The document discusses research and communication strategies in three scenarios: a merger between two organizations, a crisis where public opinion is forming around an uncontrolled message, and disruption where a new solution is gaining traction with customers. It provides approaches to research the key stakeholders, perceptions, strengths, and opportunities in a merger. For a crisis, it recommends identifying influencers, key discussion channels, and crafting an authentic humanized message. During disruption, it suggests understanding the core problem solved, competitive positions, and creating a messaging platform to own a market piece.

1. doing business naked
RESEARCH AND COMMUNICATION
IN THE AGE OF FULL TRANSPARENCY

2. THERESE FUERST
PRESIDENT, FUERST
CONSULTING CORP.
JOE STABB
FUERST CONSULTING CORP.
STRATEGIC PARTNER,
BUSINESS & COMMUNICATIONS
STRATEGIST
CHRISTY FRANCIS, MBA
FOUNDING MEMBER, FRESH
BATCH INSIGHTS

3. think ahead.
DO YOUR RESEARCH BEFORE A
CAMPAIGN
ELIMINATE PRE-CONCEIVED NOTIONS
ABOUT HOW YOU WANT TO EXECUTE
MINE YOUR OWN DATA TO FILL THE
GAPS IN UNDERUTILIZED ‘BIG DATA’
CONSIDER BASELINE QUALITATIVE
RESEARCH

4. baselineresearch approach.
REMEMBER, YOU
CARE ABOUT THE
‘WHY’ AND THE ‘WHY
NOT,’ SO DON’T
EXCLUDE
CONSUMERS WHO
MAY NOT BE ON YOUR
RADAR
START WITH
ELECTRONIC
SURVEYS TO SCULPT
CONVERSATION IN
LATER FORMS OF
RESEARCH
USE FOCUS GROUPS
AND, MOST
IMPORTANTLY, 1:1
INTERVIEWS TO
DEEPEN INSIGHTS
USE SECONDARY
RESEARCH TO FILL
‘GAPS’ IN YOUR
WORK, THEN CREATE
YOUR INFORMED
COMMUNICATION
STRATEGY

5. scenario 1.
MERGER.
TWO ORGANIZATIONS ARE
BECOMING ONE, AND
SUCCESS HINGES ON THE
ATTITUDES OF INTERNAL
AND EXTERNAL
STAKEHOLDERS.

6. research approach.
 WHAT ARE EACH ORGANIZATIONS MOST VALUABLE PERCEIVED ATTRIBUTES? CANVAS THE
OPINIONS OF CUSTOMERS, CONSUMERS AND EMPLOYEES
 IF THE BRAND WAS A PERSON, WHAT WOULD PEOPLE LIKE ABOUT IT?
 WHAT IS THE CONSUMERS’ PERCEPTION OF A MERGER WITH YOUR COMPANY, IF AN
AWARENESS EXISTS? WHAT FEARS EXIST AROUND EROSION OF THE BRAND?
 WHAT ARE THE POTENTIAL UPSIDES OF THE MERGER? WHERE ARE THE STRENGTHS?
 WHICH CHANNELS ARE CONSUMERS GOING TO FOR INFORMATION? WHICH MESSAGES
RESONATE, AND HOW DOES THE CHANNEL CHANGE DEPENDING ON THE MESSAGE?

7. communication strategy.
 PRESENT THE FINDINGS OF YOUR RESEARCH TO YOUR EXECUTIVE TEAM AND/OR BOARD OF
DIRECTORS
 CONSIDER A STRATEGIC PLANNING RETREAT WITH SENIOR STAFF AND/OR BOARD MEMBERS
 CREATE A MESSAGING PLATFORM AND STRATEGY
 DEVELOP A TACTICAL IMPLEMENTATION PLAN
 UTILIZE INTERNAL AND EXTERNAL RESOURCES ON THE IMPLEMENTATION TEAM
 PROVIDE 360 DEGREE FEEDBACK AND ADVISEMENT TO THE EXECUTIVE TEAM

8. scenario 2.
CRISIS.
THE PUBLIC IS RAPIDLY
FORMING AN OPINION
AROUND A MESSAGE YOU
CAN’T CONTROL.

