To have a detailed and strategic long term guide. This makes their communications actions sound and profitable.
- To have the integral diagnose of an expert “practitioner”, who takes a picture of the current state of affairs, analyses and systematically plans all external and internal communications coherently taking into account the business and its identity before taking actions.
- To have a communication “architect”, who can lay the foundations and develop communication plans before hiring the executors (agencies).
- To get to know the main drivers which define necessary communication outlines.
- To qualify, prioritise and align all communications with the business, its culture and its brands.
- To hand out a thorough and strategic report to specialised agencies and therefore reduce the efforts and the working hours with companies and agencies.
- To avoid leaving communications 100% in the hands of executors.
- To make agencies take into consideration the macro strategy apart from the micro strategy and the creative aspects.
- To produce sound and everlasting contents.
- To support the Executive Manager or the Marketing Manager and/or the person in charge of internal-external communications in the integral strategic plan, who sometimes, due to operative needs, do not have enough time to develop such plan; and to support specialised Agencies, who focus on the strategy and in their area of expertise and not on the plan as a whole (which is needed in order to take actions).