20135 Corporate Identity CVS 2003

8/7/2019 20135 Corporate Identity CVS 2003

http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 1/44



Employees want



to win the 7th annual company bowling tournament

and to know their ideas make a difference.

1



Customers want

2



and someone who’s easy to do business with.

the corner booth, two cups of coffee with cream

3



Investors want

4



and to trust that their patience will be rewarded.

to land the big one

5



Community members want

6



and evidence that their needs are being met.

a strawberry ice cream with neighbors

7



They want to trust you.

We can help you build their confidence. We’re see see eye.

As graphic designers and communicators who specialize

in stakeholder audiences, we understand their specializedneeds. And, while it’s up to you to ultimately deliver the

goods, we can help you tell your story in a way that is

honest, engaging and wins loyalty.

8



At the end of the day, investors, customers, employees and communities want to believe that they’ve

made the right decision about your company or organization. Since 1992, see see eye has been helping

both communicate to their most important stakeholders – via annual reports, Web sites, capability

brochures, magazines and other communications.

Want to know more about what stakeholders want? Take a look at some of the work we’ve done for

Delta Air Lines, Goodrich, Prevent Child Abuse Georgia and others on the following pages. And, check

out what your peers are saying about their own stakeholders’ communications needs by flipping to our

Roundtable Panel discussion (beginning on page 36). We think you’ll find plenty of insights – and evidence

that see see eye’s got what it takes to help you make your next communications project a success.

seeing is believing.

9



10



Ryder System, Inc., a leading

logistics, supply-chain and transpor-

tation management company, has

built strong customer relationships

around the globe the old-fashioned

way: It has made its customers’ busi-

nesses Ryder’s business. Edge, a

debut magazine, showcases Ryder,

its customers and, most important,

its impressive bottom-line results.

What we did:

Concept development

Nomenclature

Design

Photography direction

Production

Press supervision

Giving customer-focused solutions

more than lip service.

11



12



There’s nothing common

about ‘em. In today’s turbulent stock market,real estate investment trusts (REITs) are

getting a second look from investors.

And Cousins Properties, a national

developer, manager and REIT, is no

exception. Cousins’ 2002 annual report,

themed “An Uncommon View,” tells a

compelling story about the company’s

uncommon approach to real estate and

its uncommonly strong financial results.

What we did:

Concept and theme development

Design

Co-copywriting with Cousins


Production

Press supervision

13



Going strong – and for the$1 billion club. “Fewer than two dozen software

companies have achieved and

maintained annual revenues above

$1 billion,” says CEO Mark Templeton

in the Citrix Systems 2002 online

annual review. Templeton believes

Citrix has what it takes to join the

ranks of this elite group. Judging by

the company’s worldwide growth, the

signs are looking good.

14



What we did:

Concept development

Design


Production

Produced companion 10-K wrap

15



16



Potential like this doesn’t come

along every day. What we did:


Design


Copy-editing

Production

Press supervision

What does it take for a developmental

drug company to attract to its team

some of the leading names in the

healthcare business? AtheroGenics

knows the answer. In its 2002 annual

report, AtheroGenics shows the

strength of its revolutionary heart-

disease drug candidate by showing

the strength of the people behind it.

17



Taking flower power – and apartment

living – to a whole new level.

What we did:

Identity design

Stationery

Original graphicstandards manual

Produced 1993–2002annual reports

Who says apartments should be ordinary?

Developer, manager and REIT Post

Properties invented the concept

of bringing a superior living experience

to the industry in the form of outstand-

ing design and amenities – and grounds

landscaped with hundreds of brilliant

tulips. No wonder Post’s eye-catching

logo has become a symbol of excellence

in markets throughout the U.S.

18



19



20



Across the country, right

next door. Since 1930, rural areas and small-

to-medium-size cities have relied on

CenturyTel to deliver sophisticated

voice, data and Internet services. While

CenturyTel is the eighth-largest local

telephone provider in the United States,

it never forgets that neighborly cus-

tomer service is at the heart of its

success. This quality is celebrated in

the company’s 2002 online and print

annual reports.

