{"id":11693,"date":"2026-08-02T11:38:31","date_gmt":"2026-08-02T15:38:31","guid":{"rendered":"https:\/\/winkstrategies.com\/plan-de-communication-priorites-budget-actions\/"},"modified":"2026-09-10T16:06:20","modified_gmt":"2026-09-10T20:06:20","slug":"communication-plan-priorities-budget-actions","status":"publish","type":"post","link":"https:\/\/winkstrategies.com\/en\/communication-plan-priorities-budget-actions\/","title":{"rendered":"Communication Plan: How to Set Your Priorities, Your Budget and Your Actions"},"content":{"rendered":"

When planning season starts, requests arrive from every direction and all of them are defensible. Sales wants support for a product launch, HR needs to fill hard-to-staff roles, the executive team wants the current transformation understood internally. A subsidiary is waiting for content adapted to its market, and a partner is proposing a joint announcement.<\/p>\n

The plan exists to settle those requests and to record the reasoning behind each call: what the organization is pursuing over the period, with what resources, who decides what, and under which conditions those decisions will be reopened. Without that record, the trade-offs still happen, one urgent request at a time, and the reasoning stays with whoever made the call.<\/p>\n

What the plan decides<\/h2>\n

The organization’s communication plan, a campaign plan and the editorial calendar answer different questions. The first sets the priorities for the period, how resources are allocated and how decisions get made. The second organizes a specific objective within a defined window, with its audiences, its messages and its schedule. The third works at the level of individual publications. Nothing requires three separate documents: in a small team they fit into one. In a group operating across several markets, keeping them apart prevents a decision that applies to the whole organization from being made at the pace of a single launch.<\/p>\n

The period follows whatever actually structures the work. An annual cycle suits organizations whose budget is approved once a year. A transformation, a post-acquisition integration or a multi-year strategic plan call for a different horizon, with closer review points early on, when the assumptions are least certain.<\/p>\n

Between the durable direction and the actions sit the priorities for the period. They translate positioning into a handful of themes that will hold for twelve or thirty-six months, while the actions stay open to revision. When the Canadian Deaf Sports Association set out to build its communication strategy, it already had a strategic plan in place. Wink Strategies worked in sequence: understanding the association and its context, then defining the strategy and its main aims, then a roadmap setting out the actions for the period, before handling the operational side for three years<\/a>. Groundwork of this kind does not mean starting from scratch. Market studies, internal surveys and customer service records often do most of it. What it prevents is allocating resources on impressions that no one has tested against the facts.<\/p>\n

Choosing between several legitimate objectives<\/h2>\n

A communications team rarely pursues a single objective. Business development, recruitment, understanding of a transformation, reputation, partner relations: all of them can sit in the same annual plan, and each has a case. The work is figuring out which ones govern the use of time and budget when two of them claim it at the same moment.<\/p>\n

Sorting requests into four families shows where capacity actually goes. Necessary recurring work never appears in a presentation but takes up a real share of the team: media enquiries, website updates, internal communications. Existing commitments do not all behave the same way, and it pays to separate them: a regulatory disclosure obligation is fixed, a contractual commitment can be renegotiated with the other party, and a trade show already booked can be dropped at the cost of money written off and a noticed absence. Priority projects are the ones leadership accepts being judged on. Experiments, funded at small scale, exist to resolve an uncertainty before committing further. Plans that come apart have usually underestimated the first family when sizing the other three.<\/p>\n

When two legitimate requests need the same resources at the same time, six things are worth laying side by side: the expected contribution to an organizational objective, the real urgency, the consequences of a delay, the capacity available, the dependencies with other work, and the level of uncertainty about the outcome.<\/p>\n

Take two equally defensible requests. In the second quarter, a company has to support a product launch and recruit some twenty engineers. Both serve objectives leadership has adopted, and both draw on the same creative team. What settles it is the consequence of a delay: the hires determine the start of projects already sold, while the commercial window for the offer runs over several months. The launch moves back six weeks, with a trade-off written into the plan, since the recruitment content will feature the projects tied to the new offer.<\/p>\n

Scoring grids have a place here, provided the criteria and their weightings are written down and discussed before being applied. They force people to say what counts and show exactly where the disagreement lies. They do not replace the decision: a few points between two options settles nothing.<\/p>\n

<\/h2>\n

\"\"<\/p>\n

Audiences, messages and proof<\/h2>\n

Sorting audiences starts from the objective: who needs to understand what, and who acts on the outcome. The list quickly runs beyond clients and prospects. The teams delivering the service describe the offer every day, sales reuses content produced for external audiences, partners present the organization on their own channels. Bringing them into the plan takes preparation time, sometimes training sessions and dedicated materials, and that cost gets planned like any other.<\/p>\n

