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Logeion Young Professionals - Vakimpuls Het Plan is dood - Andre Manning
Logeion Young Professionals - Vakimpuls Het Plan is dood - Andre Manning
Logeion Young Professionals - Vakimpuls Het Plan is dood - Andre Manning
Logeion Young Professionals - Vakimpuls Het Plan is dood - Andre Manning
Logeion Young Professionals - Vakimpuls Het Plan is dood - Andre Manning
Logeion Young Professionals - Vakimpuls Het Plan is dood - Andre Manning
Logeion Young Professionals - Vakimpuls Het Plan is dood - Andre Manning
Logeion Young Professionals - Vakimpuls Het Plan is dood - Andre Manning
Logeion Young Professionals - Vakimpuls Het Plan is dood - Andre Manning
Logeion Young Professionals - Vakimpuls Het Plan is dood - Andre Manning
Logeion Young Professionals - Vakimpuls Het Plan is dood - Andre Manning
Logeion Young Professionals - Vakimpuls Het Plan is dood - Andre Manning
Logeion Young Professionals - Vakimpuls Het Plan is dood - Andre Manning
Logeion Young Professionals - Vakimpuls Het Plan is dood - Andre Manning
Logeion Young Professionals - Vakimpuls Het Plan is dood - Andre Manning
Logeion Young Professionals - Vakimpuls Het Plan is dood - Andre Manning
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Logeion Young Professionals - Vakimpuls Het Plan is dood - Andre Manning

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  • 1. Planning, Research & Accountability Andre Manning, Royal Philips October 8, 2013
  • 2. • • • • 150 communications professionals around the globe 25 communications professionals at HQ Amsterdam Supported by one agency across the globe This is excluding marketing communications
  • 3. People don’t care what you say about your company. 6
  • 4. “Now it’s the people who are taking control.” Rupert Murdoch, CEO, News Corp. 7
  • 5. Everything Move Faster in Digital Economy
  • 6. Critical success factors 11
  • 7. AUGUST 2013: OVERVIEW August ’13 Total # of articles Total # of impressions Overall Quality (AMS) (from -100 to 100) Net Promoter Score (NPS)* Message Penetration (% with 2+ messages) % Positive tone *NPS is the conversion of overall quality (AMS) to a Promoter Score. N/A means no data was available for the month. Brand License refers to coverage related to Philips’ brand licensees. July ‘13 Monthly Net Change (+/-) 276 274,901,000 498 513,121,000 -222 -238,220,000 54.9 69.3 -14.4 7.7 8.5 -0.8 42% 57% -15% 68% 75% -7% 12
  • 8. Rijksmuseum Strategy & Activation Strategy: Highlight the Philips and Rijksmuseum partnership and showcase Philips leadership and expertise in LED lighting solutions - Local to Global (Lead) NL- consumer focused, locally relevant news Group- high level, international news - Campaign approach - Pre-During-Post editorial calendar - Live tweeting on location - High quality visual assets disseminated across channels Activation: Multimedia news release + infographic Twitter channels @PhilipsNL @PhilipsPR @PhilipsLight YouTube videos Flickr collections Vine video 13
  • 9. 2013 Group Management Commitment Accelerate our growth and improve our performance… 1 • • • Meet 2013 objectives: 4-6% growth, 10-12% EBITA,12-14% ROIC Increase brand preference by 3% and market shares by 0.3 points Meet our EcoVision sustainability targets and improve the lives of 1.8 billion people in 2013 2 …by executing the Accelerate! transformation… • • • Adopt a growth and performance culture that enables our people to take ownership and excel • • Drive speed, simplification and excellence through End2End customer value chains Embrace customer centricity across the value chain to win in local markets Execute BMC growth plans that are resourced-to-win, in direct partnership between Businesses and Markets Embed the Philips Business System in our systems, processes, and organization; reduce complexity costs by €900M by end of 2013 …and progressing on our strategic priorities 3 • Build Healthcare, Lighting, and Consumer Lifestyle to global leadership performance • • • • • Turn around underperformers Improve our competitive position in China and other growth markets Drive growth and enhance our portfolio through innovation leadership Transform Philips into a “digital” company Invest in building new growth opportunities Final approval Supervisory Board on 5 December
  • 10. GM&C Commitments 2013 … building, protecting and promoting the Brand 1 Accelerate our growth and improve our performance… 1. Launch the Brand in an inspiring and effective way to our employees, 2. consumers, customers, key opinion leaders and communities in relevant channels with the ultimate objective of driving Brand Preference Embed the new brand in the organization with impact, driving change management and ensuring the brand is at the heart of everything we do 2 …by executing the Accelerate! transformation… 1. Drive a growth and performance culture within GM&C that engages our 2. talent and enables everyone to take ownership and excel Increase the accountability and effectiveness of our integrated brand & communications network and demonstrate our added value to businesses and markets 3 ……and progressing on our strategic priorities 1. Develop and deploy an effective integrated communication strategy to 2. build Philips’ Innovation leadership position Drive Philips to embrace digital communications, including capability building, development and deployment of an integrated digital communication strategy 15
  • 11. k ! Le Let’s talk! Let’s talk! Let’s talk!

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