INTERNAL BRAND ALIGNMENT HP Case Study Rick DeMarco June 27, 2012

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INTENT AND OVERVIEW

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Unite & inspire our 324,000 employees across the globe to become true HP Brand Ambassadors

Objective 1.  In collaboration with HR, define HP culture to

activate the brand strategy

2.  Deliver a relevant brand learning journey for all employees, directly aligned to our new HP vision and business strategy

3.  Complement in-person / site-based experiences with virtual delivery for scale and efficiency

4. Begin a long-term dialogue – engage employees in an ongoing relationship with the HP brand & culture, driving them to feel ownership and empowerment

Plan

CULTURE AND BRAND An Inextricable Link

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Culture

•  Culture = shared values + behaviors

•  Collection of beliefs, values, and norms that define our interactions with others

–  Internally and externally

•  Foundation for galvanizing and engaging employees around a common vision and set of objectives

Brand •  A promise that drives and unites all

expressions, actions and behaviors

•  Must be delivered and lived by everyone at every touch point in a company –  Internally and externally

•  A sum of all interactions you have with it –  It is the total experience

Brand authentically represents who we are today and reflects our aspiration for the future. Culture is the way in which HP delivers against this brand promise.

INTERNAL BRAND ALIGNMENT AND EMPLOYEE ENGAGEMENT Related, But Different Initiatives

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•  Focus on functional and operational groups •  Drive consistency in look and feel, communications,

and actions •  Establish a common culture, vision, and strategy •  Insure that the employee experience is consistent,

cradle to grave •  Create policies and procedures that drive the

behavior required to activate the strategy •  Break down operational and functional silos •  Critical partnership between marketing, human

resources, and communications

Internal Brand Alignment •  Focus on the employees •  Create an environment in which the employee is

passionate and believes in the vision •  Inform, inspire, empower, and reinforce behavior

that will actively engage employees in delivering on the brand promise and business strategy

•  Create Brand Ambassadors who represent the brand consistently, either in a business or social setting

•  Clearly communicate the benefits of successful execution for both the company and the employees

Employee Engagement

We Must Take A Holistic Approach To Employee Engagement      

   BRAND  STRATEGY

 PEOPLE STRATEGY

 BUSINESS STRATEGY

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EMPLOYEE BRAND ENGAGEMENT FRAMEWORK The Culture And The Brand Provide The Foundation CLICK TO ADD SUB HEAD OR DELETE

Create Brand Ambassadors who will drive a singular and inspired culture, evangelizing the HP brand

   Inform Employees know & understand what HP’s brand platform is, why it’s right for us, and why brand matters

Inspire Employees believe in our brand strategy, experience the power of co-creation, and feel confident supporting & advocating the brand

 Empower Stakeholders have the structure, tools and resources they need to execute against our strategy in everything they do .

Reinforce We measure our impact and reward & recognize desired behavior – keep the dialogue going and keep evolving

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OBJECTIVE: CREATE BRAND AMBASSADORS

Objective: Create brand ambassadors who will drive a singular and inspired culture, evangelizing the HP brand

Brand Journey For All Employees

Reinforce  Inform Reinforce Empower Inspire

•  Brand 101 online training for all employees

•  Align existing employee engagement programs at corporate and BG levels

•  Circular approach: Impact recruitment, on boarding & retiree engagement

•  Immersive, experiential brand workshops for Core Catalysts, including > 3,000 marketing, design, and sales leaders, in key locations worldwide

•  Train-the-Trainer brand workshops for select catalysts in each location, creating local go-to expert resources

Extend and promote HP Brand Center: •  Digital brand

community, including blogs, forums

•  Links to Creative Express

•  Access to all brand training materials

•  Leadership guides •  Train-the-trainer

materials

•  Align all recognition programs •  CEO recognition at quarterly

All Hands •  Incorporate brand in

performance metrics •  Align with leadership training

programs •  Celebrate brand ambassadors

on @hp •  Voice of the Workforce survey

– questions and results •  Employee Purchase Program

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THE HP BRAND CENTER

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SITE EXPERIENCE IN LOBBIES AND CAFES

