Step 3 is forming the campaign engine. This is where you build the campaign engine - determining the function, participants, responsibilities, timing and events of each cycle.
Record the answers in the 1-Page Plan of Campaign. If you're unsure of the answers or want to do a more in-depth analysis then proceed with the exercise below which utilizes the Campaign Worksheet.
1. Determine the function of your command cycle.
Example: Executive oversight is one example of the function of your command cycle.
2. Determine who is the highest level employee responsible exclusively for all sales and marketing related competencies?
Example: EVP or VP Sales and Marketing or CEO in smaller enterprises own the command cycle.
3. Time your command cycle.
Example: The command cycle is the cycle that should require the least amount of revolutions or the longest cycle time. The command function as indicated in the definition impacts on a strategic level and is needed only for significant departures from plan.
4. Determine your congregation agenda.
Example: The primary event for the command cycle is the congregation. The purpose of the congregation is to allow senior management the chance to interact face-to-face with campaign managers and to adjust the strategy according to results. Off-site, two days is an example of a basic agenda.
5. Determine the function of your execution cycle.
Example: The execution cycle is responsible for channels of distribution, the market segments served by the enterprise and customer relationships including customer-facing activities. All sales, customer service and business development competencies are part of this cycle.
6. Determine who is the highest level employee responsible exclusively for all sales related competencies.
Example: The VP Sales, sales manager, Biz Dev manager own the execution cycle.
7. Time your execution cycle.
Example: The execution cycle is the most sensitive and volatile cycle in regards to timing. Because it controls the tactical execution efforts of the campaign the timing will vary greatly depending upon the progress of the campaign. A seven-day cycle is a good starting point for the execution cycle.
8. Define your calibration session.
Example: Calibrations can be held by conference call or in person with all attendees, typically are 2-3 hours in length and are working sessions as opposed to briefing sessions (as in a congregation).
9. Determine the function of your communication cycle.
Example: The function of communications is to create/manage internal and external perceptions. Communications includes all advertising, press relations and events. The communications cycle encompasses relationships with agencies, consultants and vendors necessary to craft and place enterprise messaging. All marketing communications competencies are included in this cycle.
10. Determine who specifically is responsible for the creative development of marketing communications.
Example: Ownership of the communications function will typically rest with the VP of Marketing or marketing communications manager. A communications group will consist of roles such as: advertising managers, production and graphics artists, PR specialists, MARCOM managers, and writers.
11. Time your communication cycle.
Example: The ability to rapidly develop, produce and deploy messaging is critical and must be faster than your adversary. The communication cycle is defined by the amount of time it takes to produce and distribute a message. With the internet and other rapid message development techniques a daily cycle is the best place to start.
12. Define your communication briefing.
Example: The communications cycle stages a daily briefing at which all communication principals attend with the intent of reviewing work in process fashioning the days communiques and evaluating competitive moves.
13. Determine the function of your orientation cycle
Example: Orientation is the process of capturing, interpreting, creating, and distributing intelligence. The ability to collect, interpret, visualize, and act upon intelligence faster than competitors, represents a critical element of an effective command and control infrastructure.
14. Determine who is the highest level employee responsible exclusively for all marketing related competencies?
Example: Authority for orientation cycles falls to a campaign manager. Competitive intelligence librarians, research managers, and field intelligence operatives also form parts of the intelligence group.
15. Time your orientation cycle.
Example: The intelligence cycle fires continuously. With the internet, blogs, RSS feeds, e-mail, instant messaging, videocams, the ability to be on 24/7 is at the fingertips of every marketer. Condensing this intell into hourly sweeps is a good starting point. Authority for orientation cycles falls to a campaign manager.
16. Define your orientation sweep.
Example: The intelligence cycle starts with the acquisition of information and raw data culled via observations. From here the information is assimilated in preparation for analysis and interpretation. The next step of the orientation cycle consists of analysis and interpretation processes. The final step consists of creating relevant intelligence reports and distributing them accordingly. Subsequent feedback relating to the intelligence is fed back into the process and the cycle starts again. Hourly sweeps are published on line and shared with each of the other principals.
