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60 The PCB Magazine • December 2016 corporate initiative or participation at an up- coming technical conference can and should be executed as part of a strategic program that will elevate your company's image and enable thought leadership by utilizing a mix of both digital and traditional media. There does not need to be a "Sophie's Choice," made on which tactics to use, regard- less of budget or if the offering is revolution- ary or evolutionary in nature. An impactful and powerful market launch or singular corporate communication looks beyond the obvious news release and employs an integrated program that is relevant to your targeted customers and mar- kets, where the product or service will create en- gaging and differentiated value. Although mar- keting may be driving most of these programs, the sales team should be key disciples that can introduce and address questions that any suc- cessfully deployed program will elicit. Now, of course there are occasions where the one-off projects are needed, but quite often they become the rule. These "need it now" projects should be viewed as potential launching pads for new and emerging programs. Instead, these tactical executions are rarely shared, expanded or repurposed to benefit a strategic marketing cam- paign or redeployed as a sales tool. What's worse, the core value proposition and overall tone for the same product or service as presented in each silo sometimes contradict one another. This should never be the case. A project that is gener- ated out of necessity should not be cast off like some unwanted, orphan child when the immedi- ate need ceases. The project should be carefully cultivated and evaluated for future opportunities. Well-crafted marketing programs require continuous collaboration with your team and should result in the generation of a strategic and creative plan that clearly delineates mile- stones and deliverables. Every facet of the plan should bolster your marketing and sales activi- ties, as well as include an understanding of your targeted audience's business drivers and tech- nology roadmaps. This also includes a review of the industry and competitive landscapes, current and future market situation, customers' perceptions, keynote positioning, and other cri- teria that would take several more Launch Let- ters to detail. Beyond meeting agreed upon objectives and addressing budget parameters prior to execu- tion, the integrated tactics used to deploy your program must elicit the customer's voice. Based on the agreed plan, the tactics could range from web content and print materials to technology presentations, articles and more. The higher the increase in exposures and frequencies to targeted editorial, the better. With third-party placements come higher credibility. Keep the conversation going by employing social media, webinars, microsites, online surveys, and cus- tomer visits, to name a few. Essentially, a strategic and creative plan be- comes your bible for the program. Okay, maybe not "The Bible," but most definitely the plan should be viewed as a contract not to be bro- ken unless agreed to by all the key stakeholders. If not vigilantly managed, changes in strategic messaging and creativity can increase time and costs, as well as sacrifice the delicate balance between the efficiency required to execute ag- ile, go-to-market strategies and the mandated effectiveness to communicate compelling and relevant messages that offer value creation for your customers, applications, markets, and in- dustries served. Programs, not projects: A mantra worth memorizing and embracing. PCB Barry Lee Cohen is president and managing director of Launch Com- munications. To read past columns or to contact Cohen, click here. PROGRAMS, NOT PROJECTS " Now, of course there are occasions where the one-off projects are needed, but quite often they become the rule. "