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BRAND AMBASSADOR JOURNEY ROLLOUT In Target Markets

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Focus on key markets Execute on four fronts

•  UK •  Brazil •  U.S. •  China •  India •  France •  Germany •  Singapore •  Mexico

1.  Craft six-month marketing plan in partnership with local leadership team

2.  Integrate into local learning programs, on-boarding, recruitment, more

3.  Make site experiences & workshop exercises as locally relevant as possible

4.  Leave behind trained facilitators & “journey in a box” to enable continued cascade

2010 EMPLOYEE BRAND ALIGNMENT EFFORTS Progress Towards Brand Alignment and Employee Engagement CLICK TO ADD SUB HEAD OR DELETE

•  Clearly defined the pan-HP culture in partnership with HR

•  Connected culture to brand activation and company vision

•  Incorporated culture training into all brand training materials

•  Piloted workshops in the U.S. and the U.K.

•  Designed an active brand community

•  Developed Brand 101 training for delivery through L&D

•  Developed site experiences for key locations

•  Developed call to action for employees to become brand ambassadors

•  Established criteria based on brand behaviors and characteristics

•  Aligned criteria from EB You on HP recognition program with the brand

•  Aligned criteria with UK/Ireland recognition with the brand

•  Developed HP Brand Ambassador recognition program to launch with brand training program

•  Centralized Brand merchandise program  

CULTURE EMPLOYEE ENGAGEMENT BRAND TRAINING REWARDS AND

RECOGNITION

•  Partnered with HR to drive consistent employee messaging

•  Aligned brand with SBC training

•  Partnered with communications team on brand voice and look

•  Aligned recruiting program with the brand

•  Aligned Career Development and Wellness programs with the brand

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HOW TO BECOME A BRAND AMBASSADOR A Call to Action Delivered Virtually and Physically CLICK TO ADD SUB HEAD OR DELETE

Know  our  company   Create  great    experiences   Share  &  influence  

Be well versed about HP: • Know our proud

history, our business vision and strategy, and our portfolio of products and services

• Enroll in Brand 101 to learn more about HP’s brand strategy

• Actively participate in leadership all-hands meetings

• Visit @HP regularly

Act and speak in a way that delivers on our brand:

•  Personally use HP products and solutions

•  Use the latest identity templates & tools in your communications

•  When you discuss HP with the outside world, be thoughtful about the messages you share.

Positively influence HP’s brand:

•  Be the voice of the customer for family & friends.

•  Share your perspectives on HP with new employees

•  Use social media to create buzz around the HP brand

• Join the conversation -- engage in the brand community

Be a true customer advocate: •  Take ownership of

the HP customer experience, no matter what your role.

•  Recommend the best HP solutions to friends and family

•  Live the HP Shared Values: Integrity & Respect, Passion & Performance

Use your position to make a broad impact:

•  Cross team lines – worry less about organizational structure and more about what’s best for the customer

•  Recognize others who exemplify our brand through the Brand Ambassador recognition program

Share and Influence Know our company Collaborate  Collaborate Create Great

Experiences Represent our

Brand

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HOW TO BECOME A BRAND AMBASSADOR A Call to Action Delivered Virtually and Physically CLICK TO ADD SUB HEAD OR DELETE

Know  our  company   Create  great    experiences   Share  &  influence  How can I perform my job in a way that reflects HP’s brand and

values?

Do I collaborate with others, in or out of my business or work group, to drive the best possible outcomes?

How am I contributing to delivering extraordinary HP experiences that fit seamlessly into the lives of our customers and our colleagues in a connected world?

Am I an example to others around me when it comes to delivering on the brand promise?

How can I have an impact on businesses, society, and our environment as I drive forward with my business priorities?

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INTERNAL BRAND ALIGNMENT

THANK YOU

Rick DeMarco June 27, 2012

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