City & Guilds
The organisation’s business model had changed significantly since the Comms team had last created a channel strategy, so the team felt that some channels weren’t as relevant as they could be within that new structure.
People knew that things needed to change, but the big question was ‘how’?
While there was some existing research from employee surveys and a handful of focus groups, City & Guilds was looking for external expertise to provide impartial analysis and a fresh perspective.
Using our knowledge of communications best practice, we prepared the content for a series of one-to-one and small group interviews with a range of people at City & Guilds. Interviewees included the Chief Executive, members of the Comms team, and stakeholders from different parts of the business.
“Thank you for all your effort on this project. It was a great piece of work.”
We also reviewed each of the existing comms channels so that we could make appropriate recommendations on what to stop, start and continue. We considered the entire production process for each channel, from planning to distribution and measurement, and assessed how they all fitted together as a whole comms suite.
At the close of the six-week project we merged our research findings with our experience of planning and delivering comms to produce a channel plan that reflected the organisation’s new business strategy, business model, and Group objectives and narrative.
The City & Guilds Comms team was delighted with the breadth and quality of our report, describing it as “absolutely fantastic”.
Our client said afterwards: “Thank you for all your effort on this project. It was a great piece of work.”