What we did:


Design


Production

21



Where innovation takes flight for

the world’s aircraft.

What we did:


Design


Co-copywriting

Production

Produced companion 2002 onlineannual report

See that plane in the sky? Chances

are, Goodrich is on it. In fact, almost

every aircraft flying today has been

enhanced by Goodrich. The company

offers a broad range of innovative

systems, products and services that

provide nose-to-tail aerospace solu-

tions. The 2002 online annual report

confirms that Goodrich’s success

is indeed taking flight.

22



23



Metallurgical

26%

Industrial

9%

24



The simple fact is – this coal

company is a leader. Safety and environmental issues are

never-ending concerns for coal com-

panies – and Massey Energy is no

exception. The company’s straight-

forward 2002 annual report not only

addresses these topics head-on, butit also underscores the reasons why

Massey Energy continues to lead the

Central Appalachian region of the

United States in coal production.

What we did:


Design

Production

Press supervision

Produced companion analysts’roadshow

50% of electricity comes from coal.

INDUSTRY

In2002, Masseyshipped42.1million tonsof coal

fromits mining,processing andshipping centers

throughoutCentralAppalachia,whichaccountsfor

approximately17%of total CentralAppalachian

production.Eighty-six percent of Massey’s tons

weresolddomesticallyin2002,toover125cus-

tomersthroughouttheeastern U.S.

Utility

65%

Metallurgical

26%

Massey Salesby MarketSector

Industrial

25. 25.

ProducedTonsSold by Massey (inmillions)

2 coal-producing region in the

U.S. is Central Appalachia 1

INDUSTRY MASSEY

coal producer in

Central Appalachia

number number

Massey’sstrategyforcontinuedimprovement

isexemplifiedby three major management

initiatives: S-1 prescribessafety measures

thatgofar beyondindustrystandards; P-2

focuseson theapplicationof bestpractices

tocontinuallystriveforbetterproductivity;and

M-3is designedto continuouslymeasure

actualperformanceandreportto manage-

mentina timelymanner.

25. 25.

98 99 00 01 02

37.6 37.9

40.2

43.7

42.1

42,000,000

MASSEY

tons of coal sold byMasseyin 2002

25

of electricity comes from coal.coal-producing region in the

U.S. is Central Appalachia



A new look and message for a

small Southern jewel.

What we did:

Annual Report


Design


Copy-editing

Production

Press supervision

Web site

Co-development of informationarchitecture with Oglethorpe

Design

Based in Atlanta, Oglethorpe

University may not be as well-

known as other small, private liberal

arts institutions. But that’s about to

change. A new annual report and

Web site launched a new look and

message for this jewel of the South.

Combined with national recognition

for strong academics, Oglethorpe’s

reputation is clearly growing.

26



27



28



For 48 years, this company has known

the meaning of life.

What we did:


Design


Production

Press supervision

Produced companion 2002 onlineannual report

When it comes to delivering reliable

life insurance products to customers

in small-to-medium-size southern

U.S. cities, Cotton States Life

Insurance knows exactly what

it’s doing. Third in a series of “life’s

lessons”-themed annuals, the 2002

Cotton States annual report proves

the power of staying focused.

29



30



Historic challenges for the airline

industry continue post September 11.

And, through it all, Delta Air Lines

has proved its ability to take the

necessary steps to maintain good

cash flow and reduce expenses. The

2002 annual report, themed “Moving

Forward,” details how the company

and tireless efforts of its employees are

making this happen.

Moving forward despite

uncertainties.

What we did:

Concept development

Design


Production

Press supervision

31



Speed, efficiency and underlying strength

add up to fantastic performance. Economic slowdown? Not for Brown

& Brown, the country’s sixth-largest

independent insurance intermediary.

