Strategic Brand Positioning For True Health Talks Cic Assignment

 

1. Introduction to the Company and Project

Company Background

Charlotte Palmer is a qualified food specialist, public speaker and health educator, and founded True Health Talks CIC, a UK-based community interest company (Jackson, 2023). It is a not-for-profit organisation that works as an initiative to empower communities through evidence-based nutritional education. Based in the natural health sector for over 20 years and with generous public engagement, True Health Talks CIC seeks to help close the gap between what we know about public health and what we apply to our personal lifestyle decisions. The organisation's primary goal is to provide transformative health education talks by being delivered to these local communities, support groups, schools and national events. As you will notice, these talks are not only challenging the current mainstream dietary narrative, developed by the processed food industry, but they also hinge on informing the listener on making an informed choice, having nutritional literacy, and personal responsibility for their health (Kruk et al., 2018).

Sitting in a world of rising chronic diseases, such as diabetes, metabolic syndromes and Parkinsonism, True Health Talks CIC is a voice in the community advocating for preventive and dietary interventions (Kruk et al., 2018). The research sends a message that its mission draws from, and it uses extensive research on the relationship between diet, gut health and disease mitigation, employing early intervention with viable public education.

Context and Rationale

True Health Talks CIC has built a compelling vision and a strong community value proposition. Yet, its growth trajectory has a genuine hurdle around awareness of the organisation and traction in acquiring customers (Carmen et al., 2022). Small CICs compete in a saturated market, providing health education mainly driven by government bodies, large NGOs and commercial wellness influencers. Therefore, it is difficult for them to establish a clear identity and have the right reach. This consultancy project is based on addressing this visibility challenge and strategically placing the organisation for better reach, more funding and more community engagement (CCC, 2025). Without awareness of a brand, your organisation will be locked out of potential partnerships and sponsorships, whilst also missing the core mission of removing health information from those who need it most.

For this consultancy project, three key sub-issues covered by the umbrella of brand awareness have been identified.

Limited Digital Presence and Engagement

The organisation has a website and some online content, but its digital footprint is too limited for the new age of health communications. A provider's visibility on social media, search engines, and digital health forums is highly fragmented and inconsistent (Chen and Wang, 2021). This prevents efforts to tap younger and tech-savvy demographics that tend to go online for advice on health matters.

Unclear Brand Messaging and Visual Identity

The mission is strong, and the branding of True Health Talks CIC is neither coherent, cohesive or recognisable. The messages are communicated through various platforms, presentations, and marketing material If the Organisation’s unique community-based approach and evidence-led health advocacy aren’t backed up with a stronger, more distinct brand identity, the organisation’s risk of being diluted (Ong and Toh, 2023).

Insufficient Strategic Partnerships and Public Relations

Health influencers, grassroots organisations, and local government bodies have, however, benefited from sporadic collaboration with the government. To scale effectively and gain traction in the media ecosystem and healthcare system, the organisation has to cocoon its brand story and media outreach strategy with an organised stakeholder engagement plan (Hong et al., 2018).

Problem Definition

As an organisation with a socially valuable mission, True Health Talks CIC is dedicated to educating and empowering individuals and community groups with evidence-based nutrition and lifestyle practices to improve public health outcomes. However, in this case, its work's relevance and need is high and urgent, creating a significant barrier for scaling and a lack of brand awareness (Rojas-Lamorena, Del Barrio-García and Alcántara-Pilar, 2022).

The imminent brand awareness challenge facing True Health Talks CIC stifles its ability to impact community health behaviour. With some evidence-based workshops on preventions of chronic diseases, its visibility is very weak. According to the Google search data, the organisation does not figure in the top three results (Google Search, 2024), indicating poor digital discoverability.

This problem is aggravated by economic and health inequality. Healthy foods in the UK are twice as costly as unhealthy ones (BBC, 2025), yawning the gap for low-income consumers. Also, more than 5 million people in the UK are now suffering from diabetes (the highest ever) (Diabetes UK, 2024). With the boom of lifestyle-related illnesses, making nutrition education with easy access and credibility is becoming ever more important but such organisations as True Health Talks CIC are fighting a battle to break through digitally.

True Health Talks CIC will not have a complete digital strategy to boost its online visibility. It has little to no presence on social media, poor SEO, low content marketing efforts via blogs, videos, podcasts, etc (Ročkutė et al., 2018). In the age of digital platforms controlling the dissemination of information, especially in health education, such underexposure leads to missing opportunities in terms of audience reach and influence.

