1. Georgina Michael
Philips Healthcare
May 9, 2013
Enhancing Public Perception through
Strategic Brand Reputation Management
2013 Medical Device PR & Corporate Communications Conference

2. Confidential
Overview
Depth and breadth
New vision, new strategy
1. World Sleep Day case study
2. RSNA case study
Inspiring and motivating employees
Effective outreach
Who we are
Our new CEO
Strategic Communications
Employee Engagement
Thought Leadership
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3. Introducing Royal Philips
Founded in 1891
Headquartered in Amsterdam,
The Netherlands
Sales of €24.8 billion in 2012
- 35% in Growth Markets
- 65% in B2B
- EBITA 6.1% of sales
Globally recognized brand
(World Top 50)
Our brand value at $9.1bn in 2012
118,000 employees
Sales and service outlets in over
100 countries
$2 billion investment in R&D,
7% of sales in 2012
Who we are Our businesses Operating in >100 countries
Healthcare
Lighting
Consumer Lifestyle
Growth Markets
Western Europe
North America
Other
24%
41%
35%
2012
26%
31%8%
35%
2012
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4. North
America
Other Mature
Geographies
Growth
Geographies2
Philips Healthcare
Philips Healthcare
Businesses1
Imaging
Systems
Home
Healthcare
Solutions
Patient Care
and Clinical
Informatics
Customer
Services
38%
€10.0
Billion sales
in 2012
37,000+
People employed
worldwide in 100 countries
15% 22% 25%
450+
Products and services
offered in over 100 countries
8%
of sales invested
in R&D in 2012
Geographies1
Western
Europe
44% 12% 24%20%
1 Full year 2012
2 Growth geographies are all geographies excluding USA, Canada, Western Europe, Australia, New Zealand, South Korea, Japan and Israel
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5. With a heritage of driving industry innovation
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Home healthcare
Improving the quality of life for
at-risk patients in the home
Imaging
Early and confident diagnosis
Clinical IT
Right information at the
right time
Lifecycle services
Optimizing your equipment
and training your staff
Image-guided intervention
Real-time visualization, workflow
management, minimally invasive therapy
Clinical decision support
Mobility, interoperability and CDS
improves cost, quality and access
Partnership solutions
Workflow consulting, clinical
consulting, clinical education
and healing environments
Managing transitions
From hospital to home
+
+
+
+
Transforming health care

6. Confidential
At Philips, it was imperative that the
communication team was re-structured to
support new CEO vision
We designed a three- to five-year
communications plan, aligned with new
business objectives
Key elements of our re-organization:
• Philips Healthcare guiding statement
• Global structure for integrated
communications programs
• Restructured communications team
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7. At Philips, we believe people should be
healthy, live well and enjoy life. As a
technology company that cares about
people we challenge ourselves every day
to deliver on this promise and help solve
the world’s toughest health care concerns
and clinical challenges through
meaningful innovation. What drives
Philips Healthcare is to create the future
of health care and save lives.
We do this by developing innovative
solutions across the continuum of care in
partnership with clinicians and our
customers to improve patient outcomes,
provide better value and
expand access to care.
THE PHILIPS
HEALTHCARE STORY
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8. Confidential
Integrated communications
8

9. R E S U LT S
 Secured 260 original articles in more than
 11 countries
 Launched global and localized sleep apnea
risk tests with 1,679 tests taken to date
 Matte article placed in 1,238 publications
 Social media efforts on Facebook, Twitter
and Google+ reached a more than 63,000
followers
A C T I O N
• Leverage World Sleep Day as the launch
platform for a broader communications
campaign around OSA
• Raise OSA risk awareness by pledging to
test 1M at-risk people within the next 5 years
S I T U AT I O N
For World Sleep Day on March 15, 2013, Philips
Healthcare wanted to ignite a dialogue with
global leadership and local markets to build their
reputation as a thought leader and increase
market activation around obstructive sleep
apnea (OSA)
How have you been
sleeping lately?
World Sleep Day 2013

10. R E S U L T S
• RSNA: 52 original articles, 38 booth tours and
71 tweets.
• HIMSS: 21 booth tours with key industry
reporters, live tweeting throughout the
conference.
A C T I O N
Develop multi-pronged, customized strategies
for garnering media attention at shows
throughout the year, specifically RSNA and
HIMSS.
S I T U A T I O N
Trade shows allow medical device
manufacturers to showcase their products,
research and innovations to industry members,
potential customers and journalists. In a forum
filled with competition, how can Philips
distinguish its brand?
How can you distinguish
your brand when the whole
industry is watching?

11. inance Communications, December 2012
Internal Intranets
Knowledge repositories
Social Media
Leadership Dialogues
Online videos
CEO Video blogs
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Enhance employee engagement with integrated employee touch points
Creating the future
of healthcareSTEADY FLOW STEADY FLOW
Top 5 email
Live webcast /
Townhall meetings
Newsletters
DIALOGUEDIALOGUE

12. Confidential
Social media facilitates regular online message flow
and discussion touch points,
for proactive reputation management.
We live in a climate of rapid communications
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13. Confidential
Strategy - bring social media into the fold
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Social media characteristics differentiate from traditional
media, such as quality, reach, frequency,
usability, immediacy, depth of engagement and permanence.

14. Visionary perspectives and insights
connecting stakeholders
to the future of healthcare
Helps create and enhance relationships
with key stakeholders
Needs to be built-in, not bolt-on
Positively positions company and
helps establish points of differentiation
Builds reputation by increasing the
perceived value of the organization
Driven by organizational culture, constantly
evolving around societal challenges
Thought leadership: A StrategicApproach

15. Confidential
Its part of an organization’s marketing approach
– Build thought leadership into your content marketing program
– Thought leadership is a credible and authentic voice for B2B environments
– Embed thought leadership into the customer life cycle
Owned Media
• Website - hub
• Blogs
• Groups and forums -
LinkedIn
Earned Media
• Bloggers and
influences
• Communities and
social sharing
• PR and traditional
media
Paid Media
• Speaking
engagements
• Advertising
Thought Leadership channels
Strategy – incorporate results driven thought leadership
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16. Confidential 16
Thought Leadership examples

17. R E S U LT S
• Launch of “Innovations in Health” LinkedIn
discussion group and four subgroups
• There are more than 94,000 members across all
groups. Linked In Oncology and Radiology
discussion groups are the two most active
• Membership continues to grow
A C T I O N
Create a platform that will bring all of these
discussions to one central location, while adhering
to industry restrictions on two-way communication
with customers
S I T U AT I O N
Health care professionals discuss innovations and
technological advancements with their colleagues
and peers every day. We needed a way to more
effectively listen to customers in order to understand
the challenges they face.
How can you truly listen …
when you’re not invited to
the discussion?

18. Confidential 18
Anthony Jones conversation achieved Top influencer status
70,000 influential
members
LinkedIn engagement

19. Confidential 19
Today’s takeaways
• Reputation management is a proactive effort
• Organizations are moving away from traditional
reputation management activities, to proactive ways to
define and position an organization’s brand reputation
• Don’t forget employee engagement - your employees
are valuable brand reputation ambassadors
• Audiences consume more than one channel - integrated
communications is the framework to deliver consistent
content across multiple audiences
• Social media is not going away – embrace it
• Thought leadership enhances all stakeholder
relationships and increases an organization’s perceived
value