Page 79 - Today’s Business Communication; A How-to Guide for the Modern Professional

68 TODAY’S BUSINESS COMMUNICATION

Strategy
Strategy is often confused with the tactics. However, the strategy is the
foundation on which a tactical (activities) program is built. Think of it
this way: the strategy is winning a war, while the tactics are the battles
you may fight to win that war. The strategy is usually the big picture,
overlying mechanism of a plan from which the tactics are deployed to
meet the objectives. Take a moment to refer to Michael Porter’s generic
competitive strategies in Figure 5.5.

Tactics
Business professionals have many tactics (or tools) at their disposal. The
challenge is choosing the right tactics to meet the objectives. Again,
depending on what type of planning you’re involved in, you might use
media relations, lobbying, events, interviews, blogger relations, presenta-
tions, consultations, newsletters, competitions, podcasts, stunts, websites,
conferences, photography, video news releases, and so forth.
Remember, don’t use newfangled tactics because they are perceived to
be cool, cutting-edge, or the “in” thing. Use only the tools that will best
help you meet your objectives. With that stated, remember that creativity
is always important.

Time Line

Once you know the strategy you’ll use and the tactics you’ll deploy, you must
determine a schedule for conducting the plan you’ve created. A time line
allows you to coordinate your tactics appropriately and helps you be aware
of deadlines. Not only that, if there are certain future events that relate to
your plan, you can tailor a tactic in your time line to coincide. Evaluation
should be part of your time line, and not only once at the end of the project.

Cost
Broad Differentiation
leadership
Scope
Cost Differentiation
Narrow
focus focus
Cost Differentiation
Source of competitive advantage
Figure 5.5 Michael Porter’s competitive strategies