Planning: Internal stakeholder support is essential
Stakeholders needed:
• Project sponsor/champion
• Steering group
• Marcomms leaders
• Small number of individuals to act as a sounding board
Embarking on a thought leadership project is a big decision, but thought leadership has moved on from the days of pure brand-building. These days thought leadership is an essential part of the sales funnel. It’s a way for a company to show it deeply understands its business, the needs of its clients and the broader marketplace in which it operates. That’s why internal stakeholder support is so essential.
To kick off your project, develop a plan and hypotheses for your research to prove, working with a small steering group who have a clear view on commercial objectives. You can do this planning in a single meeting; it doesn’t have to be, nor should it be, a drawn-out process.
Both before and after this planning meeting, conduct a few interviews to test the idea with a diverse group of internal and external people. Do this in separate interviews and then aggregate the feedback to inform your planning; you want to ensure you remain in the driving seat and don’t lose control to committee-think.
Once the plan is ready, test and socialize it with a wider group before pressing ‘Go’ on the formal research, just to be sure you’re in the right ballpark.
Insight: Views needed on how the findings tie to the proposition
Stakeholders needed:
• Project sponsor/champion
• Steering group
This is where you hand the reins over to the research experts, who’ll do the fieldwork, data analysis, and interpretation. That said, once the findings come in you’ll need the steering group to reconvene. This is another critical stage for the steering group to share their insights into what the findings mean for clients and how the research ties in with the company’s proposition. Again, you can explore this at a single workshop led by your researchers.
With findings in hand and hypotheses proved (or otherwise), it’s time to get the key messaging agreed. You’ll then want specific input and quotes from individual experts, both internal and external, to add qualitative insights to the quantitative data.
Again, manage this input as separate, short interviews to solicit specific feedback – don’t open it for debate. You just want the views to add to your final report, not arguments about whether this was the right question to ask.
Activation: Time for the whole company to jump in
Stakeholders needed:
• Project sponsor/champion
• Steering group
• Sales and marketing
• Employees
• Clients and partner organizations
You’re almost there. If you’ve effectively sold the project during its development, this is now the time to explode the research across the widest possible network, both internal and external. Your new stakeholders include sales – to get it in front of clients and prospects – and marketing, who’ll be able to use the findings in campaigns for a long time to come. Plus PR, who can sell in the results to media and trade press and lift the company’s brand awareness.
Make sure you educate and encourage staff and give them the confidence and tools to use the research themselves. Consider an internal toolkit for the activation phase: events, a SlideShare, crib sheets, benchmarking tools, easy-to-use social assets, and so on.