For each priority audience, four questions frame the editorial work. What should they understand by the end of the period? What concerns are stopping them from acting today? What proof do we have, and what is missing? Who is best placed to carry the message, between leadership, an internal expert, a client or a third party?<\/p>\n

Proof is the point where editorial work runs into something other than writing. Reworking a message belongs to the team that writes. Obtaining missing proof means a project to document, a client to persuade or a measurement to produce, which involves other people and another schedule. A message holds when it rests on something verifiable: a documented piece of work, a measured figure, a method that can be explained, a testimonial. If it promises what the organization does not deliver day to day, the people in contact with clients are the ones who pay for it.<\/p>\n

Part of the message applies across the whole organization, part of it adapts, and a shared editorial reference draws that line. For Randstad Digital, present in more than twenty countries, Wink Strategies ran a competitive benchmark and a strategic analysis<\/a> before producing anything. That groundwork clarified the brand’s position relative to the group, then led to an editorial charter setting the tone, the vocabulary and the priority areas of expertise.<\/p>\n

Across several markets, adaptation goes beyond translation. Examples have to speak to people who do not share the same references. A client name that carries weight in one market may mean nothing in another. The schedule follows local buying cycles and industry events. Spokespeople are rarely the same from one country to the next. A press release translated without revisiting those points remains accurate, but it gives local journalists little to work with: no example they recognize, no one they can call, no connection to what is happening in their market.<\/p>\n

Who decides what<\/h2>\n

A plan runs better when everyone knows, before launch, who answers for what. Five questions deserve a written answer.<\/p>\n

Who proposes the priorities and prepares the trade-offs? Usually the communications lead, working from the requests submitted by other functions.<\/p>\n

Who settles it when two requests collide? A small committee bringing together the functions concerned has one clear advantage: the decision is made in front of the people who submitted the requests, and each of them learns what was chosen elsewhere and why. It requires a fixed cadence and a prepared agenda, otherwise the same discussions resume one by one, outside the room.<\/p>\n

Who approves sensitive messages? Approval is warranted when a public statement commits the organization to a promise, a figure, a public position or a regulatory obligation. Sending every publication through the same circuit creates delays that teams eventually work around.<\/p>\n

Who authorizes a change to the budget or the schedule, and above what threshold? Without an answer, every adjustment either escalates to the executive team or happens without a trace.<\/p>\n

Who coordinates across teams and markets? That role needs time set aside in someone’s schedule, otherwise it gets absorbed by everything else.<\/p>\n

In a group, one workable split gives the centre the reference messages, the shared proof points and the templates, and gives local teams the choice of formats, channels and timing, along with the adaptation of examples to their market. Specific approval then applies when an adaptation touches a promise, a quantified commitment or a public position. That split adjusts with the maturity of the local teams and the brand’s level of exposure.<\/p>\n

Internal approvals and team readiness belong in the schedule alongside production. When a launch assumes that sales can answer questions, the date of the briefing session governs the date of the announcement.<\/p>\n

An agency can contribute to the diagnostic work, to audience knowledge, to preparing trade-offs and to media or partner relations, well beyond production. The decisions and the commitments made in the organization’s name remain its own.<\/p>\n

The budget<\/h2>\n

A communication budget is hard to discuss while it stays a single figure. Two ways of breaking it down make the conversation possible, and they serve different purposes.<\/p>\n

The first says what the money pays for: planning, content production, distribution, coordination, evaluation. It exists to check that no function has been left out. Coordination and evaluation are the most exposed, since their contribution is less immediately visible than that of published content, which gets them treated as overhead in a quick trade-off.<\/p>\n

The second says what can still be changed during the year: committed spend, such as multi-year contracts or reserved placements; adjustable spend, where a trade-off is still possible without penalty; and resources not yet allocated, available for an experiment or an unplanned response. That last amount follows from the tests written into the plan and the risks identified, not from an agreed share of the envelope. This is the view a leadership team consults when a priority shifts in June.<\/p>\n

The two breakdowns describe the same resources from different angles and do not add up. A media buy reserved six months ahead counts as distribution in the first and as committed spend in the second, and it may also be external and shared with marketing.<\/p>\n

Internal time is planned first as capacity, in days assigned per project, which shows whether the plan is deliverable before the cost gets discussed. Nothing prevents assigning it a value afterwards, and doing so is necessary to compare in-house work with an external supplier or to establish the full cost of a project. The rule is to count it once: a written scope, the same conventions across the options being compared, and no repeat of the same time in two budget lines.<\/p>\n

