Page 115 - Corporate Communication

Cornelissen-04.qxd 10/9/2004 9:04 AM Page 104

104 Corporate Communications in Practice

STRATEGIC ANALYSIS
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STRATEGIC INTENT
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I Identifying bases of f G Generation of strategic c E Evaluating and selecting
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STRATEGIC ACTION
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S Specifying the role of f P Programming and planning O Organizational l
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TRACKING AND EVALUATION
Figure 4.2 The communications strategy model
phases and the activities that come with it are described in detail and illustrated
below with a case study of Wal-Mart.
Phase 1: Strategic analysis
Strategic analysis is concerned with understanding the strategic position of the
organization. What changes are going on in the environment, and how will they
affect the organization and its activities? What are the resources, values and compe-
tencies of the organization and can these provide special advantages or new oppor-
tunities? What is it that those stakeholder groups associated with the organization
aspire to, and how do these groups affect what is expected for the future develop-
ment of the organization?
The case study of Orange (Box 4.1) suggests that a great deal of care was taken
by those planning the launch of the brand and the development of the business in
analysing different strategic moves. First of all, the decision to enter the UK mobile
telecommunications market required careful consideration by the parent company of
the current and future demand in the market for telecommunications, the historical
and likely future activities of competitors, and so on. An equally important issue in
the case of Orange was how the new brand could overcome its weakness of being
last in the UK market and then be launched to become one of the market leaders.