1. + Internal Marketing at Ipsos MORI Kristen Cartwright MSc Marketing Communications

2. + Content Background information Limitations Current internal Marketing of Ipsos MORI Gap analysis Recommendations Appendix 2

3. + Background 3

4. + Background information Presentation by Billie Ing during LSBU Master students residential weekend Overview of Ipsos MORI Current internal Marketing of Ipsos MORI 4

5. + Limitations 5

6. + Internal Marketing Single point of view 6

7. + Limitations Single point of view from within one specialism Need for wider cross-specialism perspective 1. Full audit 2. Collect employees feedback on current approach Online survey / text survey? Focus group discussions Drop box suggestions 3. Review approaches to strategy (e.g. model by Center & Jackson, 2003 – see appendix of presentation for details) 4. Gap analysis 7

8. + Current internal Marketing at Ipsos MORI 8

9. + Source: Ing, 2013; Ipsos MORI, 2013 9 Yearly global staff survey (last time summer 2012) Informative Emails (e.g. Finance, Compliance) Company meetings: All staff (yearly), Ipsos Marketing (quarterly), Ethnography team meeting (bi-weekly), Qual team meeting (weekly), Line manager catch-up (weekly) PDR review (twice per year) Newsletters: ‘The loop’ UK – weekly; Marketing NL – sporadic; Academy NL – monthly; Ben's update - monthly

10. + Current internal Marketing at Ipsos MORI continued… Source: Ing, 2013; Ipsos MORI, 2013 10 Knowledge sharing presentations Intranet Office supplies Signage & Posters (e.g. viewing rooms, reception area) Team away days ‘Ben’s Coffee Talks’

11. + Current internal Marketing at Ipsos MORI continued… Trainings, rewards and feedback (e.g. training sessions, performance development reviews, CSM) Rewards and benefits for staff (e.g. insurance, pension etc.) Staff badges Marketing Fun Team Social media activity Source: Ing, 2013; Ipsos MORI, 2013 11

12. + Gap analysis 12

13. + Theoretical approaches for internal Marketing Source: Welch & Jackson, 2007 13

14. + Current status with Ipsos MORI internal Marketing Missing cohesive corporate design Lack of engagement among employees Minimal employee awareness of relevant information within Ipsos Group Lack of action planning following the staff survey Inconsistency in office supplies 14 Compounded by a very complex company structure

15. + Objectives Present a consistent brand message and identity Increase employee motivation and sense of belonging Enhance employee awareness of relevant company information Involve staff survey findings to improve employee engagement within Ipsos MORI 15

16. + Recommendations 16

17. + 1. Recommendation: Cohesive Corporate Design 17 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

18. + 2. Recommendation: Newsletter 18 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

19. + 3. Recommendation: Virtual CEO Office 19 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

20. + 4. Recommendation: Badges & Office Supplies 20 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

21. + 4. Recommendation: Badges & Office Supplies Current Badge:Potential Version: 21 Billie Ing Senior Research Executive ECE

22. + 5. Recommendation: Who’s who 22 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)

23. + 6. Recommendation: Intranet 23 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

24. Internal Marketing "Until everyone from your CEO to your receptionist can accurately and consistently articulate your brand's promise, how do you expect your customers to?“ (Aaker)

25. + THANK YOU 25

26. + Appendix 26

27. + Theoretical approaches for internal marketing continued… Source: Adapted from Center & Jackson, 2003; Finney, 2011 Internal Marketing Tools On-going Communications E-mail (E)-newsletter Intranet Voice Mail Audio, Visual Quizzes, Games Banners, Posters Postal mailings Collaboration, Unity CelebrationsMeetingsSocial activities Knowledge sharing Motivation Recognition Incentives Education, training Company logo items Interaction & Feedback Word-of-mouth Department meetings Surveys Personal Evaluations System 27

28. + References Center AH and Jackson P (2003) Public Relations Practices 6 th Ed New Jersey Prentice Hall Ing, B. (2013) Personal Interview (Internal Marketing of Ipsos MORI), 26. February. 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. 177- 198. Ipsos MORI (2013) Internal Marketing at Ipsos MORI. Ipsos MORI, 2. February. 28