Record growth and earnings, an

aggressive acquisition program and

a solid infrastructure have keptcustomers and shareholders alike in

a good mood. A campy 2002 annual

report reflects Brown & Brown’s

unique culture and success.

What we did:

Co-concept developmentwith Brown & Brown

Design

Co-copywriting withBrown & Brown

Production

Produced print and onlineannual reports

32



33



34



New funds designated in 2002 for child abuse

prevention in Georgia: $0.00.

Approved by House and Senate

Mule StatueNew 2002 state funds appropriated for planning and constructing a tenant

farmer and mule statue at the Georgia Agricultural Exposition Authority:

$122,000.

House Bill 1297

GritsAmending the Georgia law related to state symbols, to designate

grits as the official prepared food of the State of Georgia:

Passed.

What we did:


Design


Production

Press supervision

Getting its point across to

state lawmakers. In 2002, for the second year in a row,

Georgia legislators failed to pass child

endangerment legislation. A three-part

2002 annual report uses shocking factsabout the legislation that did pass in

the Georgia General Assembly to make

Prevent Child Abuse Georgia’s

point that child-abuse prevention must

be everyone’s priority.

New funds designated in 2002 for child abuse

prevention in Georgia: $0.00.

92 children died in Georgia of confirmed or

suspected abuse or neglect in 2000.2

35

92 children died in Georgia of confirmed or

suspected abuse or neglect in 2000.2



What changes are taking place in stakeholder communica-

tions? To gain more insights, see see eye sought answers

from top professionals at Brown & Brown Insurance,

Cousins Properties, Delta Air Lines and Goodrich, as well

as from an independent communications consultant. What

did we find out? That stakeholder communications are

growing in importance, quantity and purpose. Read on.

36



Doug Monroe, moderator and Atlanta

freelance writer: What changes have

you made in communications because of

the economic downturn and the rash of

corporate scandals?

Lisa Borders, Senior Vice President, Cousins

Properties, Incorporated: We communicate

more frequently and are even more precise

about what we say and how we say it.

Lisa Bottle, Vice President, Corporate

Communications, Goodrich Corporation:

The scandals have given communications

more visibility at the highest level. We’re

focusing on different things with different

groups. With investors, we’re focusing on

long-term stability. With customers, we’re

focusing on the economic benefits of our

products and services. With employees,

we’re trying to focus on long-term positives.

Lisa Borders, Senior Vice President, Cousins Properties, Incorporated Doug Hudson, Director, Corporate Communications & Investor Relations,

Brown & Brown, Inc.

Doug Hudson, Director, Corporate

Communications & Investor Relations,

Brown & Brown, Inc.: We have never

until this year webcast our shareholder

meeting. This year it was automatic. We

now have a policy that we will not go to

any analyst conference that is not web-

cast. One impact of the scandals is that

the cost of our standard quarterly press

release has doubled – because of the

amount of information we’re giving out.

Gail Grimmett, Managing Director, Investor

Relations, Delta Air Lines, Inc.: Full disclo-

sure is essential in difficult times. Employees

wonder why they hear about a headcount

reduction on the radio and are not told

ahead of time. We’ve developed and

implemented a business literacy program

for employees, bringing them through vol-

untary financial classes to help them gain

understanding of the business and financial

news about Delta they read and hear.

Scott Mall, President, Mall Communications:

One thing everybody here has in common

is that their management teams realize

communications makes sense. But that

isn’t the case everywhere. There are a lot

of companies where the communications

people still don’t have a seat at the table.

Have you changed your communication

vehicles in this time of change?

Lisa Borders: The only thing we have ever

used consistently to get Cousins’ message

out is our annual report. Real estate in

Atlanta has traditionally been a relationship-

based business. Guys played golf, shook

hands, deal done. Post-Enron, the market

is demanding evidence of an ability to not

only perform, but also to garner the busi-

ness through a rigorous and competitive

process. So we are starting to use more

communications pieces.

37



Gail, Delta has been aggressive in the

way it uses the Internet. What else are

you doing now?