Core values and mission are not reflected in the organisation’s visual identity, tone of voice, and channel messaging (Gupta et al., 2023). Since competing brands are likely to be used and sold in large quantities, choosing a name that is inconsistent with the sound of the business’s name is confusing to potential stakeholders and limits the brand’s memorability (Mandarić, Hunjet and Vuković, 2022). The organisation is wanting in a clear and compelling story that allows it to differentiate itself from other health advocacy groups and wellness initiatives, which tend to be commercial or devoid of evidence.

Currently, the organisation does not have a network of influential partners, sponsors nor contacts among the media who could help amplify its mission. When trust and reach are so often passed along in an ecosystem of association, the CIC’s lack of the collaboration with iconic public figures, organisations, and journalists is not insignificant regarding exposure and credibility (Zhang, 2020).

Figure 1: Mind map

Macro Environment Analysis PESTEL

Factor	Key Insights	Implications for True Health Talks CIC
Political	- The government focus on obesity prevention through education programs (Yuksel et al., 2020). - Delay in complete junk food advertising bans - Post-Brexit nutrition policy divergence	- Align messaging with NHS and public health campaigns - Advocate for better food policy - Monitor UK-specific policy shifts
Economic	- Rising cost of living reduces healthy food access (The Food Foundation, 2025) - High NHS costs related to preventable diseases - Limited household budgets for private health services (BBC, 2025)	- Offer affordable/free education - Position as preventative health partner - Collaborate with local authorities or charities
Social	- Growing public interest in food and health - Cultural habits favouring fast food convenience (Parvin et al., 2023) - Inequality in nutritional literacy	- Tailor content to various communities - Use relatable, inclusive messaging - Target outreach to underserved groups
Technological	- Increased use of mobile health (mHealth) platforms - Rising popularity of webinars and online events - Social media as a key health information source (Frey et al., 2021)	- Launch webinars and e-learning sessions - Improve SEO and social media engagement - Explore app-based outreach tools
Environmental	- Shift toward plant-based and sustainable diets (Wickramasinghe et al., 2021) - Awareness of food systems’ environmental impact - Support for organic/local food initiatives	- Integrate sustainability into messaging - Partner with eco-health advocates - Promote low-impact dietary options
Legal	- Stricter rules on health and nutrition claims - Data privacy regulations (e.g., GDPR) (Wolford, 2025) - Requirements for accredited education providers	- Ensure all content is evidence-based - Follow GDPR in user engagement - Seek recognition/accreditation if needed

True Health Talks CIC located in the UK faces both opportunities and constraints in health education due to the UK’s macro environment. Politically, the government, unwilling to speed up on its regulatory action on processed food marketing, especially advertising, which continues unchecked, has left a vacuum that grassroots organisations, including True Health Talks, can fill (Wickramasinghe et al., 2021). The cost of living crisis has increased economically the demand for, and need for, free, reliable, community led health info, to underserved communities.

Despite rising health consciousness among the social trend, cultural inertia around convenience food is holding firm. Culturally relevant and accessible educational formats are needed for such. Avenues of outreach through webinars and mobile health tools are low cost, scalable technologically (Biesma and Hanson, 2023). However, this also demands digital skills, consistent content generation, and investment in online infrastructure. Strategically, the environmental and sustainability themes offer a useful hook for both plant-based and climate friendly diets that are becoming increasingly popular. True Health Talks can find a way to piggyback on broader social movements by aligning messaging with the environmental responsibility (Oudat, Messiah and Ghoneum, 2025). Compliance with GDPR and health communication standards are both legally mandatories in order to preserve credibility and avoid reputational risk.

Microenvironmental Analysis

Industry Overview

By describing the operational environment facing the UK’s health and nutrition education sector, the research indicates that it is complicated and changing, driven by public health priorities, digital innovation, and increased lifestyle-related illnesses. The urgent need for public engagement in health education has arisen within the prevalence of obesity and chronic diseases. It is estimated that nearly 63 percent of adults in the UK are either overweight, obese or suffering from diet related conditions, and this is placing a massive burden on the UK’s healthcare system, according to NHS Digital (2023) (Deal et al., 2020). This has resulted in a strong need for community-focused, accessible health education to promote preventive health measures.

