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
12. 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
13. 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
14. 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
15. 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
