H E R M E S,

MERCURY
& C O M P A N Y

Hermes, Mercury and Company is a full-service public relations agency dedicated to sharing our
clients message in a swift, unique way. In alignment with Hermes and Mercury, the fleet-footed
ancient gods of merchandising and prosperity, we will ensure success of our clients through clear and
consistent messaging to enhance commercial success.

Hermes, Mercury and Co. believes in delivering sound and accurate messages in a timely fashion.
We share expertise in social media best practices, digital marketing, internal communications best
practices, graphic design and research. With the teams unique skill set, we deliver excellent counsel
and strategy to our clients.

Anne-Marie Colant Elaina Enselein Daria Gaither

Account Executive Executive Editor Research Manager

Stephanie Martoccia Aaron Tadian Erin Zaranec

Executive Designer Financial Manager Account Supervisor

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TABLE OF CONTENTS
Executive Summary..................................................................................................................................................................3
Situation Analysis......................................................................................................................................................................4
Company Overview..................................................................................................................................................................4
Goodyears Internal Audience.............................................................................................................................................5
Communications Channels..................................................................................................................................................6
SWOT Analysis........................................................................................................................................................................10
Best Practices of Internal Communications..................................................................................................................12
Problem Statement................................................................................................................................................................13
Goal Statement........................................................................................................................................................................13
Objectives.................................................................................................................................................................................13
Audiences.................................................................................................................................................................................14
Key Messages .........................................................................................................................................................................15
Strategies...................................................................................................................................................................................15
Tactics ........................................................................................................................................................................................16
Evaluation.................................................................................................................................................................................24
Campaign Map........................................................................................................................................................................25
Budget........................................................................................................................................................................................26
Secondary Research.............................................................................................................................................................27
Primary Research....................................................................................................................................................................36

APPENDIX
Content Calendar..................................................................................................................................................................A 1
Yammer.....................................................................................................................................................................................A 4
GO Homepage Graphics....................................................................................................................................................A 5
Video Story Board 1..............................................................................................................................................................A 6
Poster Series............................................................................................................................................................................A 8
Video Story Board 2...........................................................................................................................................................A 10
Drive it to the Top Poster..................................................................................................................................................A 11
Focus Group Guide............................................................................................................................................................A 13
Focus Group Consent Form...........................................................................................................................................A 14
Focus Group Deliverable.................................................................................................................................................A 15

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EXECUTIVE SUMMARY

Goodyear Tire & Rubber Company, one of the worlds largest tire companies, was founded in Akron,
Ohio in 1898. As the first company to globalize tire production, Goodyear attributes its success to its
team of associates, the lasting relationships it has built with customers and business partners and its
creation of a sustainable business model that consistently delivers a strong return on investment.
Goodyear prides itself in maintaining a strong culture among associates across all regions. ONE
TEAM Driving Performance- on the road, in the marketplace, and throughout the company, is the
slogan Goodyear uses often to show its commitment to bringing all global associates together to meet
business goals and serve the community.

The company challenged Hermes, Mercury & Co. to increase engagement among its associate popu-
lation by establishing meaningful, two-way communication. The agency conducted extensive primary
and secondary research to better understand Goodyears communication and content strategies,
Goodyear associates wants and needs as it pertains to corporate communication and overall internal
communication best practices.

The agency created an 18-month campaign to accelerate Goodyear associates in the Americas
region to ambassadors, using personalized and relevant communication to increase engagement
across primary communication channels and ensure associates understand how their role in the com-
pany relates to achieving business goals.

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SITUATION ANALYSIS

Hermes, Mercury & Co. conducted primary and secondary research to better understand Goodyear
as an organization, its communications strategies and internal communications best practices. Sec-
ondary research consisted of analyzing a company overview and corporate website, findings from a
2016 Goodyear Internal Communication Survey, a 2017 Goodyear communications channel over-
view, a Goodyear Intranet focus group findings, the metrics for available current internal communi-
cations channels and the Goodyear Strategy Roadmap. Upon completion of secondary research,
the agency conducted eight interviews with 14 Goodyear associates and hosted a focus group with
Goodyear associates, along with in-depth interviews with four of industry professionals and Goodyear
associates.

COMPANY OVERVIEW
Goodyear Tire & Rubber Company, a 119-year-old company headquartered in Akron, Ohio, employs
66,000 global associates. The global company has two innovation centers, located in Akron and
Colmar-Berg, Luxembourg. The companys accomplishments include being the first in the global tire
industry by attracting, developing and retaining the best team of associates; earning and building last-
ing relationships with customers, consumers and business partners and exceeding their expectations;
driving an efficient, aligned and effective organization; and creating a sustainable business model that
consistently delivers a strong return on investment.

Effective and efficient communication between

associates is important to achieve business goals.
Management strives to foster increased engagement in What is engagement?
meaningful, two-way communications among associates PARTICIPATION OR INTERACTION
across the globe. The Global Internal Communication team OF EMPLOYEES WITH GLOBAL
COMMUNICATIONS
determines success as associates participating with and
understanding of global communications. UNDERSTANDING: THE ABILITY
TO RELATE KNOWLEDGE FROM
Goodyear operates in three global regions: GLOBAL COMMUNICATIONS TO
Americas: North America and Latin America THEIR WORK
Asia Pacific
Europe, Middle East and Africa (EMEA)

The Global Internal Communication function is led by the senior vice president of global
communications, who oversees two divisions: Corporate/Functional and Regional. Functions that fall
under the Corporate/Functional division, include: finance, human resources, corporate
communications, etc. The Regional division is comprised of three communication leads who are
responsible for communicating to each global region. See figure on next page.