At the same time, Community Interest Companies (CICs) that operate in the health and wellbeing space have grown at an impressive rate – a result of the growing interest in grassroots solutions – nationally. A 12 per cent increase in CIC registrations in the UK between 2021 and 2023 resulted in the same organisations focusing on public health education, social nutrition, and health in equity (Danielli et al., 2021). True Health Talks CIC sits within this growing ecosystem through its evidence-based talks and workshops, offering to broaden nutrition awareness and lifestyle intervention.

Competitor Analysis

Within this environment, True Health Talks CIC competes with types of organisations, including public health bodies, registered charities, other CICs, and social media influencers as providers of community-based health programs (Hodgkinson et al., 2019). The Office for Health Improvement and Disparities (OHID), previously Public Health England, is one of the most critical institutional competitors. As a government-backed organisation, OHID benefits from stable funding, institutional credibility, and widespread access to NHS communication platforms (Esdaile et al., 2022). Nevertheless, it often lacks the flexibility and speed needed to interact with the hyperlocal community, opening an opportunity for more agile company like True Health Talks.

That includes the Food Foundation, a major player who is both high-profile and a charity engaged with food systems reform and reducing diet-related health inequalities, to name a few. In fact, the foundation's Social Media Campaigns usually get a lot of national media attention, backed by huge, well-funded Social Media strategies and Partnerships with influencers and Politicians (Esdaile et al., 2022).

Customer analysis

 

Customer Segment	Key Characteristics	Needs and Pain Points	Implications for True Health Talks CIC
Community Groups & Charities	Local organisations, often non-profits, supporting marginalised or underserved populations.	Require free or low-cost, credible health education; limited resources for external training.	Partner as a trusted provider for health talks; offer tailored, grant-supported programs.
Parents and Families	Health-conscious or concerned about children's nutrition and lifestyle habits.	Need clear, practical guidance on healthy eating at home; often influenced by misinformation or cultural norms.	Design family-friendly workshops and school-based content; address myths and promote evidence-based tips.
Ethnic Minority Communities	Culturally diverse, sometimes with language barriers or limited access to mainstream health services.	Require culturally relevant education; face dietary misconceptions and healthcare disparities.	Deliver inclusive, community-specific sessions; recruit diverse speakers or ambassadors.
Young Adults (18–30)	Social media users, health-curious, influenced by trends and digital content.	Seek relatable, engaging, online health advice; prone to following non-expert influencers.	Produce digestible digital content; use storytelling and real-life case studies; leverage social platforms.
Schools and Youth Services	Educational institutions responsible for student wellbeing.	Need curriculum-aligned health content; lack time and specialist knowledge to teach nutrition effectively.	Offer ready-made workshops and downloadable teaching materials; align with national curriculum standards.
Local Councils & Public Sector	Responsible for community health improvement and public outreach.	Need partners for community engagement; face pressure to deliver health outcomes with limited budgets.	Provide measurable impact reports; co-design projects aligned with council health strategies.

Google search

Figure 2: Google search

(Source: Google Search, 2024)

They are available on Google search.

2. Project Analysis and Findings

SWOT

Strengths	Weaknesses
Strong founder credibility with 20+ years in the health and nutrition sector	Limited social media presence and online visibility
Evidence-based, community-centred educational model	Inconsistent branding across digital and print channels
Deep community engagement and grassroots relevance	Lack of digital marketing expertise or a clear content strategy

 

Opportunities	Threats
Growing public interest in preventive health and nutrition education	Intense competition from influencers, NGOs, and government-funded initiatives
Rising demand for culturally inclusive and localised health education	Misinformation online affecting audience trust and message clarity
Availability of digital tools and grant funding to scale community outreach	Funding scarcity and reliance on short-term sponsorships or local contracts

Strengths include the founder’s image that is credible in terms of professionalism, and a non-commercial vocation that speaks to communities skeptical of making a profit by offering wellness advice. Weaknesses include poor digital marketing systems. Website metrics and metrics of social media indicate a very low activity and no paid promotion.

Sector trends support opportunities. Based on Chen and Wang (2021), 77 % of adults go online to obtain health, but very few interact with community-based and evidence-based platforms. Influencers dominate the space; Boerman et al. (2021) observed that the superficial profiling of advertising makes the public lose the necessary trust, especially in health sectors.

Things people are frightened about are the cost-of-living crisis and growing inequalities in the health sector. The Food Foundation (2025) reports a more than 20 % increase in the prices of healthy staples across the last two years, and evidence-based dietary advice is reached by mainly the rich groups. Unless such organisations, like True Health Talks CIC improve visibility and engagement, their operations will be missed by those that require them the most.

