strategic message

The strategic message

If a business is to undergo a merger, for example, a team of directors and managers must work together to convince disparate audiences: shareholders, executive directors and employees, clients and partners, the media and even the authorities.

The problem is formulating a strategic message that is relevant to all these groups. The pitfalls and dangers of getting the message wrong are therefore multiplied.

The initial temptation is to say too much – but then the audience will fail to understand the priorities.

The second temptation is to alter the message according to each audience group – but this will threaten and undermine the consistency of the strategy.

It takes time and effort to prepare a message that is unified and unifying at all levels – but it pays off immediately because the all-important core message and the whole direction of the bid is set from the very beginning.