One is a draft version of the initial site communication strategy which was based on the current understanding of the site over a year and half ago. This was prior to the finalization of the brand identity and any supporting documentation.
A lot of content has changed since them but the initial underlying structure, information architecture, user modes and content mapping are somewhat stable.
A lot of this thinking and development also took place prior to settling on the CMS solution and also does not account for phased implementation of features over a period of time.
These were DRAFT documents and have NOT been updated.
1. Trail_DraftCommStratUSerMapping.pdf
- Focused primarily on the website.
- Expresses triad of Trail Conference mission statement in the Information Architecture.
- Simple draft communication for content development. Brand document had not yet been fully developed and approved at the time fo this development.
- Provides a guide for underlying structure of site architecture based on user modes/tasks, which are universal. By basing on user modes, the site has inherent flexibility and scale for growth and expansion, as opposed to an internal organizational structure.
- Content mapping within the site for page templates
- Provide section for developing ad revenue business model ro support the site
- this would also be supported by a technical strategy doc. with more in depth detail.
2. TCBrandCommStrategyGuidepost.pdf
Template document to be used to fill in each section to develop marketing focused brand strategy and define what/who the brand is and the brand promise. When completed, this doc would then populate the communication strategy to define how the communication will take place and define certain features/functionality within the specified media channel, in this case a website, that would control all aspects of content communications. Additional info such as defining tarket would also need to be further refined. There are other template documents or briefs other agencies have developed, but they are mostly similar in nature. Any brand strategy docuemnt will do.
Often a good exercise to do is get the group together and flush it out over an afternoon, then get feedback to test certain sections and adjust accordingly.
The right way to do this is to form focus groups and gather information which can then be used to develop the brand strategy. That does cost money.
Possibly bring in existing volunteers to survey about the organization and the brand and also canvas unassociated prospects to get their perspective and expectations of the brand and who is in the competitive set.
You can then build a case for user expectations about the brand and what the brand delivers.
Attached below.
Originally the goal was to attract a larger audience base in the NY/NJ Metro area, well beyond traditional membership. The plan was to reposition the site to be the authority for Hiking (go to destination) in the metro region, thereby making the trail conference more relevant to younger members by providing all the necessary information for them to fulfill their need and desire to go hiking. Converting these to paid memberships/volunteers would be the next process as part of the outreach programs that would follow.
By building a broader base and younger demographic, the Conference would then monetize that membership/site traffic by attracting premium advertisers.
Additional features to address, Social Media Strategy, Search Engine Optimization
Some of these exist in other documents that need to be centralized.
Helpful hints
Brand Strategy defines who the brand (person) is and the personality
Communicatin Strategy defines howand what they communicate. Different channels have some common elements, especially the brand Strategy, but do differ slightly, depending on the channel. (Web, Print, Direct Response, Newsletter, PR Release, Brochure, Poster, etc.)
A lot of content has changed since them but the initial underlying structure, information architecture, user modes and content mapping are somewhat stable.
A lot of this thinking and development also took place prior to settling on the CMS solution and also does not account for phased implementation of features over a period of time.
These were DRAFT documents and have NOT been updated.
1. Trail_DraftCommStratUSerMapping.pdf
- Focused primarily on the website.
- Expresses triad of Trail Conference mission statement in the Information Architecture.
- Simple draft communication for content development. Brand document had not yet been fully developed and approved at the time fo this development.
- Provides a guide for underlying structure of site architecture based on user modes/tasks, which are universal. By basing on user modes, the site has inherent flexibility and scale for growth and expansion, as opposed to an internal organizational structure.
- Content mapping within the site for page templates
- Provide section for developing ad revenue business model ro support the site
- this would also be supported by a technical strategy doc. with more in depth detail.
2. TCBrandCommStrategyGuidepost.pdf
Template document to be used to fill in each section to develop marketing focused brand strategy and define what/who the brand is and the brand promise. When completed, this doc would then populate the communication strategy to define how the communication will take place and define certain features/functionality within the specified media channel, in this case a website, that would control all aspects of content communications. Additional info such as defining tarket would also need to be further refined. There are other template documents or briefs other agencies have developed, but they are mostly similar in nature. Any brand strategy docuemnt will do.
Often a good exercise to do is get the group together and flush it out over an afternoon, then get feedback to test certain sections and adjust accordingly.
The right way to do this is to form focus groups and gather information which can then be used to develop the brand strategy. That does cost money.
Possibly bring in existing volunteers to survey about the organization and the brand and also canvas unassociated prospects to get their perspective and expectations of the brand and who is in the competitive set.
You can then build a case for user expectations about the brand and what the brand delivers.
Attached below.
Originally the goal was to attract a larger audience base in the NY/NJ Metro area, well beyond traditional membership. The plan was to reposition the site to be the authority for Hiking (go to destination) in the metro region, thereby making the trail conference more relevant to younger members by providing all the necessary information for them to fulfill their need and desire to go hiking. Converting these to paid memberships/volunteers would be the next process as part of the outreach programs that would follow.
By building a broader base and younger demographic, the Conference would then monetize that membership/site traffic by attracting premium advertisers.
Additional features to address, Social Media Strategy, Search Engine Optimization
Some of these exist in other documents that need to be centralized.
Helpful hints
Brand Strategy defines who the brand (person) is and the personality
Communicatin Strategy defines howand what they communicate. Different channels have some common elements, especially the brand Strategy, but do differ slightly, depending on the channel. (Web, Print, Direct Response, Newsletter, PR Release, Brochure, Poster, etc.)
| Attachment | Size |
|---|---|
 Trail_DraftCommStratUSerMapping.pdf | 1.99 MB |
| TCBrandCommStrategyGuidepost.pdf | 38.97 KB |
Comment: Please be relevant, civil, non-commercial.
These draft documents