McKinsey 7S

 

Element	Current Situation	Recommendations for Brand Awareness
Strategy	Focused on community outreach and health education through talks and workshops	Develop a digital engagement strategy with clear brand goals, KPIs, and segmentation plans
Structure	Small CIC with a flat structure; roles are often overlapping	Assign clear marketing/digital roles or outsource to a digital marketing specialist
Systems	Manual outreach, ad hoc event planning, minimal CRM or digital tracking	Implement CRM tools, email marketing systems, and feedback loops for brand performance evaluation
Shared Values	Mission-driven, health equality and education-focused	Embed branding as a reflection of values; communicate mission consistently across all channels
Style	Founder-led, informal leadership, high passion and flexibility	Develop a brand style guide and align all communications to a consistent voice and tone
Staff	Small team with limited digital skills	Upskill staff in digital literacy and content creation or collaborate with marketing volunteers
Skills	Expertise in public speaking and nutrition education	Build internal capacity for branding, storytelling, and online community building

An internal audit finds that although the organisation has “Shared Values” of empowerment and informed choice which are clear, the “Skills” is lacking in depth in digital outreach. The rate of social media engagement (below 100 likes or comments/month) is significantly skewed in comparison to other CICs with audiences over 10, 000+-follower accounts and are actively posting weekly content (Google Search, 2024).

Moreover, there is no analytical system to track traffic sources and divide audience response. Hughes et al. (2021) stress that in order for scalable digital health models to be established, there needs to be the minimum “Service Readiness Level” in terms of a content infrastructure, campaign tracking, and stakeholder segmentation none of which are currently in place in True Health Talks CIC. This disalignment in Strategy, Systems, and Skills prevents the actualisation of digital transformation objectives.

Customer Journey Mapping

Figure 3: Customer journey mapping

(Source: Self-developed)

During the information phase, IG and blog posts about health topics help to cultivate their curiosity. This is the stage in which brand familiarity is achieved and trust is built, mainly when audiences want evidence-based information to challenge the prevailing health narratives (Baker et al., 2021). Taking advantage of the availability of free and accessible knowledge makes the brand receive more audience interest and distinguish itself from mainstream sources.

Prospective customers will evaluate value and authenticity of True Health Talks CIC in the Consideration phase (Barnhart, 2020). You also get opportunities to trial the service through opportunities to register to a webinar or view past events on YouTube or Facebook. Partneringwith  clear communication of mission and impact with this phase is critical for converting passive followers into engaged participants. Entering the Action phase means individuals actively attend workshops or subscribe to services. It’s the commitment point which is made frictionless through a frictionless onboarding process and offering that’s relevant to the community (Korczynska, 2023). This quality of experience will decide whether or not they continue with the brand.

In the Retention phase, ongoing touchpoints, namely newsletters, exclusive content, and community rewards, will keep you going. Personalisation and consistent follow-up are important here so the users feel valued and keep seeing relevance in their interactions with the CIC (Boerman, Kruikemeier and Bol, 2021). In the Advocacy stage, the content created satisfies the participants and turns them into brand champions.

Porter’s Five Forces

Force	Analysis
1. Competitive Rivalry	Moderate. The sector includes various wellness influencers, charities, public health programs, and private consultants. However, few competitors provide grassroots, evidence-based talks specifically targeting underserved communities. True Health Talks CIC’s niche positioning and focus on empowerment through informed choice gives it a unique edge.
2. Threat of New Entrants	Moderate to High. Entry barriers are relatively low due to minimal initial investment and digital outreach. However, credibility and trust take time to build, especially in health education. The company’s long-standing network and reputation mitigate this risk.
3. Bargaining Power of Suppliers	Low. True Health Talks CIC is not heavily reliant on physical suppliers. Its key resources are expert knowledge, community networks, and volunteer speakers. These are more relationship-based than transactional, reducing supplier leverage.
4. Bargaining Power of Buyers	Moderate. Since many educational events are free or low-cost, individual consumers hold limited monetary leverage. However, if perceived value is not consistently delivered, they may disengage. Maintaining relevance and clarity of messaging is crucial to sustain audience loyalty.
5. Threat of Substitutes	High. Audiences can easily access alternative health information via podcasts, YouTube, public health campaigns, or social media influencers. The differentiator lies in True Health Talks CIC’s live, interactive, and localised approach grounded in community education rather than mass messaging.