Comparing budgets across teams or markets requires a written allocation rule for shared costs, an email platform shared with marketing for instance, and a consolidation that applies the same rule everywhere. Without that, each team reports the full amount and the group total is wrong.<\/p>\n

The line with service operations deserves the same care. In a mentoring programme, producing the testimonials and sending them to members is communications work, while matching mentors and mentees belongs to the programme. Blurring the two inflates the apparent cost of communications and hides what the programme actually needs.<\/p>\n

Producing new content or adapting what already exists comes up in nearly every plan. Adaptation saves resources when the information is still accurate, the usage rights cover the new market or the new format, and the format suits the audience. When one of those conditions fails, reworking can cost more than producing fresh material, between checks, rights renegotiations and edits. New production yields an asset reusable across markets and years, at the price of a longer lead time and a team tied up.<\/p>\n

An example: an offer launched in two markets<\/h2>\n

The example below is fictional and does not reproduce any Wink Strategies mandate.<\/p>\n

A B2B services company is launching an offer in Canada and France, with a revenue target set over twelve months. Communications has to make the offer clear to existing clients, equip the sales teams in both markets and secure coverage in the trade press. The project takes up only part of the plan: it shares the creative team with recurring work and other priorities, and its budget is discussed within that whole.<\/p>\n

Four constraints need to be told apart, and conflating them is the first source of error. The ability to deliver the service: since the offer was piloted in Canada, the Canadian teams are trained, while technical training for the French teams finishes at the end of the second quarter. Sales readiness: the French team is discovering the offer and needs materials and a briefing session. Proof: three Canadian clients have given written consent to be named, and no French reference exists since nothing has been sold there yet. The communication schedule: leadership wants a joint announcement.<\/p>\n

Two options hold up. Announce in both markets on the same date, stating the French opening date and identifying the Canadian origin of the proof points, with prospecting starting on a forthcoming offer. Or announce in Canada first and in France when the service opens: no ambiguity about availability, but two separate announcements and a stretch of time during which a French prospect can find the offer through the Canadian site or the trade press.<\/p>\n

The team chooses the first option, since the risk of uncontrolled discovery is real when the industry’s specialized media cross borders. The choice means keeping four moments apart, because the market reads them separately: the public announcement, the opening of prospecting, the first sales, and the actual availability of the service. An offer can be announced before it is deliverable, provided its opening date and its conditions are stated.<\/p>\n

<\/div>\n
\n\n\n\n\n\n\n\n\n\n\n
Decision<\/th>\nWhat was chosen<\/th>\nWhy<\/th>\nWho decides<\/th>\n<\/tr>\n<\/thead>\n
Announcement<\/td>\nJoint, French opening date stated<\/td>\nAvoid uncontrolled discovery<\/td>\nExecutive team<\/td>\n<\/tr>\n
French prospecting<\/td>\nOpen, at qualification stage<\/td>\nService not yet deliverable<\/td>\nSales leadership<\/td>\n<\/tr>\n
Proof<\/td>\nCanadian results, origin stated<\/td>\nNo French reference at this stage<\/td>\nCommunications<\/td>\n<\/tr>\n
Sales readiness<\/td>\nBriefing moved ahead of the announcement<\/td>\nAble to answer from day one<\/td>\nCommunications and sales<\/td>\n<\/tr>\n
Possible delay<\/td>\nClient notification and options approved in advance<\/td>\nAvoid improvised commitments<\/td>\nExecutive team and sales<\/td>\n<\/tr>\n
Content<\/td>\nAdaptation of Canadian materials<\/td>\nBudget shifted to French materials<\/td>\nCommunications<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n
<\/div>\n
<\/div>\n

The executive team makes the call because the choice affects the sales schedule, and the briefing session for the French sales team moves ahead of the announcement. The reallocated budget covers the presentation materials and those sessions; technical training for the delivery teams sits with operations, even though its date governs the announcement.<\/p>\n

The first question French buyers ask is about risk: what happens if the service does not open on the announced date? The documented record of the Canadian rollouts supports the credibility of the schedule while saying nothing about the consequences of a delay. Those call for an answer prepared in advance and approved internally before it is given to anyone: how the client is informed, within what timeframe, and what options are offered. Those conditions appear on the offer page and in the press release as much as in the document handed over in meetings, which the sales rep then adjusts to each client’s situation. What is worth watching is less how often the question comes up than what kind of question it is: information that could not be found, information that was misread, and a request for detail specific to one client call for different fixes.<\/p>\n

