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By Putting our Principles into Action, we makea difference to People and the Planet through Performance
Our Our Challenge Challenge “Ah, the Mars bar. That’s part of Hershey’s, right?”
How we got here In the past, Mars approach to Employer Branding has been restricted to local market ini=a=ves and no global governance. In 2007, with the re-‐branding of all of our legacy businesses to Mars, we started a journey of building a more visible corporate brand. The Employer Brand followed, and over the past 3 years, the majority of local ini=a=ves have been stopped and two approaches were developed. Although both meant a step forward for our EB, we believed that, neither had the poten=al to assume a global lead.
Why we failed in the past • Lack of global clarity/guidance – lots of “not invented here” • Underinvestment compared to other key brands • Remaining on campaign level vs. holis=c approach • Lack of integra=on of marke=ng, corporate aﬀairs • Varying level of exper=se in the EB ﬁeld • Inconsistent messaging across regions and businesses • Varying quality of execu=on • Below-‐average performance compared to rest of the industry
Step-‐change in our way of thinking FROM: developing adver=sing campaigns with nice crea=ve concepts and appealing imagery TO: crea=ng an overarching employer branding strategy, covering: • global brand essence based on target group insights, and in line with the rest of the corporate communica=ons • ﬂexible creaBve framework with room for local adapta=ons • experBse for holisBc implementaBon (target group insights genera=on, routes to market, sourcing strategies…)
Some challenges • Brand & crea=ve framework need to work across all 6 segments and all regions • Needs to work with acquisi=ons (Wrigley, Royal Canin) that need to: – be integrated under the Mars umbrella – yet maintain their unique brand equity • Diﬀerent markets will have diﬀerent themes, and areas of focus. Our framework needs to be broad enough to accommodate that, and at the same =me be speciﬁc and to the point so as not to come across as generic. • Layering of messages: overall Mars message vs. local/segment speciﬁc message (i.e. Petcare vs Chocolate)? • Some brand promises will work very well in some markets, but not at all in others. (i.e. graduate development)
More Challenges • The “Yeah Right” effect – not believing in the importance of our principles or the uniqueness of our culture • Coming across as trite – PIA – “trying to save the world” • Blending in with the crowd – everyone claims to have values, offer great opportunities and focus on the individual • Not being authentic – we must be able to deliver on the brand promise • Not being relevant – does what matters to us matter to our target groups? • Budget – we can’t be the loudest, so how do we stand out from the crowd?
Learnings • Generally, people do not comprehend the size and breadth of our business • Unlike our competitors, we are decades behind in opening up and establishing our corporate brand vs. product brands. We therefore need to work much harder in establishing Mars, Inc as a brand • Some markets have established EB brands with strong recognition (UK, Germany, NL). Some have no brand recognition (US). Some are tied to a particular product we produce (Galaxy in Middle East) • We are a business of great brands: they need to support but not lead our employer branding image • Our Five Principles are at the core of our DNA, and easily understood internally. They are difficult to bring across externally in a credible way