The sector in which True Health Talks CIC operates is moderately competitive and can be easily disrupted. One key advantage of this is its alignment of mission and trust through personalised grassroots education (Boerman, Kruikemeier and Bol, 2021). To stay competitive and maintain its unique community-based identity, it must keep innovating content delivery and forging strategic partnerships.

STP

Segmentation

The STP model (segmentation, targeting, and positioning) used in the true Health Talks CIC is used to strategically frame who the audience and market in which they operate represent. In terms of how the organisation segments the audience, the organisation is working on dividing the audience based on demographic, psychological, and behavioural segments (Ricci, 2021). The main targeted segment – adult population 40–65 yr, with lifestyle associated conditions – is extremely relevant. This is an additional 850,000 people in the UK that are undiagnosed, which represents a massive latent audience for outreach by Diabetes UK (2024). Other segments like community educators may doubly be multipliers.

The social behaviour data confirms this approach: Frey et al. (2021) discovered that 62% of parents use social media as their primary source of getting health information before seeking advice from professionals. However, the problem is that only 28% of users verify the sources (Boerman et al., 2021). Therefore, brand credibility needs to be backed up by search engine optimization; expert-backed content, and user testimonial.

Targeting

Target Group	Key Characteristics	Strategic Benefit
Primary: Adults 40–65 with/at risk of chronic illness	Health-conscious, seeking credible support, underserved by mainstream services	High motivation for change, strong need for reliable education
Secondary: Community educators, health volunteers	Trusted local figures, able to expand outreach, require training resources	Scalable delivery through networks, enhances community credibility

True Health Talks CIC centres its targeting on a specific disruptive high-impact segment: people in their 40s and 50s who are either living with or at high risk of conditions like diabetes, obesity or neurodegenerative disease such as Parkinson’s. Diabetes UK (2024) says there are more than five million of us living with diabetes in the UK today, and so Parkinson’s UK shares that nearly 900,000 people in the UK have Parkinson’s disease (Diabetes UK, 2024). Thus, this target segment is huge and desperate, urgent in need.

Positioning

Figure 4: Perceptual map

(Source: Self-developed)

Regarding positioning, True Health Talks CIC emerges as a credible, accessible, grassroots-based community-anchored organisation providing evidence-based education (Diabetes UK, 2024). This positioning statement is: Through its work, True Health Talks CIC helps people and communities support autonomous lifestyle decisions based on science by challenging unhealthy health myths and misinformation.

3. Plan Analysis and Work

S – Situation Analysis

To reach underserved populations with evidence-based nutritional education through live workshops and talks, True Health talks CIC is a community interest company. In terms of scientific knowledge and public speaking expertise, the organisation is in a solid place to do this (Naccache et al., 2021). However, it has no digital presence, its branding is inconsistent across its digital media, and it usually lacks media exposure.

The strengths as per internal analysis (SWOT and McKinsey 7s) include credibility, trust and grassroots relationships. Lack of regular formal marketing processes; lack of digital strategy; lack of exploitation of underutilised social media platforms and weaknesses in social media accounts and platforms (Naccache et al., 2021). The macro and microenvironment provide an increase in demand for health education, especially in communities afflicted with chronic illness and misinformation.

O – Objectives

Thus, the main goal is to increase the awareness of brand among the target audience (40-65 years old adults and community leaders in health education). They have specific SMART objectives over the 12-month period such as:

●     From Instagram and Facebook, increase Social media engagement by 150% with an active posting and campaign.

●     Build a lead magnet (e.g., free health guide) and grow email newsletter subscriptions from 0 to 500 (Bartolomé et al., 2017).

●     Have at least five partnership engagements with local councils or other health organisations for co branded events.

●     Create and roll out (a content calendar) with one post a month on the blog, biweekly videos and quarterly webinars.

●     A logo, visual identity and tone of voice guide should be standardised to apply across all communications.

S – Strategy

As part of the brand awareness strategy, we’ll seek to build digital targeting awareness, local partnerships and local credibility. The strategy will be concentrated targeting in older adults with chronic conditions, or secondarily, the community ambassadors who would facilitate outreach scalability (Harkness et al., 2022). In essence, the digital communication strategy will be based on a content-first approach, in which value-led, science-based messages are provided in accessible formats (Wolfenden et al., 2022). They will include bite-sized videos, infographics, testimonials and myth-busting content for social sharing. Nurturing relationships and promoting events will be handled via email marketing.