French references require separating three things: consent to name a client, the account that client agrees to give, and results that have been measured and can be published. Two long-standing clients might accept a pilot role, in exchange for close support from the Canadian team and a written agreement on what can be published and when. A pilot produces observations well before it produces results, as long as their status is stated, and Canadian results remain Canadian results even when used in France.<\/p>\n

Three revision conditions are written into the plan, each tied to the constraint it concerns. A delay in technical training means correcting the announced opening date publicly, informing clients in active discussions through the approved process, and holding prospecting at the qualification stage. A briefing session that cannot happen before the announcement pushes the announcement back. A pilot client provides a local illustration as soon as the rollout starts, with a publishable account coming later; the opening date itself depends on training and does not move.<\/p>\n

The written consent of the three Canadian clients and the training schedule are established facts in the scenario, the revenue target and the number of teams trained are objectives, and press interest and the transferability of Canadian results to French buyers are assumptions.<\/p>\n

<\/h2>\n

\"\"<\/p>\n

Measuring, interpreting, deciding<\/h2>\n

What was carried out, what audiences did with it, and what changed against the objectives are three distinct kinds of information, and the review is better for keeping them apart. Content produced, teams trained, coverage obtained: the first set tells you whether the plan was executed. Reach, open rates, attendance, the angle journalists took: the second tells you about distribution and reception, with known limits, since an impression is not a reading and a volume of interactions depends as much on format as on message. Whether existing clients understand the offer, or how many sales conversations started, belongs to the third.<\/p>\n

A well-executed campaign can miss its objective. Noticing that leads to finding where the expected contribution broke down. Was the message not received, not understood, understood without convincing, or convincing without an obstacle further down being cleared? Intermediate indicators help with that diagnosis without amounting to proof: a high open rate signals that something is happening at the front of the journey, without telling you what to attribute it to until it is read alongside other observations. Each answer calls for a different decision: revisit the wording, prepare the teams further, move a deadline, reallocate resources, or flag an obstacle that has nothing to do with communications, such as a delivery lead time or a pricing structure.<\/p>\n

Interpretation calls for caution about causes. Comparing with the previous year or asking clients what informed them helps build a reading, without establishing that an action produced an effect. A firmer conclusion requires comparison conditions set up in advance, a deliberate stagger between two comparable segments for instance.<\/p>\n

The review cadence is set at the same time as the plan. A quarterly session with the functions concerned, working from the authorization thresholds already agreed, allows adjustments without reopening the whole plan and keeps decisions from being made through scattered emails.<\/p>\n

What a written plan makes possible<\/h2>\n

A written plan lets you explain choices to the people who did not make them, coordinate teams working to different schedules, and report on what communications contributed to the organization’s objectives. That last use does not assume everything went as planned. A plan whose execution drifted can be evaluated perfectly well, provided the objectives were written down, the actions actually taken were recorded, and the gaps were documented as they occurred. That record is what makes it possible, at the end of the period, to tell what did not work from what was never done.<\/p>\n

If you are preparing a launch across several markets, revisiting an existing plan, or setting your priorities for the year ahead, let’s talk<\/a>.<\/p>\n","protected":false},"excerpt":{"rendered":"

When planning season starts, requests arrive from every direction and all of them are defensible. Sales wants support for a product launch, HR needs to fill hard-to-staff roles, the executive team wants the current transformation understood internally. A subsidiary is waiting for content adapted to its market, and a partner is proposing a joint announcement.<\/p>\n

The plan exists to settle those requests and to record the reasoning behind each call: what the organization is pursuing over the period, with what resources, who decides what, and under which conditions those decisions will be reopened. Without that record, the trade-offs still happen, one urgent request at a time, and the reasoning stays with whoever made the call.<\/p>\n

