Brand New Pres

Slide 1: Sidonie Myers April 2004 *smith&nephew Brand new – putting employees first

Slide 2: *smith&nephew Communication plan The plan was based around a four-step process: Awareness – Understanding – Commitment – Action Essential to build the brand internally: employees provide the experience for the customer Employees are the brand: what we stand for, what we are, where we are going Internal communication was a priority: if employees aren’t on board, the brand suffers

Slide 3: *smith&nephew Aims and objectives of the plan To develop and support the culture required to deliver the behaviour needed to realise the Brand in terms of Vision, Values and Personality

Slide 4: *smith&nephew Aim to communicate: The new Brand elements The contribution employees will make in realising the vision To engage employees in the new brand values and personality The company strategy and how the new brand is linked to it

Slide 5: *smith&nephew Objectives are to: Communicate the why, what, how and when for the Brand and the impact for our customers, suppliers and stakeholders Communicate brand vision, values and personality in all communication vehicles Communicate the vital role employees have in realising the new vision, values and personality of the brand Advocate involvement Contribute towards increasing satisfaction and morale Evaluate

Slide 6: *smith&nephew Why, what, how, when Why are we doing this? What will it stand for/what does it promise/what does it mean for our customers? How was it determined? When will it happen? Tying it all together and getting started in the right way was essential Employees will not be able to make the vision happen if they don’t understand and buy into it

Slide 7: *smith&nephew Internal communication vehicles A deliberate approach to linking communication vehicles to business strategy and goals Used all methods available to create a culture that lives and breathes the brand, for the benefit of the entire organisation Used correct communications vehicles for target audience Best vehicle for any situation depends on where employees are and what they feel comfortable with

Slide 8: *smith&nephew Employee role Leadership at the top of the organisation must speak with one voice that mirrors the desired new behaviours Leadership must be seen to communicate and model the brand every day Employees should feel involved Clear line of sight for employees between the brand and their individual behaviours Support of the brand in day-to-day activities Believe it and live it

Slide 9: *smith&nephew Involvement Getting employees throughout the company to own, live and reinforce brand behaviours Putting the brand, and what it takes to deliver it, in the hands of employees Select group of ‘Brand Ambassadors’ to define how the brand is delivered ‘on the ground’ No one individual person or group should ‘manage’ the brand Every individual is responsible Employees who feel they played a part in creating the brand will truly live it

Slide 10: *smith&nephew Satisfaction and morale A strong brand will instil a sense of pride in employees It will build loyalty, spur performance, boost levels of customer service Generating passion amongst employees helps create brand ambassadors Brand specific reward and recognition programme helps employees feel valued and appreciated

Slide 11: *smith&nephew Execution and implementation – what we did! Interactive workshop events for managers to communicate, May 2003 face to face, the why, what how and when for the new brand and how employees can contribute Cascade briefing sessions - outputs from the workshop May 2003 event will define the production of materials for Line Managers to then use to cascade the why, what how and when to their teams Message (memo) from CEO introducing new brand, vision, Internal launch day values, personality Message (memo) from GBU President echoing CEO Internal launch day message, how it impacts locally Presentation from President to all employees (video Internal lunch day globally with local MD message) Be visual - Creative use of space to ‘advertise/promote’ Internal launch day - vision/values/personality (meeting rooms/staff ongoing restaurant/toilets/locker rooms etc)!

Slide 12: *smith&nephew Execution and implementation – what we did! Understanding our competitors - Interactive session for all Internal launch - ongoing employees looking at ‘our competitors’ and how our new brand vision, values and personality set us apart Internal magazines - Include articles that help to As appropriate explain/reinforce the brand vision, values and personality Intranet - A collaborative effort by all content managers to Internal launch day - include information on the intranet that helps to ongoing explain/reinforce the brand vision, values and personality. This should include discussion forums for employees to post question, air concerns, make suggestions etc. Discussions sessions - Discussion sessions (in work- Internal launch day – streams) to be set up to tackle issues and problems in a ongoing face-to-face environment. External launch day activities – brand launch party’s External lunch day globally

Slide 13: *smith&nephew Execution and implementation – what we did! Focus Groups - Using current Focus Groups or newly External launch - ongoing appointed ones – an opportunity for employees to meet and assess how they are ‘living up to the brand’ and feedback to managers Employee Workshops External launch - ongoing Brand Ambassador programme – align internal employee External launch - ongoing launch with external customer launch, formalise job description, create ‘living the brand’ news letter Reward and recognition programmes - Employee External launch day – recognition rewards (plaques/certificates etc). Non-financial ongoing rewards (employee appreciation dinners/celebration events) Employee/team of the month. Employee/team reward events (rewarding individuals/teams shown to be living the brand) ‘Update’ from CEO/GBU President How employees are 1 month post launch embracing the new Vision/Values/Personality. Thanks and congratulations

Slide 14: *smith&nephew Summary Initial communication must come from the top, with senior management commitment essential Use the formal and informal channels equally, adapted to the audience Link initiatives to business goals Combine written and face-face communication Engage shop floor workers as a priority Use Brand Ambassadors to influence others Monitor and evaluate along the way Just because employees are receiving information don’t ‘presume’ that they understand it Be flexible Brand overload is a serious illness!

Slide 15: *smith&nephew *We are smith&nephew