8:00 a.m.
Registration & Continental Breakfast

8:30 a.m.

Chairperson's Welcome, Opening Remarks & Presentation
Building The Business Case For Internal Branding

Most executives believe that whether or not an organization delivers on its brand intent ultimately comes down to the way employees behave. Certainly, it is the people of the organization that create and deliver the customer experience. What many executives fail to recognize, however, is the extent to which the environment within the organization supports-- and often prevents--employees from delivering on the brand intent.

Consciously calibrating key levers in order to elicit behaviors that support the brand requires active sponsorship and support from the most senior leaders of the organization. This session will explore the combined effect of these levers (people, process and structure), and will help you build the business case for alignment.

Tracy Benson Kirker, Managing Partner
ON THE SAME PAGE
Immediate Past President, Council of Communication Management (CCM)

9:30 a.m.

Speed Networking

Meet your colleagues in this fun and fast-paced forum! You'll have a chance to meet and greet your fellow attendees.

10:30 a.m.

Breaking Through To Employees To Engage Them In Your Brand Strategy And Drive Growth

After eight decades as an industry leader, Pitney Bowes relaunched its core brand in 2003 to strategically reposition itself in the marketplace as a growth company. In 2005, Pitney Bowes redefined the category in which it competes. This complex repositioning of Pitney Bowes, from a company long identified with the manufacturing of postage meters, to the leader in providing mailstream solutions, required not only extensive external marketing, but a comprehensive, multi-faceted internal branding program.

• Leverages the full array of its external marketing, from direct mail to events to advertising, with its 35,000 worldwide employees
• Builds and measures employee understanding of the company's brand and capabilities
• Recruits employees to serve as official brand ambassadors for the "new" Pitney Bowes
• Develops key metrics to measure the success of internal programs with multiple employee audiences

The session will cover a wealth of tactics for breaking through to employees, in channels that include on-line training, live events, direct mail, and contests.

Thomas G. Tibbs, Marketing Manager
PITNEY BOWES, INC.

11:20 a.m.

How To Ensure An Integrated Internal Branding Approach That Grows Your Brand And Drives Business Results

In this informative session, you will hear how Network Appliance Inc. (NetApp), one of the fastest growing Fortune 1000 companies, has grown their brand simultaneously with revenue growth and geographic expansion. A world leader in unified storage solutions for today's data-intensive enterprise, NetApp strives to create an environment that fosters creativity, productivity, innovation, team building and leadership for all its employees. NetApp has been named by FORTUNE magazine as one of the "100 Best Companies to Work For" for the fifth consecutive year. This year, NetApp ranked in the top 10 of the list, at number six, reflecting the company's emphasis on attracting and retaining the best talent in the industry and continuing to demonstrate the values of what NetApp CEO Dan Warmenhoven calls a "model company."

You'll go behind the scenes and learn the strategy and actions that have led to the consistent growth that characterizes NetApp throughout the world. The strategy is simple, yet requires consistent discipline: NetApp leaders and employees live the company's values.

• Leadership modeling and communicating company values and aspirations
• Engaging employees through strong communications using multiple media and listening to employees
• Integrating training, performance management and internal communications to ensure delivery of consistent messages
• Seeding the brand at new locations with experienced employees who believe in and live NetApp values
• Delivering on the promise: keeping customer success a priority

Francesca Karpel, Manager, Employee Engagement
NETWORK APPLIANCE, INC.

Join a group of your communication and marketing colleagues for lunch with an informal discussion facilitated by one of our expert speakers. Take this opportunity to join others in a small, interactive group setting to network and brainstorm solutions to your most pressing internal branding concerns.

1:40 p.m.

How To Motivate And Inspire Your Employees To Make An Emotional Connection With Your Brand

Employees may understand a company's values and mission while they prepare their own goals that hopefully align with business objectives, but how can a company ensure that its employees are truly motivated and are collectively headed in the same direction? At Lockheed Martin, the nation's largest defense contractor, a slogan personifies the corporation's brand -- "We Never Forget Who We're Working For."

In this session, you will learn tips and tactics on how to motivate and inspire your employees using practical steps and applications from a Lockheed Martin company that will help to make an emotional connection with your brand.