What the plan decides<\/h2>\n

The organization’s communication plan, a campaign plan and the editorial calendar answer different questions. The first sets the priorities for the period, how resources are allocated and how decisions get made. […]<\/p>\n","protected":false},"author":6,"featured_media":11694,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[154,147],"tags":[],"class_list":["post-11693","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategie","category-strategy"],"acf":[],"yoast_head":"\nCommunication Plan: How to Set Your Priorities, Your Budget and Your Actions Communication Plan: Priorities, Budget and Actions<\/title>\n<meta name=\"description\" content=\"Building a communication plan that holds up: choosing between competing objectives, allocating resources, naming who decides what, and measuring the real contribution.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/winkstrategies.com\/en\/communication-plan-priorities-budget-actions\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Communication Plan: How to Set Your Priorities, Your Budget and Your Actions\" \/>\n<meta property=\"og:description\" content=\"Wink Strat\u00e9gies : agence de communication cr\u00e9ative et strat\u00e9gique. Montr\u00e9al et Paris. Des id\u00e9es qui rassemblent, des actions qui comptent.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/winkstrategies.com\/en\/communication-plan-priorities-budget-actions\/\" \/>\n<meta property=\"og:site_name\" content=\"Wink Strategies\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/winkstrategies\/\" \/>\n<meta property=\"article:published_time\" content=\"2026-08-02T15:38:31+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2026-09-10T20:06:20+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/winkstrategies.com\/wp-content\/uploads\/2026\/09\/adobestock-309452365.jpeg\" \/>\n\t<meta property=\"og:image:width\" content=\"1688\" \/>\n\t<meta property=\"og:image:height\" content=\"1126\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"\u00c9quipe de r\u00e9daction\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@winkstrategies\" \/>\n<meta name=\"twitter:site\" content=\"@winkstrategies\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"\u00c9quipe de r\u00e9daction\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"18 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/winkstrategies.com\\\/en\\\/communication-plan-priorities-budget-actions\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/winkstrategies.com\\\/en\\\/communication-plan-priorities-budget-actions\\\/\"},\"author\":{\"name\":\"\u00c9quipe de r\u00e9daction\",\"@id\":\"https:\\\/\\\/winkstrategies.com\\\/#\\\/schema\\\/person\\\/42311eeb3877cc6177f1deba4430853a\"},\"headline\":\"Communication Plan: How to Set Your Priorities, Your Budget and Your Actions\",\"datePublished\":\"2026-08-02T15:38:31+00:00\",\"dateModified\":\"2026-09-10T20:06:20+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/winkstrategies.com\\\/en\\\/communication-plan-priorities-budget-actions\\\/\"},\"wordCount\":3246,\"publisher\":{\"@id\":\"https:\\\/\\\/winkstrategies.com\\\/#organization\"},\"image\":{\"@id\":\"https:\\\/\\\/winkstrategies.com\\\/en\\\/communication-plan-priorities-budget-actions\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/winkstrategies.com\\\/wp-content\\\/uploads\\\/2026\\\/09\\\/adobestock-309452365.jpeg\",\"articleSection\":[\"Strat\u00e9gie\",\"Strategy\"],\"inLanguage\":\"en-US\"},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/winkstrategies.com\\\/en\\\/communication-plan-priorities-budget-actions\\\/\",\"url\":\"https:\\\/\\\/winkstrategies.com\\\/en\\\/communication-plan-priorities-budget-actions\\\/\",\"name\":\"Communication Plan: How to Set Your Priorities, Your Budget and Your Actions Communication Plan: Priorities, Budget and Actions\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/winkstrategies.com\\\/#website\"},\"primaryImageOfPage\":{\"@id\":\"https:\\\/\\\/winkstrategies.com\\\/en\\\/communication-plan-priorities-budget-actions\\\/#primaryimage\"},\"image\":{\"@id\":\"https:\\\/\\\/winkstrategies.com\\\/en\\\/communication-plan-priorities-budget-actions\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/winkstrategies.com\\\/wp-content\\\/uploads\\\/2026\\\/09\\\/adobestock-309452365.jpeg\",\"datePublished\":\"2026-08-02T15:38:31+00:00\",\"dateModified\":\"2026-09-10T20:06:20+00:00\",\"description\":\"Building a communication plan that holds up: choosing between competing objectives, allocating resources, naming who decides what, and measuring the real contribution.