Gail Grimmett: We were one of the first

companies that actually established a Web

site for our corporate governance program,

and we use the Internet for both external

and internal communications. And about

a year and a half ago, we established a

program where twice a quarter we bring

a member of our senior management team

to New York to talk to analysts. It helps the

Street see the depth and breadth of our

management team.

Lisa Bottle: We’re recognizing that the

pieces we do have will need to work

harder. We started this year’s annual report

knowing that it wasn’t aimed just at the

investor audience. It was going to be used

throughout the year by most of our stake-

holder audience for various purposes.

Scott Mall, President,

Mall Communications

Gail Grimmett, Managing Director, Investor

Relations, Delta Air Lines, Inc.

Doug Hudson: Our annual report has been

a broad-based corporate brochure. Our sales

people carry it out as a marketing piece,

and we deliberately have designed it that

way. The annual report and our Web site

are our major vehicles for communicating.

Scott Mall: More than anything else, you

are seeing communications departments

having to justify their existence. You’ve got

declining budgets and a lot of pressure on

the bottom line. The attitude now is not,

“What have you done for me lately?” It’s,

“What have you done for me today?”

Lisa Bottle: We’re trying to educate our

own senior management as to the potential

benefits of what we do, and it’s not just

about getting the column inches. We’re

saying, “Hey, look what we can do for you.

Look at the returns we can bring.”

Lisa Borders: Many corporate titans are not

good communicators. I think the debacle

at Enron put corporate communications in

a heightened position. Now it’s incumbent

upon us to carpe diem – seize the day.

There’s this huge positive energy that can

be leveraged if we use it correctly.

Scott Mall: You have to constantly fight the

idea that this is a soft function. It’s a very

hard function, a very businesslike function.

The real bottom line with employee com-

munications is keeping them informed to

generate greater productivity. The same

thing with investor relations: You are trying

to get people to buy the stock. Things like

that can be measured.

Do communications help build confidence

in your organization?

Lisa Borders: I think so. We are fortunate in

Atlanta because Tom Cousins’ name means

a lot. But when you get beyond the South-

east, business people do not know him,

or our company, nearly as well. So I think

consistent communications will build confi-

dence, over time, beyond our home base.

Lisa Bottle, Vice President, Corporate Communications,

Goodrich Corporation

38



“The annual report and our Web site are our major vehicles for communicating.” “We were one of the first companies that actually established

a Web site for our corporate governance program…”

How do you do that at Goodrich, when

your employees are all over the world?

Lisa Bottle: We are about to start webcast-

ing. We also do a short weekly newsletter

that is issued electronically. We have 23,000

employees and over 100 sites all around

the world. They don’t all have computers.

Some of the facilities have kiosks. People

who don’t have kiosks will be encouraged

to download the webcasts. Our CEO,

Marshall Larsen, wants to talk more directly

to the leadership team, so we’re developing

tools for that, such as teleconferences.

Doug Hudson: The answer is, communi-

cations does build confidence. Our CEO,

J. Hyatt Brown, is a very charismatic indi-

vidual who communicates extremely well

to employees and our various publics. We

have 140 different profit centers around

the country, and he manages to visit every

single one of them in person at least once

every six months.

Gail Grimmett: With our industry in crisis,

it’s hard in terms of instilling confidence.

Our CEO, Leo Mullin, has taken on the role

of the industry spokesperson. Internally, we

try to communicate to employees so they

understand we are different from the rest

of the industry. We have 69,000 employees,

and many of them are transient. They don’t

have an office to go to. We’ve found com-

munication through our intranet site to be

very effective.

Lisa, has Cousins changed its style of

communicating to the investor based

on the increased interest in real estate

investment trusts?

Lisa Borders: We’ve just communicated

more. In our sector, a lot of analysts have

been laid off. So we’re finding that we have

to knock on the door and say, “We’re still

here, and look, we’re doing as great a job

as we’ve always done.” We have to be

proactive about it, to participate in more

conferences, to call analysts and tell our

story as opposed to just waiting for them

to call us.