T – Tactics

Below are the tactical elements that True Health Talks CIC will use to implement the strategy.

Content Channels:

Educational videos, live Q&As, and community stories can be posted on Instagram, Facebook, and YouTube (Wolfenden et al., 2022). In-depth articles and SEO content can be used with the website and blog. Email newsletters will be a way to continue to deliver value and boost brand authority.

Lead Generation:

Try launching a free downloadable resource ("5 Truths About Food and Chronic Illness") to entice email signups and begin building a subscriber list.

Events:

Conduct monthly virtual events and quarterly community talks co-branded with local health or council partner. They must be used to promote the brand and to gather feedback (Goethals et al., 2020).

Brand Collateral:

However, it’s time to design a visual style guide with a logo, font, colour palette and social media templates for visual consistency.

Training and Upskilling:

If need be, train one or more internal staff members or volunteers on digital marketing or outsource content scheduling and analytics to a freelance consultant.

A – Action

The plan will then be implemented in three phases over the next 12 months.

Phase 1 (Months 1–3):

They will finalise brand identity, the development of the website landing page to create lead generation and begin the roll out of a digital content calendar. Auditing and basic analytics setup in social media (Goethals et al., 2020).

Phase 2 (Months 4–6):

Run a social media content campaign, create a webinar series, distribute a lead magnet, and kick off the first community partnership. Engage, track, and adjust according to feedback.

Phase 3 (Months 7–12):

Got enough content output to scale out to host larger community health events, start an email nurturing series, and publish case studies. With improved brand visibility leverage, you can submit funding applications.

The founder will lead the content and event delivery. A digital assistant or a designated freelancer will manage online distribution and analytics, and local partners will step in to accompany event co-hosting.

C – Control

The following Key Performance Indicators (KPIs) will be monitored to ensure progress is on track and objectives are aligned.

●     Monthly visits to the website and its bounce rate.

●     Followers & engagement rates social media metrics (reach)

●     Email open and click-through rates

●     Webinar/event attendance numbers and satisfaction feedback

4. Conclusion with recommendations and limitations

Adelaide Business Services’ new website consulting review and project planning process shows a viable strategic opportunity to modernise operations, improve customer service delivery and enhance digital engagement (Nwabekee et al., 2024). Adelaide Business Services is a not-for-profit organisation with an annual turnover of $30 million and is in transition to address long-standing issues with it dated web infrastructure, realize on newer technologies like generative AI and chatbot capability (City of Adeilade, 2022). With the right execution plan, the project’s goal of boosting the product sales by 20 percent and revenue by 15 percent in six months is achievable.

There is a need for digital change that is urgent. The risk to brand reputation or operational efficiency lies in the fact that current website is not favoured by customers, it has limited e-commerce capabilities and does not support integrations with back-end systems such as CRM and accounting (Thaichon et al., 2023). Also, member expectations and experience in online standards have grown, there is a need for an online presence that is flexible, informative, secure and user-friendly.

As far as project management is concerned, the approach proposed herein, which incorporates structured planning, phased implementation, and cross-stakeholder involvement, offers a good platform for success (Rosario and Dias, 2023). The organization has also considered a comprehensive Gantt chart, issue and risk registers, training plans, and defined quality controls sufficient to handle the complexities of the implementation.

Recommendations

1. Include early CRM integration and testing first

The critical aspect of the new website’s user login functionality is to upgrade the CRM system that is currently being used. Initially, the project is suggested to prioritise the CRM readiness within the first two months (Nilashi et al., 2023). Integrating the new CRM with your current content management system (CMS) has to be done correctly. And this has to be consulted with, and started early, by technical consultants and integration specialists. In many cases, if CRM functionality is not ready on time, it can affect the launch schedule and the entire user experience.

2. Do a complete content and functionality audit.

Before migration, one should dedicate an effort to a full audit of website content, navigation structure, and digital assets. This means that only the right, correct, and most recent information is deposited on the new platform (Standerfer, Loker and Lochmann, 2022). This process is ideally overseen by a content lead from the marketing team and supported by departmental people who know the service offerings and members’ needs.

3. Involve end users in design and testing of the system.

User interface design should strongly be involved with a sample group of members/customers among the design stage and also in the User Acceptance Testing (UAT) (Standerfer, Loker and Lochmann, 2022). It will give us the ROI which will be useful for real world usage, expectation and if there are any usability issues. This will drive greater buy-in and decreased resistance of users in the early stages of the new system.