\",\"breadcrumb\":{\"@id\":\"https:\\\/\\\/winkstrategies.com\\\/en\\\/communication-plan-priorities-budget-actions\\\/#breadcrumb\"},\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\\\/\\\/winkstrategies.com\\\/en\\\/communication-plan-priorities-budget-actions\\\/\"]}]},{\"@type\":\"ImageObject\",\"inLanguage\":\"en-US\",\"@id\":\"https:\\\/\\\/winkstrategies.com\\\/en\\\/communication-plan-priorities-budget-actions\\\/#primaryimage\",\"url\":\"https:\\\/\\\/winkstrategies.com\\\/wp-content\\\/uploads\\\/2026\\\/09\\\/adobestock-309452365.jpeg\",\"contentUrl\":\"https:\\\/\\\/winkstrategies.com\\\/wp-content\\\/uploads\\\/2026\\\/09\\\/adobestock-309452365.jpeg\",\"width\":1688,\"height\":1126,\"caption\":\"Successful team at work. Group of business people working and communicating together in creative office.\"},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\\\/\\\/winkstrategies.com\\\/en\\\/communication-plan-priorities-budget-actions\\\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Accueil\",\"item\":\"https:\\\/\\\/winkstrategies.com\\\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"Communication Plan: How to Set Your Priorities, Your Budget and Your Actions\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\\\/\\\/winkstrategies.com\\\/#website\",\"url\":\"https:\\\/\\\/winkstrategies.com\\\/\",\"name\":\"Wink Strategies\",\"description\":\"Ideas That Bring People Together. Actions That Make a Difference.\",\"publisher\":{\"@id\":\"https:\\\/\\\/winkstrategies.com\\\/#organization\"},\"alternateName\":\"Wink\",\"potentialAction\":[{\"@type\":\"SearchAction\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\\\/\\\/winkstrategies.com\\\/?s={search_term_string}\"},\"query-input\":{\"@type\":\"PropertyValueSpecification\",\"valueRequired\":true,\"valueName\":\"search_term_string\"}}],\"inLanguage\":\"en-US\"},{\"@type\":\"Organization\",\"@id\":\"https:\\\/\\\/winkstrategies.com\\\/#organization\",\"name\":\"Wink Strat\u00e9gies\",\"alternateName\":\"Wink\",\"url\":\"https:\\\/\\\/winkstrategies.com\\\/\",\"logo\":{\"@type\":\"ImageObject\",\"inLanguage\":\"en-US\",\"@id\":\"https:\\\/\\\/winkstrategies.com\\\/#\\\/schema\\\/logo\\\/image\\\/\",\"url\":\"https:\\\/\\\/winkstrategies.com\\\/wp-content\\\/uploads\\\/2019\\\/01\\\/wink_logo.jpg\",\"contentUrl\":\"https:\\\/\\\/winkstrategies.com\\\/wp-content\\\/uploads\\\/2019\\\/01\\\/wink_logo.jpg\",\"width\":1920,\"height\":1080,\"caption\":\"Wink Strat\u00e9gies\"},\"image\":{\"@id\":\"https:\\\/\\\/winkstrategies.com\\\/#\\\/schema\\\/logo\\\/image\\\/\"},\"sameAs\":[\"https:\\\/\\\/www.facebook.com\\\/winkstrategies\\\/\",\"https:\\\/\\\/x.com\\\/winkstrategies\",\"https:\\\/\\\/www.instagram.com\\\/wink.strategies\\\/\",\"https:\\\/\\\/www.linkedin.com\\\/company\\\/wink-strategies\"],\"description\":\"Wink Strat\u00e9gies est une agence de communication cr\u00e9ative, strat\u00e9gique et socialement engag\u00e9e. Nous aidons les organisations \u00e0 cr\u00e9er de l'impact dans leur communaut\u00e9, leur secteur et dans la soci\u00e9t\u00e9. Avec des bureaux au Canada et en France, l\u2019agence dessert une client\u00e8le aussi bien locale qu\u2019internationale, vari\u00e9e en taille et endomaine d\u2019expertise.\",\"email\":\"info@winkstrategies.com\",\"legalName\":\"Wink Strategies\"},{\"@type\":\"Person\",\"@id\":\"https:\\\/\\\/winkstrategies.com\\\/#\\\/schema\\\/person\\\/42311eeb3877cc6177f1deba4430853a\",\"name\":\"\u00c9quipe de r\u00e9daction\",\"image\":{\"@type\":\"ImageObject\",\"inLanguage\":\"en-US\",\"@id\":\"https:\\\/\\\/secure.gravatar.com\\\/avatar\\\/147e45d62ac3053c2e7c6e9789c02b53b96503026067421a14dc69593f1fba8e?s=96&d=mm&r=g\",\"url\":\"https:\\\/\\\/secure.gravatar.com\\\/avatar\\\/147e45d62ac3053c2e7c6e9789c02b53b96503026067421a14dc69593f1fba8e?s=96&d=mm&r=g\",\"contentUrl\":\"https:\\\/\\\/secure.gravatar.com\\\/avatar\\\/147e45d62ac3053c2e7c6e9789c02b53b96503026067421a14dc69593f1fba8e?s=96&d=mm&r=g\",\"caption\":\"\u00c9quipe de r\u00e9daction\"}}]}<\/script>\n<!