Transcript File - Kristen Cartwright

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Kristen Cartwright
MSc Marketing Communications
Internal Marketing at
Ipsos MORI
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Content
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Background information
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Limitations
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Current internal Marketing of Ipsos MORI
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Gap analysis
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Recommendations
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Appendix
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+ Background
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Background information
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Presentation by Billie Ing during LSBU Master students
residential weekend
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Overview of Ipsos MORI
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Current internal Marketing of Ipsos MORI
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+ Limitations
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Limitations
Single
point
of view
Internal
Marketing
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Limitations
 Single
 Need
1.
2.
3.
4.
point of view from within one specialism
for wider cross-specialism perspective
Full audit
Collect employees feedback on current approach
 Online survey / text survey?
 Focus group discussions
 Drop box suggestions
Review approaches to strategy (e.g. model by Center & Jackson,
2003 – see appendix of presentation for details)
Gap analysis
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Current internal Marketing
at Ipsos MORI
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Current internal Marketing at Ipsos
MORI
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Yearly global staff survey (last time summer 2012)
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Informative Emails (e.g. Finance, Compliance)
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Company meetings: All staff (yearly), Ipsos Marketing
(quarterly), Ethnography team meeting (bi-weekly),
Qual team meeting (weekly), Line manager catch-up
(weekly)
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PDR review (twice per year)
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Newsletters: ‘The loop’ UK – weekly; Marketing NL –
sporadic; Academy NL – monthly; Ben's update monthly
Source: Ing, 2013; Ipsos MORI, 2013
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Current internal Marketing at Ipsos
MORI continued…
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Knowledge sharing presentations
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Intranet
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Office supplies
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Signage & Posters (e.g. viewing rooms, reception area)
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Team away days
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‘Ben’s Coffee Talks’
Source: Ing, 2013; Ipsos MORI, 2013
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Current internal Marketing at Ipsos
MORI continued…
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Trainings, rewards and feedback (e.g. training sessions,
performance development reviews, CSM)
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Rewards and benefits for staff (e.g. insurance, pension
etc.)
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Staff badges
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Marketing Fun Team
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Social media activity
Source: Ing, 2013; Ipsos MORI, 2013
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+ Gap analysis
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Theoretical approaches for
internal Marketing
Source: Welch & Jackson, 2007
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Current status with Ipsos MORI
internal Marketing
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Missing cohesive corporate design
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Lack of engagement among employees
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Minimal employee awareness of relevant information
within Ipsos Group
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Lack of action planning following the staff survey
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Inconsistency in office supplies
Compounded by a very complex company structure
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Objectives
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Present a consistent brand message and identity
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Increase employee motivation and sense of belonging
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Enhance employee awareness of relevant company
information
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Involve staff survey findings to improve employee
engagement within Ipsos MORI
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+ Recommendations
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1. Recommendation:
Cohesive Corporate Design
• Logo
•  Company doesn’t
give the impression of
being ONE company
• Cohesive design of all
documents (e.g. colour
scheme)
• Facilitates findings of
relevant information
(Staff survey, 2012)
• Helps to present a
consistent message
over all
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2. Recommendation:
Newsletter
• Monthly newsletters
(UK)
• Consolidate ‘The
Academy’ with ‘The
Loop’
• Facilitates findings of
relevant information
• Increases the feeling of
being informed (Staff
survey, 2012)
• Improved form of
internal communication
and understanding
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3. Recommendation:
Virtual CEO Office
• Ben’s Coffee Talks
extended
• Virtual Forum
(monthly Chats)
• Increases involvement
with the smaller offices
• Communication
exchange encouraged
among UK offices
• Increase motivation and
sense of belongingness
• Improves three-way
communication
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4. Recommendation:
Badges & Office Supplies
• More individualistic –
less labeling (‘STAFF’)
• Allow same supplies
for all offices (e.g.
teabags/squash)
• Increases motivation
and sense of
belongingness
• Helps to present a
consistent brand
identity
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4. Recommendation:
Badges & Office Supplies
Current Badge:
Potential Version:
Billie Ing
Senior Research Executive
ECE
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5. Recommendation:
Who’s who
• Extent Intranet’s ‘Who’s
who’ throughout offices
(e.g. Whiteboards)
• Including: Picture, name,
job description, location,
‘working for the
company since….’
• Networking events
• Increases employee
awareness
• Increases team
collaboration and
sense of belongingness
(Staff survey, 2012)
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6. Recommendation:
Intranet
• Redesign of layout 
cohesive corporate
design
• Include search bar
• Reduce content
• Eases the finding of
internal expertise and
general information
• Increases information
level (Staff survey, 2012)
• Presents a consistent
message and improved
form of communication
"Until everyone from your CEO to
your receptionist can accurately
and consistently articulate your
Internal
Marketing
brand's promise,
how do
you
expect your customers to?“
(Aaker)
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THANK YOU
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+ Appendix
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Theoretical approaches for
internal marketing continued…
E-mail
(E)-newsletter
Intranet
On-going
Communications
Voice Mail
Audio, Visual
Quizzes, Games
Internal
Marketing
Tools
Collaboration, Unity
Celebrations
Banners, Posters
Meetings
Postal mailings
Social activities
Knowledge
sharing
Incentives
Motivation
Interaction &
Feedback
Recognition
Word-of-mouth
Department
meetings
Education,
training
Company logo
items
Surveys
Personal Evaluations System
Source: Adapted from Center & Jackson, 2003; Finney, 2011
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References
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Center AH and Jackson P (2003) Public Relations Practices 6th
Ed New Jersey Prentice Hall
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Ing, B. (2013) Personal Interview (Internal Marketing of Ipsos
MORI), 26. February.
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Internal Communication Matrix Welch and Jackson (2007) in:
Welch, M and Jackson, PR (2007),"Rethinking internal
communication: a stakeholder approach", Corporate
Communications: An International Journal, 12 (2), pp. 177198.
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Ipsos MORI (2013) Internal Marketing at Ipsos MORI. Ipsos
MORI, 2. February.