• Create a visual program that supports the brand promise
• Engage employees in ways that reinforce the brand's mission
• Utilize customers in an internal campaign
• Use integrated media tools (print and web, face-to-face meetings, videos) to drive an enthusiastic and productive response

Joy Sabol, Vice President, Communications
LOCKHEED MARTIN MISSILES & FIRE CONTROL

2:30 p.m.

An Inside Job:
The Keys To Successfully Launching An Internal Brand That Drives Bottom-Line Business Results

Internal branding has the potential to be a critical component of a company's long-term success. It can align employees around a vision, create greater efficiency and understanding across an organization, and ultimately manifest itself externally through marketplace results.

Internal Branding success depends on generating genuine employee "engagement." The goal is to make all employees part of the communications process, create evangelism among the formal and informal leaders within an organization, capture hearts and minds across the workforce, and ultimately create the kind of behavioral changes that will drive the company's intended business results.

• Identifying the critical business "inflection point" before a moment of opportunity to enhance, evolve or completely redefine an internal brand image is missed
• Understanding the cultural implications related to establishing an internal brand and mitigating issues before they happen
• Realizing the shift in employee influence from the CEO, to the supervisor, to peers and "people like me"
• Creating engaged, empowered and believable "storytellers" throughout the organization
• Translating the brand effort into bottom-line business benefits – from recruiting, to retention, to revenue

Marguerite Copel, Vice President, Corporate Communications
DEAN FOODS COMPANY

3:35 p.m.

How To Align Your External And Internal Brand Strategies To Maximize Your Branding Efforts

Creating an employee-focused advertising campaign requires a strategy and plan that works externally with your target audience and resonates internally with your employees. Everything from selecting the employees, to filming and producing the TV spots and finding ways to extend the campaign externally and internally requires buy-in from key stakeholders to ensure success. With the recent launch of The Boeing Company’s new employee focused TV campaign, the lessons learned are fresh and the ideas to extend the campaign internally are still a work in progress.

• Choose a select few out of 150,000 employees in a fair and equitable way
• Build momentum for an employee campaign
• Extend an employee campaign internally and externally at the same time
• Measure your impact internally and externally

Fritz Johnston, Corporate Director Brand Management & Advertising
THE BOEING COMPANY

4:25 p.m.

How To Align And Brand The Culture Of A Non-Profit, Decentralized And Unionized Healthcare Company To Support Organizational Goals

Every company is unique, but some companies are more unique than others. Kaiser Permanente is one of those rare companies for which most text books don’t have case studies. Founded in 1948, Kaiser Permanente was the country’s first health management organization focusing on prepayment, prevention and an integrated approach to healthcare. Now, Kaiser Permanente is a $35 billion non-for-profit healthcare company that delivers health care to its 8 million members on a consensus basis with its 15,000 doctors that comprise The Permanente Medical Group and its 125,000 employees that belong to 32 various unions.

Trying to brand and align employee culture at Kaiser Permanente, or any company like it, requires a tailored, integrated and comprehensive, top-down/bottom-up decentralized strategy that is rooted in a brand positioning customers and employees truly believe in and the company can actually deliver on. Given the operational size and complexity of Kaiser Permanente, a decentralized strategy was essential to align their culture. To that end, the company took a rather unconventional and risky approach by first launching their award winning "Thrive" advertising campaign in the marketplace as way to galvanize and align the internal organization around the brand. As a result, policies, training, tools and incentives are now being deployed throughout the organization to empower employees to build the brand everyday on the job. Furthermore, management's expectations of employees in terms of living the brand and delivering branded customer service are being specified in new union contracts and linking pay to performance.

• Identifying and overcoming the challenges of aligning a highly unionized, decentralized company
• Establishing traction with union employees through key strategies and tactics
• Creating a clearly defined, evidence-based brand position
• Leveraging the power of an ownable and relevant advertising message to align employees around the brand
• Using policies, tools, training and incentives to align employees with the brand
• Being prescriptive in terms of brand expectations

Scott Power, Brand Planner, Internal Brand Planning, Program Offices
KAISER PERMANENTE

5:15 p.m.
End Of Day One

Let's meet and have a drink as you relax with your peers. ALL conference attendees and speakers are welcome to join us for this special opportunity to meet new colleagues. Don't miss this chance to benchmark ideas over complimentary drinks!

Sign up during the day for dinner with a group. Take advantage of Chicago's fine dining while you continue to network with your colleagues.