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Internal Marketing at Ipsos MORI

Kristen CartwrightMSc Marketing Communications

2+Content

Background information

Limitations

Current internal Marketing of Ipsos MORI

Gap analysis

Recommendations

Appendix

+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

+ Limitations

5

6+Limitations

Internal Marketing

Single point

of view

7+Limitations

Single point of view from within one specialism

Need for wider cross-specialism perspective1. 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

+Current internal Marketing at Ipsos MORI

8

9+Current internal Marketing at Ipsos MORI

Source: Ing, 2013; Ipsos MORI, 2013

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

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

+Gap analysis

12

13+Theoretical approaches for internal Marketing

Source: Welch & Jackson, 2007

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

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

+Recommendations

16

17+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

18+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

19+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

20+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

21+4. Recommendation:Badges & Office Supplies

Current Badge: Potential Version:

Billie Ing

Senior Research Executive ECE

22+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)

23+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

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)

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THANK YOU

+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, VisualQuizzes, Games

Banners, Posters

Postal mailings Collaboration, Unity

Celebrations

MeetingsSocial

activitiesKnowledge

sharing

Motivation

Recognition

Incentives

Education, training

Company logo items

Interaction & Feedback

Word-of-mouth

Department meetings

Surveys

Personal Evaluations System

28+References

Center AH and Jackson P (2003) Public Relations Practices 6th 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.