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Strategy vs.Tactics

Posted February 21st, 2017 in blog, copy, marketing, strategy by Gary

One of the most common difficulties I have encountered in marketing is the confusion between strategy and tactics. It arises, I believe, from the fact that the words are used together: a successful strategy cannot be executed without tactics.

Tactics, however, can be executed without strategy.

The goal of every business is relatively simple: drive revenue. To do this, companies employ tactics like sales, promotions, sweepstakes, etc. When these tactics achieve their goal of bringing in more dollars, the strategy is declared successful. See the problem?

For the proverbial mom and pop local shop, tactics are all that they really require. A large part of the success of their business lies in their location and proximity to their customers. If there is a demographic shift – a factory going out of business, a big box store moving into the neighborhood – these businesses simply close up shop. Then someone comes to town and makes a documentary about the injustice of it all, the innocence of the past and the harsh realities of the present, but I digress.

The first challenge in developing a successful strategy lies in the fact that tactics work. This is a good thing, because the fact that tactics do actually work justifies using them as the building blocks in a strategy to achieve growth. This can also be a deterrent as it makes it more difficult to focus on the larger picture and figure out where one wants to be in six, twelve or eighteen months.

So this is where it starts to get more complicated. In business there are rarely clear starting and ending points. There are dates when things begin and end, such as campaigns, but these are established in a muddier framework. Does the strategy start when it is first conceived or when it is rolled out? While the campaign is being prepared, business is still being conducted. In a best case scenario, the tactics being employed during this period are effective and driving revenues. But this makes the whole process messy. Why change what works? Why am I worried about strategy and what might happen next year when things are working today?

Strategy gives tactics context. Context can be evaluated. And this context makes it possible to decide how best to improve on the tactics. Marketing is a grind. It is about successfully executing and evaluating the tactics involved in an overall strategy, day in and day out.

To develop a coherent strategy involves determining the goals for the company. This is where it gets even more complicated, and we haven’t even gotten to managing all of the moving parts. Obviously, you want to make money. What else do you want to achieve through your marketing efforts? What do you want people to associate with your product or service? Are you going to attract people with discounts? Wow them with the quality of your goods? How do you want to tell your story?

You see, there are a number of different directions your strategy can take and decisions need to be made about what will lead to the greatest success. This is one of the reasons that understanding one’s business and defining the value that your product or service brings to the table is so important (see Getting the Foundation Right, last week’s post). If you cannot really define what you are doing, how can you articulate what you want to be doing in a year?

All of these questions need to be answered while one is doing business, unless you happen to be going after investor dollars, which poses a whole slew of strategic questions that I plan to address in a later post.

All of this and we haven’t even started to discuss the tactics themselves and how each one advances the different goals articulated in the strategy. Sounds complicated, I know, but it simply requires hard work, insight, and organization.

Did you notice that we haven’t even started to address media, voice, or messaging?

So many options, so many decisions, so many moving parts.

So much fun. All you need to do is enjoy thinking in time.

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