4. Write chatbot training and scope definition.

While chatbot is a powerful tool to cut service inquiries and reduce user navigation problems, it must be carefully scoped (Hughes et al., 2021). However, the downside of promising so much is that users may grow frustrated with you as they expect to utilise these features as they were originally portrayed. Begin with a very small number of obvious user queries and services (for example, order status, membership renewal, etc). Moreover, you should also invest in supervised training of the AI chatbot based on frequently asked questions and common support scenarios in customer service logs currently in use (Bawack and Ahmad, 2021).

5. Implement a phased launch strategy

A phased or soft launch will help you to reduce risk. Doing that would mean releasing the new website to a limited internal group or one specific member segment for live testing before its release to the general public audience (Bawack and Ahmad, 2021). Issues found during this controlled environment can be solved quickly, before the whole user experience is compromised.

6. Define post-launch support responsibilities

At launch, it is essential that there is are clear and dedicated support framework in place. This includes answers to technical questions regarding site issues, editing content on the CMS, and ways of dealing with member questions about the new platform (Bawack and Ahmad, 2021). During the first four weeks after launch, the named contact from both IT and marketing should be assigned for immediate triage.

Limitations

While the business case has been strong and planning is structured, there are limitations of various forms that must be recognized that could have an impact in the timing of delivery and the outcome of the project.

1. Reliance on external vendors and system dependencies

Multiple third-party vendors are being utilised in this project in addition to CMS deployment, CRM integration, and chatbot configuration (Shivakumar and Sethii, 2019). This can slow overall progress if it depends on vendor delivery and/or technical incompatibilities. In addition, the CRM upgrade not only depends on timely completion for the overall user authentication functionality that is crucial to the new site, but it also represents a source of risk.

2. Resource availability during organisational restructuring

At the moment, the company is going through some internal restructuring, which could mean varying staff availability, mixed responsibilities within departments, or conflicting priorities espoused by several departments (Shivakumar and Sethii, 2019). This could delay decision-making or slow migration and testing content activities.

3. Scope constraints due to phased implementation

The deliverables of the project are clearly defined. However, capabilities such as complete automation of member transactions and full accounting system integration are absent from Phase 1. This means that some of the efficiencies and user benefits will be deferred to a future phase, thereby limiting the initial return on investment.

Also Read Our Last Article: https://nativeassignmenthelp.blogspot.com/2026/09/education-and-training-assignment.html

5. Reflection on Professional Development

Description

While working on the project charter preparation and development, I successfully fit project management principles into a real world scenario – the creation of Adelaide Business Services (ABS) (Ali, 2023). For the project, I designed a digital platform that brings togethr e-commerce, customer support and CRM functionality within a six month time frame and $400K+ budget.

Feelings

I was both challenged and excited at the outset. Due to the complexity of the project, my knowledge about IT systems, financial planning, coordination, and the control of risk, were things I studied but hardly applied to this scope. Even if I was confident of my capability to understand and manage the timelines, documentation, and stakeholder analysis, I was initially unsure about the wise recommendation of an AI and CRM solution that included external vendors.

Evaluation

Learning how to break down a large multifase project in manageable components was one of the most valuable aspects of the experience. Working on cross functional teams and third party provides makes me understand the importance of defining clear deliverables and realistic timeline (Ali, 2023). An application of project governance principles was another positive element.

Analysis

Due to this experience I was able to bridge the gap between theoretical project management models and how it is being practiced. Using Gantt chart, risk register and status reports helped strengthen my knowledge in PMBOK aligned knowledge areas such as integration, scope, time, cost and risk management.

The key learning point was recognition that stakeholder engagement is dynamic (Kujala et al., 2022). I came to realise that to deliver a successful project, you need to schedule it, document it, build relationships, manage expectations, and communicate effectively. During the charter, my adaptations of the communication and engagement strategy were evident as my role depended on the power dynamics played (for the CFO and CEO’s financial delegation limit) and project sponsor enthusiasm.

5. Conclusion

This project concluded by providing me some practical experience of how structured project management approaches could be applied. I worked on their planning, and in doing so, gaining technical confidence in planning and documentation, gaining strategic thinking, and understanding the thinking behind user centric planning. It added to my experience in determining project dependencies, risk forecasting, and bringing the definition of stakeholder roles in place.

6. Action Plan

Have Courses to Develop Change Management Skills: Enrol in a short course about change leadership strategy and user adoption courses. Knowing how the human beings function in project environments will aid me in the delivery of sustainable solutions.