Gail, what communication steps is Delta

taking to ensure investors that the

company will return to profitability?

Gail Grimmett: What investors want to hear

from us is that we understand the business

and the challenges, and that we have our

finger on the pulse of the business in order

to get to that profitability level. I think that

’03 is not going to be much better than

’02 or ’01. So there needs to be a comfort

level that we understand at least how

to get on the right path. As I work with

Corporate Communications, we are very

careful with the adjectives we use. Any

words like “strong” or “increased bookings”

could drive a reaction that we’re not quite

ready to drive.

39



Doug, Brown & Brown Insurance has had

one record year after another for quite

some time. What does your investor com-

munications program consist of, and has

it gone through recent changes because

of Sarbanes-Oxley?

Doug Hudson: The biggest change we’ve

made since Sarbanes-Oxley would be web-

casting our shareholder meetings. Our stock

prices have been increasing 15 percent to

20 percent a year for 10 years. Our biggest

challenge is convincing our employees

to not keep 100% of their 401(k) in our

company stock.

Scott, as you look at investor commu-

nications, what messages are getting

through in the marketplace today?

Scott Mall: It’s the same thing with an

annual meeting, annual report or quarterly

earnings. Don’t tell me what you’ve done

because I can find that out. The informa-

tion is there. Tell me what your game plan

is. What are the issues facing you, your

industry and your competitors? How are

you going to deal with them?

Gail, how is Delta communicating

with customers about so many volatile

issues today?

Gail Grimmett: We use as many different

channels of communication as we can.

We found that right after September 11,

Delta.com became a great avenue for cus-

tomers to get information. We’re finding

that people want ease and convenience;

they want control of how they’re flying.

You’ll see the whole airport experience

changing to deliver that to the customer.

You’ll see more kiosks in the airport to

help them do self-service.

Doug, when you acquire the assets of

a company, how do you communicate

with the new people?

Doug Hudson: We encourage current own-

ership of the company to tell their people

before it hits the newspaper. We make it

clear to the local business community that

we have no intentions of changing man-

agement. When we do the releases we’ll do

the national releases, and a totally separate

local release.

Lisa, at a time when the aerospace indus-

try is facing cutbacks, what are some of

the things Goodrich is doing in the area

of employee communications?

Lisa Bottle: We’re trying to get beyond

the cutbacks and focus on the long-term

positives. Most of the predictions are that

things won’t really start to improve until

’04. That’s a hard message to get out. The

upside of it is that it gives our new CEO

a chance to move into position. He’s got a

good story to tell.

Thank you for a fascinating discussion.

“I think the debacle at Enron put corporate communications in

a heightened position. Now it’s incumbent upon us to carpe

diem – seize the day.”

“Don’t tell me what you’ve done because I

can find that out … Tell me what your game

plan is.”

“We’re trying to get beyond

the cutbacks and focus on the

long-term positives.”

40



So, what do you want? We’d like to know.

Contact:

Don Mitchell

Vice President

[email protected]

www.seeseeeye.com

Photography:

Daemon BaizonCover, pages 1–7, 12, 36–40

Jason JonesPage 20

Russ SchleipmanPage 23

Deborah WhitlawPage 34

Printed by Geographics/Atlanta

Printed on Domtar Solutions,

Carrara White, Smooth, 100 lb.

Cover and Text

Muchas gracias to our models:

Cover legs (left to right)

Amy and Stewart Rose Leburn

Lawson Cox

Jeanie Flohr

Kesha Briley

Page 1

Stephen Crary (nice form!)

Page 3

Rodolfo Ruiz

Stacey Anne Avery

Page 5

Don Mitchell and a really big fish

Page 7

Mary Geneva Hyde



590 Means Street NW

Suite 201

Atlanta, Georgia 30318

www.seeseeeye.com

Documents

20135 Corporate Identity CVS 2003