Today, the bulk of our work falls under the heading of "Strategic" communication. This has not always been so. For our first ten years in business, "Marketing" was by far the largest segment - driven by the work we did to support new product introductions, sales and marketing conferences, and so on.
But a funny thing happened along about the second half of 1989: With the onset of a recession and the dawn of corporate re-engineering, our clients started canceling sales meetings and slashing product roll-out budgets. Across our client base, we detected a subtle, but unmistakable trend away from hype, and toward substance and value creation.
That's fine by us. We're still good at the "Marketing" stuff. But our "writing-as-a-way-of-thinking" style may be even better suited to the Strategic assignments that come from today's restructuring efforts, growth initiatives and cultural change processes. In fact, the large "Strategic" percentage you see depicted here was driven by the work we've done to support several major cultural change initiatives.
The "Financial" category has gotten a boost from our involvement in the introduction of EVA at three different companies.
The "Informational" category represents the still-necessary function of just transmitting information, communicating facts. It used to be a large part of what we did - and it is still a core competency. We value Informational projects, not just as stand-alone assignments, but for the insights they provide into a company's total business. Very often, such insights can be used to add depth and flavor to Strategic or Financial communication projects. They help build our understanding, give us access to current information and provide good examples to use in speeches, annual reports and other media.
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