9. research approach.
 IDENTIFY THE PUBLIC REACTION TO YOUR CRISIS, PARTICULARLY ANY SPECIFICS BEING
DISCUSSED ON SOCIAL MEDIA
 WHO ARE YOUR KEY INFLUENCERS? IS ANYONE ‘REPORTING OUT’ ON THE CRISIS? IS THERE
ANYTHING YOU CAN DO TO REACH THIS INFLUENCER, OR CRAFT YOUR OWN MESSAGE TO
REFLECT THEIR APPEAL?
 IDENTIFY KEY CHANNELS THAT ARE CORE TO YOUR CRISIS AND BUILD YOUR RESPONSE
ACCORDINGLY, TO INTERCEPT THE PUBLIC WHERE THEY’RE EDUCATING THEMSELVES
 IDENTIFY SHORT TERM AND LONG TERM IMPACT OF THIS CRISIS; PULL IN ANY RELATED
CRISIS THE PUBLIC MAY REFERENCE AS SIMILAR TO YOUR OWN. WHAT CAN YOU LEARN?
 WHAT IS THE MOST AUTHENTIC PART OF YOUR BRAND? HOW DO YOU LEVERAGE AN
AUTHENTIC, HUMANIZED VOICE TO REASSURE STAKEHOLDERS?

10. communication strategy.
 COMMUNICATE ON THE CHANNEL WHERE CONVERSATION IS HAPPENING
 STICK TO YOUR MESSAGE AND STAY AUTHENTIC
 COMMUNICATE REGULARLY WITH ALL INFLUENCERS
 CONTINUALLY MONITOR AND LISTEN
 IT’S OKAY TO SAY, “I DON’T KNOW…”

11. scenario 3.
DISRUPTION.
SOMEONE IS SOLVING A
SIGNIFICANT CONSUMER
PROBLEM, AND THAT
SOLUTION IS GAINING
MASSIVE TRACTION WITH
YOUR CUSTOMERS.

12. research approach.
 WHAT IS THE CORE PROBLEM THIS NEW SOLUTION IS SOLVING FOR CONSUMERS?
 WHAT IS THE DIFFERENCE IN PERCEPTION OF YOUR PRODUCT VERSUS THEIRS? WHAT IS
THE ADDITIONAL VALUE?
 ARE THERE PARALLELS YOU COULD DRAW TO OTHER INDUSTRIES WHO MAY BE
EXPERIENCING A SIMILAR TREND, AT A DIFFERENT LEVEL OF MATURITY?
 WHAT PROBLEMS STILL EXIST? HAVE NEW PROBLEMS BEEN CREATED AS A RESULT OF THIS
SOLUTION?
 EVERY NEW SOLUTION SOLVES PROBLEMS AND INVENTS NEW ONES. CAN YOU SOLVE FOR
ANY OF THE PROBLEMS THAT MAY EXIST AS A CONSEQUENCE OF THE NEW SOLUTION?

13. communication strategy.
 LET THE RESEARCH REVEAL GAPS; UNDERSTAND YOUR COMPETITIVE POSITION
 WHEN YOU SAY IT FIRST, YOU OWN IT
 MAKE SURE YOUR ENTIRE COMPANY IS IN ALIGNMENT AROUND ANY MESSAGING; MAKE
SURE THE INTERNAL COMMUNICATIONS TEAM IS CONSISTENT WHEN DISCUSSING
PRODUCTS
 CREATE THE VALUE PROPOSITION AND OWN THAT PIECE OF THE MARKET
 CREATE A MESSAGING PLATFORM
 LET THAT GUIDE YOUR ONE PAGE STRATEGIC PLAN

14. contact info
FUERSTCC.COM
THERESE@FUERSTCC.COM
716.200.3593
JOE@FUERSTCC.COM
716.279.1713
FRESHBATCHINSIGHTS.COM
CHRISTY@FRESHBATCHINSIGHTS.COM
585.315.0240
https://www.linkedin.com/company/fuerst-consulting-corporation