From goal to recognisable message
A communications strategy translates your organisation’s goals into messages, audiences and channels. We produce it either as a full strategy or for a single field of activity, such as public affairs and network-building. What you get is a plan your team can work with for years — and the reasoning behind why it looks the way it does.
SenecaIf you don’t know which port you’re sailing to, no wind is favourable.
Who we develop strategies for
- Companies and SMEs: You are looking for clear positioning in your market, marketing that works within the means available, and an honest outside view of what you have been doing so far.
- Foundations and non-profit organisations: You serve very different stakeholders on a tight budget — from the board of trustees and your funders to the wider public.
- Associations, member organisations and internationally active companies: You want to put your case to the people who decide — in Swiss politics, with the authorities, or at international institutions.
When is a communications strategy needed?
The usual trigger is fundamental change: a shift in strategy, a rebrand, a new direction, a merger, a change of ownership. But it is worth having an outside view every few years even without a particular occasion, since much of what an organisation does in communications has simply grown over time. And recently a further reason has appeared: people increasingly ask ChatGPT, Gemini and others about suppliers and services. If your organisation goes unmentioned there, or is described wrongly, enquiries stop arriving and you never learn why — which is what our AI audit was built for.
What you receive
- Stakeholder priorities: Who really matters, in what order you address them, and how each group can be reached.
- Core idea and key messages: Three to five central statements, with the evidence behind them.
- Channel recommendation: A mix that fits your means — which channels to build up, and which to leave aside.
- Action plan: Topics, timing, formats, responsibilities, schedule.
- Metrics: What you can report on with confidence, and what you cannot.
How we work
We begin with conversations with the people responsible and a look at the material you already have. From that comes the stocktaking: stakeholders, starting position, hierarchy of objectives. The draft then goes through a round of feedback, with a workshop on the key messages where the organisation is larger. Once the final version is in place, we can stay on for the first months of implementation. The point is that your team can carry on without us.
Communications is a question of resources too
Where does the franc you spend do the most work? Which goals are within reach given your staff and your budget? We ask these questions first, because a strategy is only worth having if it can be carried out. What you end up with is not an ideal picture but a plan you can deliver with the resources you have.
Would you like to put your communications on a new footing?
Let's work out what matters most — and how you will know it worked.
