8:00 a.m.
Continental Breakfast & Networking

8:30 a.m.
Chairperson's Opening Of Day Two

8:40 a.m.

How To Determine Your Brand Voice And Use It To Connect With Employees

Your brand voice is about the style, tone and manner you present your brand to customers. Defining language and voice gives your brand character that helps shape advertising and marketing. But what about employees? Internally, the voice can help the company connect employees with the brand. And employees who adopt the brand voice begin to live the brand, regardless of their role.

• Determine what your brand voice is and how it relates to employees
• Gather support for speaking with "one voice"
• Incorporate voice into your communications
• Get employees to understand why voice is important

Mark A. Mills, Senior Consultant – Internal Branding
NATIONWIDE

9:30 a.m.

How To Turn Brand Values Into Bottom-Line Results In A Public Sector Branding Program

The Public Works department within the City of Olympia, Washington had a big goal: zero waste. In turn, the department had articulated its mission, vision and values to meet that goal. Then came the hard part – getting the people delivering the service (garbagemen, sewer workers, water workers, and road repair crews) to understand and live the brand promise. The solution was a series of internal branding workshops with line employees, having them create their divisions' sub-brands and training them in how what they do collectively delivers on the Public Works brand.

• Garbagemen who came into the process mocking the zero waste goal, transformed into creative problem solvers looking for opportunities to lead the City to its goal
• The creation of a brand integration plan that provides Public Works with a roadmap for aligning its actions with the City's vision
• The creation of a new name for the waste management division that better reflects its promise and vision
• Empowered employees who are clear about the value they are the delivering and the unique way they do it

In this session, you will learn about the unique challenges of internal branding in the public sector, and leave with sample exercises, roll-out workshop design, brand integration plans and ideas for motivating employees to more fully exemplify their organization's unique brand promise.

Lynn Parker, Principal
PARKER LEPLA

Debbie Sullivan, Manager of Strategic Communications, Public Works
CITY OF OLYMPIA, WASHINGTON

10:50 a.m.

How To Create An Employment Branding Campaign That Speaks To Gen-Y

With the economy heating up and the imminent white-collar shortage approaching (due to baby boomers retiring), how will you ensure you are communicating the right messages that attract your job candidates, engage your employees and stay true to your culture?

Getting in touch with the needs of your employee population is step #1. Learn how Enterprise Rent-A-Car, the largest hirer of college grads in the U.S., created an employment brand aimed at attracting recruits and retaining employees - most of whom are part of Gen-Y.

• Assess the type of research needed to best target your employee population
• Take that research and build an employee value proposition
• Build an employment brand that speaks to the new generation entering our workforce

Rob Kessler, Director of Employee Communication
ENTERPRISE RENT-A-CAR

11:40 a.m.

How To Drive Business Growth Goals By Making People Brand Ambassadors – Around The World!

Flextronics is one of the fastest-growing manufacturing companies in the world, with operations in Europe and the Americas, with explosive growth currently under way in Asia. As thousands of employees were hired, and thousands of managers promoted and developed, Flextronics has focused successfully on making people champions of their brand – true brand ambassadors! As a result, very aggressive growth targets are being achieved.

• Make front-line supervisors brand champions, AND be sure they are conveying the right knowledge and behaviors to front-line employees
• Build a global communication program to ensure understanding of, and alignment with, brand promises
• Conduct and refresh actionable research into how well employees understand and accept the brand
• Build a dashboard of key communication metrics that correlate with key business outcomes
• Obtain senior leadership support for your internal branding efforts to ensure maximum effectiveness

Richard Wong, VP Human Resources
FLEXTRONICS

David Jackson, Worldwide Partner, Communications Consulting
MERCER

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.

2:00 p.m.

How To Implement A New Culture-Building Initiative That Permeates Every Aspect Of Your Organization

Radisson Hotels & Resorts is the up-scale, full service member of the Carlson Hotels Worldwide family. This global brand has over 410 hotels in 63 countries and has undergone a major brand revitalization over the last few years. Many changes have been made to the physical product, the marketing programs and to the services and amenities offered to their guests. However, one thing has remained constant for 20 years – a Yes I Can! service attitude.

Yes I Can! began as a service training program released to Radisson hotels in 1987. Although Yes I Can! has had many face lifts over the past 20 years, the basic message has always remained the same – provide genuine, warm and caring service to every guest, every day.

Today, Radisson has been working hard to expand the Yes I Can! attitude beyond the training walls and into the entire organization. In this informative session, you will hear how Radisson Hotels Worldwide has begun defining, communicating and building the Yes I Can! culture within their organization in order to ensure a consistent internal branding message that delivers on its brand promise.

• What research is needed to uncover your current culture
• How understanding your current culture can help you plan each aspect of your new culture-building initiative
• How to internally structure yourself to support on-going, culture-building initiatives
• How to engage all aspects of the business, both corporately and field-based, to ensure program success

Deborah Schee, Training & Educational Development Consultant
CARLSON HOTELS WORLDWIDE

2:50 p.m.

How Teamwork Makes The Brand Work: The Power Of Using Matrix Teams To Roll Out A New Brand

Teamwork isn't limited to the football field or the basketball court at Ohio State. In this session, you will hear how Ohio State University (OSU) Medical Center used a matrix team approach to develop and implement a brand rollout to over 13,000 team members. Involving the right team members from across the organization – including human resources, information systems, marketing, finance, facilities, and senior leadership – helped to ensure a brand win, both during brand launch and in embedding a new brand into the organization's culture.

• Help overcome the challenges of aligning different business units under a common brand banner
• Provide feedback to avoid mistakes
• Move branding from a marketing program to an organizational imperative
• Accelerate the brand-building process by harnessing expertise from across the organization – and accomplish more than any one team could alone
• Decentralize bringing the brand to life across an organization

This session will also showcase what OSU Medical Center has accomplished in rolling out a new brand, including a senior leader retreat, a manager event, a 24-hour staff event, environmental branding, videos, print and more.

Beth Necamp, Senior Director, Communications and Marketing
OHIO STATE UNIVERSITY MEDICAL CENTER

3:55 p.m.

How To Launch A Re-Branding Program By Maintaining Employee Engagement And Demonstrating Results

Two years ago, financial services firm Edward Jones embarked on a major brand redefinition resulting in a new tagline, "Making Sense of Investing." An important part of this process was the crystallization of three fundamental brand principles. New brand advertising focused on externalizing and dramatizing the principles so that more clients and prospects would come to know and understand the Edward Jones difference. National advertising was only the first step. Concurrently, the firm redesigned its marketing communications architecture and Web site, as well as its internal communication systems.

The power of these brand principles evolved from the firm's culture. They make Edward Jones different from the inside out, and the firm's financial advisors and associates must be able to articulate and reinforce these differences in every contact they have with the public.

• Making the brand a corporate priority with top-level commitment and endorsement
• Creating a partnership between Marketing and Human Resources
• Assessing how people prefer their communications and use appropriate methods
• Developing a brand center where all information about the brand is central and available to all
• Informing and engaging employees before the brand (or rebranding effort) is launched externally

Tina Hrevus, Director, Associate Communications
EDWARD JONES INVESTMENTS

Joyce Serben, Director, Creative Services
EDWARD JONES INVESTMENTS

4:45 p.m.
Chairperson's Recap:
Key Takeaways And What To Do When You Get Back To The Office

We'll recap the highlights of the past two days and ask you to share key insights and next steps with the group.