Let's talk about money.

Michael Porter describes strategy as defining and attending to those activities at which an organisation must excel in order to create a sustainable difference in the marketplace, and thereby create sustained value for its shareholders (or sustainable value in the case of non-profits).

Once you've articulated why your organisation exists (the mission), and what you want it to be (the vision), the strategy describes the what, who, how, when and where needed to pursue the vision, and specifically how these differ from the competition. How these help beat your competition.

However, as hard as strategy formulation is, the really hard part is putting it into action. The Balanced Scorecard Institute finds that 70% of organisations with a strategy simply fail to execute it. And this becomes the more obvious the further away from the sale / the product / the service you get; the more you get into the intangible assets pivotal to your success.

Marketing and PR are intangible assets. They are intangible investments. We all know that the right mix of the panoply of marketing and PR activities is essential to organisational success – to the successful definition of organisational strategy and its execution – but too often we're not quite sure how so. This is most apparent when, particularly in harder times, marketing and PR are considered cost centres first and foremost, and cost centres that can be cut. Read more