References

Adab, P., Pallan, M.J., Lancashire, E.R., Hemming, K., Frew, E., Barrett, T., Bhopal, R., Cade, J.E., Canaway, A., Clarke, J.L., Daley, A., Deeks, J.J., Duda, J.L., Ekelund, U., Gill, P., Griffin, T., McGee, E., Hurley, K., Martin, J. and Parry, J. (2018). Effectiveness of a Childhood Obesity Prevention Programme Delivered through schools, Targeting 6 and 7 Year olds: Cluster Randomised Controlled Trial (WAVES study). BMJ, [online] 360(360), p.k211. doi:https://doi.org/10.1136/bmj.k211.

Ali, S.A. (2023). DESIGINING SECURE AND ROBUST E-COMMERCE PLAFORM FOR PUBLIC CLOUD. The Asian Bulletin of Big Data Management, [online] 3(1). doi:https://doi.org/10.62019/abbdm.v3i1.56.

Almutairi, N., Burns, S. and Portsmouth, L. (2022). Barriers and enablers to the implementation of school-based obesity prevention strategies in Jeddah, KSA. International Journal of Qualitative Studies on Health and Well-Being, [online] 17(1), p.2135197. doi:https://doi.org/10.1080/17482631.2022.2135197.

Baker, J.S., Liang, W., Jiao, J., Quach, B., Dutheil, F. and Gao, Y. (2021). Obesity Prevention Environment: Is it Time to Empower Educators and Remobilize Schools in the Post-COVID-19 Period? Physical Activity and Health, 5(1), pp.71–75. doi:https://doi.org/10.5334/paah.92.

Barnhart, C. (2020). Obesity Prevention and Management across the Lifespan. OALib, 07(10), pp.1–28. doi:https://doi.org/10.4236/oalib.1106733.

Bartolomé, M., Falcó, J.L., Artigas, I. and Agustín, A.S. (2017). AAL Platform with a ‘De Facto’ Standard Communication Interface (TICO): Training in Home Control in Special Education. Sensors, 17(10), pp.2320–2320. doi:https://doi.org/10.3390/s17102320.

Bawack, R.E. and Ahmad, M.O. (2021). Understanding business analytics continuance in agile information system development projects: an expectation-confirmation perspective. Information Technology & People, ahead-of-print(ahead-of-print). doi:https://doi.org/10.1108/itp-10-2020-0681.

BBC (2025). Healthy food costs more than double less healthy options, analysis says. BBC. [online] 28 Jan. Available at: https://www.bbc.com/news/articles/cpql53p9w14o [Accessed 3 May 2025].

Biesma, R. and Hanson, M. (2023). Global, National, and Community Obesity Prevention Programs. Springer eBooks, pp.785–799. doi:https://doi.org/10.1007/978-3-031-40116-9_47.

Boerman, S.C., Kruikemeier, S. and Bol, N. (2021). When is personalized advertising crossing personal boundaries? How type of information, data sharing, and personalized pricing influence consumer perceptions of personalized advertising. Computers in Human Behavior Reports, [online] 4(4), p.100144. doi:https://doi.org/10.1016/j.chbr.2021.100144.

Carmen, E., Fazey, I., Ross, H., Bedinger, M., Smith, F.M., Prager, K., McClymont, K. and Morrison, D. (2022). Building community resilience in a context of climate change: The role of social capital. Ambio, 51(6).

CCC (2025). The Seventh Carbon Budget - Climate Change Committee. [online] Climate Change Committee. Available at: https://www.theccc.org.uk/publication/the-seventh-carbon-budget/ [Accessed 3 May 2025].

Chen, J. and Wang, Y. (2021). Social media usage for health purposes: Systematic review. Journal of Medical Internet Research, 23(5). doi:https://doi.org/10.2196/17917.

City of Adeilade (2022). City of Adelaide Recommendation 1 -Item 5.1 -Attachment D. [online] Available at: https://meetings.cityofadelaide.com.au/documents/s15283/Recommendation%201%20-%20Item%205.1%20-%20Attachment%20D.pdf [Accessed 3 May 2025].

Danielli, S., Coffey, T., Ashrafian, H. and Darzi, A. (2021). Systematic review into city interventions to address obesity. EClinicalMedicine, 32, p.100710. doi:https://doi.org/10.1016/j.eclinm.2020.100710.