Our work is a dynamic dance of adaptability. This dance is not choreographed in the traditional sense. There is no set sequence of steps to follow.

We are not merely executing predefined steps; instead, we are constantly adjusting our movements in response to the rhythm of the market and the reactions of our audience.

The dance is guided by the music of public opinion and market trends, which is as unpredictable as it is influential.

Our plans serve as our choreography, our dance routines.

However, they are not rigid structures with fixed steps. They are fluid frameworks that provide guidance while allowing for improvisation. It allows us to seize opportunities as they arise and to mitigate challenges before they can escalate.

However, this dynamism can sometimes be misunderstood, especially by stakeholders who are more accustomed to static plans with fixed milestones. These stakeholders may view our fluid frameworks as a lack of structure or a sign of indecisiveness. They may question why we do not have a detailed plan for every possible scenario or why our milestones seem to shift with the wind.

This misunderstanding often stems from a fundamental difference in perspective. Stakeholders who are accustomed to static plans are often focused on predictability and control. They value plans that outline a clear path from point A to point B and that account for every possible obstacle along the way.

However, the landscape we navigate is often too complex and volatile for a static plan to be effective.

Navigating Stakeholder Dynamics with a Robust Marketing Plan

These stakeholders, who are often outside the PR or marketing sphere, may challenge what they perceive as a lack of structure in our plans.

They may question why our plans do not cover all possible scenarios or why our milestones seem to be moving targets.

While these questions can be well-intentioned, they can become obstructive when they delay the strategy, planning, or execution of our campaigns. This is because these questions often stem from a misunderstanding of the nature of a PR and marketing plan.

This misunderstanding can create ripple effects throughout the campaign. It can lead to issues such as delays in the timeline, over-preparation for unlikely scenarios, wasted time spent on creating mitigation strategies for events that will not happen, having to over-explain every decision to stakeholders, and micromanagement.

These challenges can be daunting, but they are not insurmountable. By understanding the concerns of our stakeholders and addressing them proactively, we can navigate these challenges and ensure the success of our campaigns.

strtgcommsgrp - marketing plans

Embracing the Dynamic Nature of a PR and Marketing Plan

A PR and marketing plan is inherently dynamic. They are not static blueprints but living, evolving strategies designed to influence perception and guide purchases or sales.

This dynamism is not a byproduct of our work; it is a fundamental aspect of it.

To achieve our goals, we rely on a feedback loop. This loop is a continuous process that begins with launching the campaign. Once the campaign is live, we analyse the data from the initial activation. This data provides us with valuable insights into the effectiveness of our strategies and the responses of our target audience.

Based on these insights, we realign or redesign subsequent activations. We may tweak our messaging, adjust our targeting, or even overhaul our approach entirely. This is not a sign of failure or indecision; it is a strategic response to the data. It is how we ensure that our campaigns remain relevant and effective in the face of changing market trends and consumer behaviours.

This dynamic approach offers several advantages.

  1. It allows for customisation, enabling us to tailor our campaigns to the specific needs and preferences of our target audience.
  2. It fosters adaptability, equipping us to respond swiftly and effectively to changes in the market or the public opinion.
  3. It enhances the efficacy of our campaigns, ensuring that our strategies are data-driven and results-oriented.

Sidebar: The advantage of adaptability

From a psychological perspective, adaptability is not just beneficial, it’s essential for the team. It fosters a growth mindset, a concept developed by psychologist Carol Dweck, which is the belief that abilities and intelligence can be developed through dedication and hard work. This mindset creates a love for learning and resilience, which are essential for great accomplishments.

Adaptability also encourages creative problem-solving. In a dynamic environment, problems are a constant. However, when a team is adaptable, they view these problems not as insurmountable obstacles, but as opportunities to learn, grow, and innovate. They are more likely to think outside the box, come up with novel solutions, and take calculated risks.

Moreover, adaptability promotes resilience in the face of challenges. It helps the team to bounce back from setbacks, learn from mistakes, and move forward despite difficulties. Resilience is what allows a team to weather the storm and come out stronger on the other side.

The psychological advantage of adaptability is multi-faceted. It fosters a growth mindset, encourages creative problem-solving, and promotes resilience. These are all critical traits for a PR and marketing team, or those seeking to deliver such goals and objectives.

strtgcommsgrp - dynamic PR and marketing plans

Engaging Stakeholders in Your Marketing Plan

Dynamic plans are not just effective; they are efficient.

They are designed to be responsive, allowing us to quickly adapt to changes in the market or public opinion.

This responsiveness maximises our resources by ensuring that our efforts are always targeted and relevant, thereby increasing the effectiveness of our campaigns.

To communicate the efficacy of dynamic plans to stakeholders, we can the SCG Educate-Demonstrate-InvolveTM formula:

  1. Educate: We can explain the nature of a PR and marketing plan and why it is dynamic. This involves discussing the benefits of dynamism, such as responsiveness, resource optimisation, and increased effectiveness.
  2. Demonstrate: We can show examples of successful dynamic plans and how they contributed to the campaign’s success. This could involve sharing case studies or success stories that highlight the impact of dynamic planning.
  3. Involve: We can engage stakeholders in the planning process to give them a firsthand experience of the dynamic nature of a PR and marketing plan. This could involve inviting them to strategy and planning meetings or workshops, as well as involving them – by soliciting their opinions and feedback based on data – in the feedback loop.

The dynamic nature of plans is not a challenge to be overcome, but a strength to be harnessed. By fostering a growth mindset, encouraging creative problem-solving, and promoting resilience, we can optimise the efficiency and effectiveness of our campaigns. Adopting dynamic plans allow us to navigate the complexities of our deliverables and outcomes, while delivering impactful campaigns that drive perception and sales.


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