Thinking up a strategy that can be effectively internalized, as well as being effective, means having a well-founded basis that also has characteristics that are particularly linked to the vision and experience of those who will implement it. When this is the case from the outset, familiarity with the actions to be taken is enhanced and the streamlining of processes and results is facilitated.

In order to create this starting point, the instinct of the communications manager or team comes to the fore, which is sometimes misunderstood. In a world dominated by information, it's hard to believe that many people still use their instinct for the market, the public and the activity to be developed as one of the foundations for designing strategies, not relying purely on the information available.

This can, however, be a positive aspect if it is well developed. Instinct can suggest a solution or response, but it needs to be effectively managed and focused in order to provide concrete results. So how can we manage instinct to create better marketing decisions?

When we start developing a communications plan, we begin with hypotheses, many of which come from experience, from what is known as instinct. The repetition of processes and continued contact with a particular area enables us to "guess" the next steps and consequences.

However, before taking action guided only by instinct, we should introduce other sources of information. Make sure that the answer you have found is in fact the best answer to the problem or objective in question. It may be that these alternative sources contradict the answer you initially arrived at, or they may help transform an instinctive response into a more structured and successful solution.

Listen to your experience and what you think you can draw from your instinct when faced with challenges, but treat it with the same rigor as you would any other marketing decision.