-- \/ Yoast SEO Premium plugin. -->","yoast_head_json":{"title":"Communication Plan: How to Set Your Priorities, Your Budget and Your Actions Communication Plan: Priorities, Budget and Actions","description":"Building a communication plan that holds up: choosing between competing objectives, allocating resources, naming who decides what, and measuring the real contribution.","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/winkstrategies.com\/en\/communication-plan-priorities-budget-actions\/","og_locale":"en_US","og_type":"article","og_title":"Communication Plan: How to Set Your Priorities, Your Budget and Your Actions","og_description":"Wink Strat\u00e9gies : agence de communication cr\u00e9ative et strat\u00e9gique. Montr\u00e9al et Paris. Des id\u00e9es qui rassemblent, des actions qui comptent.","og_url":"https:\/\/winkstrategies.com\/en\/communication-plan-priorities-budget-actions\/","og_site_name":"Wink Strategies","article_publisher":"https:\/\/www.facebook.com\/winkstrategies\/","article_published_time":"2026-08-02T15:38:31+00:00","article_modified_time":"2026-09-10T20:06:20+00:00","og_image":[{"width":1688,"height":1126,"url":"https:\/\/winkstrategies.com\/wp-content\/uploads\/2026\/09\/adobestock-309452365.jpeg","type":"image\/jpeg"}],"author":"\u00c9quipe de r\u00e9daction","twitter_card":"summary_large_image","twitter_creator":"@winkstrategies","twitter_site":"@winkstrategies","twitter_misc":{"Written by":"\u00c9quipe de r\u00e9daction","Est. reading time":"18 minutes"},"schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":"Article","@id":"https:\/\/winkstrategies.com\/en\/communication-plan-priorities-budget-actions\/#article","isPartOf":{"@id":"https:\/\/winkstrategies.com\/en\/communication-plan-priorities-budget-actions\/"},"author":{"name":"\u00c9quipe de r\u00e9daction","@id":"https:\/\/winkstrategies.com\/#\/schema\/person\/42311eeb3877cc6177f1deba4430853a"},"headline":"Communication Plan: How to Set Your Priorities, Your Budget and Your Actions","datePublished":"2026-08-02T15:38:31+00:00","dateModified":"2026-09-10T20:06:20+00:00","mainEntityOfPage":{"@id":"https:\/\/winkstrategies.com\/en\/communication-plan-priorities-budget-actions\/"},"wordCount":3246,"publisher":{"@id":"https:\/\/winkstrategies.com\/#organization"},"image":{"@id":"https:\/\/winkstrategies.com\/en\/communication-plan-priorities-budget-actions\/#primaryimage"},"thumbnailUrl":"https:\/\/winkstrategies.com\/wp-content\/uploads\/2026\/09\/adobestock-309452365.jpeg","articleSection":["Strat\u00e9gie","Strategy"],"inLanguage":"en-US"},{"@type":"WebPage","@id":"https:\/\/winkstrategies.com\/en\/communication-plan-priorities-budget-actions\/","url":"https:\/\/winkstrategies.com\/en\/communication-plan-priorities-budget-actions\/","name":"Communication Plan: How to Set Your Priorities, Your Budget and Your Actions Communication Plan: Priorities, Budget and Actions","isPartOf":{"@id":"https:\/\/winkstrategies.com\/#website"},"primaryImageOfPage":{"@id":"https:\/\/winkstrategies.com\/en\/communication-plan-priorities-budget-actions\/#primaryimage"},"image":{"@id":"https:\/\/winkstrategies.com\/en\/communication-plan-priorities-budget-actions\/#primaryimage"},"thumbnailUrl":"https:\/\/winkstrategies.com\/wp-content\/uploads\/2026\/09\/adobestock-309452365.jpeg","datePublished":"2026-08-02T15:38:31+00:00","dateModified":"2026-09-10T20:06:20+00:00","description":"Building a communication plan that holds up: choosing between competing objectives, allocating resources, naming who decides what, and measuring the real contribution.","breadcrumb":{"@id":"https:\/\/winkstrategies.com\/en\/communication-plan-priorities-budget-actions\/#breadcrumb"},"inLanguage":"en-US","potentialAction":[{"@type":"ReadAction","target":["https:\/\/winkstrategies.com\/en\/communication-plan-priorities-budget-actions\/"]}]},{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/winkstrategies.com\/en\/communication-plan-priorities-budget-actions\/#primaryimage","url":"https:\/\/winkstrategies.com\/wp-content\/uploads\/2026\/09\/adobestock-309452365.jpeg","contentUrl":"https:\/\/winkstrategies.com\/wp-content\/uploads\/2026\/09\/adobestock-309452365.jpeg","width":1688,"height":1126,"caption":"Successful team at work. Group of business people working and communicating together in creative office."},{"@type":"BreadcrumbList","@id":"https:\/\/winkstrategies.com\/en\/communication-plan-priorities-budget-actions\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Accueil","item":"https:\/\/winkstrategies.com\/"},{"@type":"ListItem","position":2,"name":"Communication Plan: How to Set Your Priorities, Your Budget and Your Actions"}]},{"@type":"WebSite","@id":"https:\/\/winkstrategies.com\/#website","url":"https:\/\/winkstrategies.com\/","name":"Wink Strategies","description":"Ideas That Bring People Together. Actions That Make a Difference.","publisher":{"@id":"https:\/\/winkstrategies.com\/#organization"},"alternateName":"Wink","potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/winkstrategies.com\/?s={search_term_string}"},"query-input":{"@type":"PropertyValueSpecification","valueRequired":true,"valueName":"search_term_string"}}],"inLanguage":"en-US"},{"@type":"Organization","@id":"https:\/\/winkstrategies.com\/#organization","name":"Wink Strat\u00e9gies","alternateName":"Wink","url":"https:\/\/winkstrategies.com\/","logo":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/winkstrategies.com\/#\/schema\/logo\/image\/","url":"https:\/\/winkstrategies.com\/wp-content\/uploads\/2019\/01\/wink_logo.jpg","contentUrl":"https:\/\/winkstrategies.com\/wp-content\/uploads\/2019\/01\/wink_logo.jpg","width":1920,"height":1080,"caption":"Wink Strat\u00e9gies"},"image":{"@id":"https:\/\/winkstrategies.com\/#\/schema\/logo\/image\/"},"sameAs":["https:\/\/www.facebook.com\/winkstrategies\/","https:\/\/x.com\/winkstrategies","https:\/\/www.instagram.com\/wink.strategies\/","https:\/\/www.linkedin.com\/company\/wink-strategies"],"description":"Wink Strat\u00e9gies est une agence de communication cr\u00e9ative, strat\u00e9gique et socialement engag\u00e9e. Nous aidons les organisations \u00e0 cr\u00e9er de l'impact dans leur communaut\u00e9, leur secteur et dans la soci\u00e9t\u00e9. Avec des bureaux au Canada et en France, l\u2019agence dessert une client\u00e8le aussi bien locale qu\u2019internationale, vari\u00e9e en taille et endomaine d\u2019expertise.","email":"info@winkstrategies.com","legalName":"Wink Strategies"},{"@type":"Person","@id":"https:\/\/winkstrategies.com\/#\/schema\/person\/42311eeb3877cc6177f1deba4430853a","name":"\u00c9quipe de r\u00e9daction","image":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/secure.gravatar.com\/avatar\/147e45d62ac3053c2e7c6e9789c02b53b96503026067421a14dc69593f1fba8e?s=96&d=mm&r=g","url":"https:\/\/secure.gravatar.com\/avatar\/147e45d62ac3053c2e7c6e9789c02b53b96503026067421a14dc69593f1fba8e?s=96&d=mm&r=g","contentUrl":"https:\/\/secure.gravatar.com\/avatar\/147e45d62ac3053c2e7c6e9789c02b53b96503026067421a14dc69593f1fba8e?s=96&d=mm&r=g","caption":"\u00c9quipe de r\u00e9daction"}}]}},"_links":{"self":[{"href":"https:\/\/winkstrategies.com\/en\/wp-json\/wp\/v2\/posts\/11693","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/winkstrategies.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/winkstrategies.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/winkstrategies.com\/en\/wp-json\/wp\/v2\/users\/6"}],"replies":[{"embeddable":true,"href":"https:\/\/winkstrategies.com\/en\/wp-json\/wp\/v2\/comments?post=11693"}],"version-history":[{"count":5,"href":"https:\/\/winkstrategies.com\/en\/wp-json\/wp\/v2\/posts\/11693\/revisions"}],"predecessor-version":[{"id":11704,"href":"https:\/\/winkstrategies.com\/en\/wp-json\/wp\/v2\/posts\/11693\/revisions\/11704"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/winkstrategies.com\/en\/wp-json\/wp\/v2\/media\/11694"}],"wp:attachment":[{"href":"https:\/\/winkstrategies.com\/en\/wp-json\/wp\/v2\/media?parent=11693"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/winkstrategies.com\/en\/wp-json\/wp\/v2\/categories?post=11693"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/winkstrategies.com\/en\/wp-json\/wp\/v2\/tags?post=11693"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}