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The Latin America region and North America region were recently integrated to form the the Ameri-
cas. The company saw an opportunity to integrate the two lines of business to better achieve busi-
ness goals. The Global Internal Communication team recognized associates in the Americas would
need regular communication specific to the integration.

To keep associates in the Americas region up-to-date with the progress of integration, the company
created the Traction newsletter. As the two regions come together to form one, there is an opportunity
to strengthen overall communication and better relate associates day-to-day duties and responsi-
bilities to their overall impacts on the companys success. The merger was implemented as a result
of the 2016 Internal Communication Survey, which showed survey respondents in the Latin America
region were the least satisfied with overall company communication. Due to geographic location and
strong success in the North America, the two regions were integrated.

GOODYEARS INTERNAL AUDIENCE

Within its 66,000 associates, the Global Internal Communication team communicates to an internal
audience of 29,000 wired associates who have access to a Goodyear email address, computer and /
or company intranet.

The internal audience is broken up into three main segments: leaders of business, leaders of others
and individual contributors. Leaders of business run an entire function or business unit, leaders of
others have teams of direct reports and individual contributors do not have any direct reports
underneath their position.

Age demographics of salaried associates provided by

Goodyears Global Talent Representative, Amy Alexy, show that
Generation X (1965-1980) makes up 42 percent of the
workforce, followed by Generation Y/Millennials (1981-2000) at
31 percent, Baby Boomers (1946-1964) make up 25 percent of
the workforce and 2 percent is unknown.

The company communicates with associates across various

cultural backgrounds and language barriers. While the Global
Internal Communication team primarily creates content in
English, other regions speak various languages including:
Spanish, Portuguese, Chinese, Japanese, Bulgarian, Russian
and French, amongst others. Within the three business regions,
Goodyear has a presence in more than 60 countries.

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COMMUNICATION CHANNELS
Corporate communications are distributed via five primary channels: an intranet, video sharing
platform, social media platform, mass emails and digital screens.

Messages originate from the vice president of

communication at corporate headquarters and the
directors from each global region. These messages are
then passed down to leaders of others, or managers of
different departments or groups. Then, these messages
1
are disseminated to individual contributors. In both
secondary and primary research, the agency found
associates prefer receiving communications from their
direct supervisor, but sometimes the message can get
lost when being passed from the highest levels to
individuals. The 2016 Internal Communication Survey1
indicated Latin America associates want more
communication from their leaders and managers.
Twenty-four percent of associates strongly agreed they
trust the information they receive from the leader of their region, business unit or function.

Research indicated associates want to receive relevant and personalized communication. According
to the 2016 Internal Communication Survey, 83 percent of associates in the North America region and
74 percent in the Latin America region are overall satisfied with how Goodyear keeps them up-to-date
about key business topics. Although there is a high overall communication satisfaction rate, the
personalization of communication is one of the top three ways associates suggest improving
communication efforts, according to the survey.

Goodyear Online News (GO News) (reach: 29,000 associates):

GO News, the companys intranet, is the one-stop news hub for all Goodyear global
news. Content posted to the GO News channel includes timely news updates with photo
and video content. There is an established process for global news submissions. The
Global Internal Communication team has seen an increase in total pageviews and
visitors from other countries over the past year.

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According to the 2016 GO News metrics, the GO News home page had over 7.3
million page views, over 1 million unique visits and a total of 785 articles published.

Global News Page: In 2016, global news received 9,089 unique visits and
published the
largest number of articles with 191 articles.
North America Region Page: In 2016, North America received 11,087 unique
visits and
published 171 articles.
Latin America Region Page: In 2016, Latin America received the least number

According to the 2016 Internal Communication Survey, only 68 percent of survey

respondents agree it is easy to access updates about their region, business unit or
function. Key findings from the survey indicate survey respondents in North America
are more likely to visit the homepage than any other region. Among the questions
asked in the survey, when asked if the GO home page helps to
understand what is happening around the company, 94 percent of survey respondents
answered strongly agree or agree.

Goodyear Video (GO Video) (potential reach: 29,000 associates):

GO Video is a video sharing site for Goodyear associates and is managed by
communications leads. It is integrated with Microsoft Office 365 and allows for
controlled video sharing by approved creators. According to the 2017 Channel
Overview presentation, GO Video has proven to be an effective channel for success
stories, leadership messages and highlighting associates. Videos can also be
embedded into and shared on other channels. Although GO Video proves as an effec-
tive channel for certain content,
videos are not published frequently.

Yammer (current reach: 14,400 associates): Yammer is an internal social network

that allows Goodyear global associates and contractors to connect with each other. It
is a Microsoft program easily accessible through My365 tools and a mobile
application. In January 2017, metrics from Yammer show that in one month, there
were:
14,451 total all time members on Yammer
237 new members
4,447 engaged members
125 active groups
1,406 messages sent

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 According to the 2016 Internal Communication Survey, Yammer has the lowest par-
ticipation rate of the companys communication channels, with 23 percent of survey
respondents in North America and 51 percent in Latin America saying they use the
network. Fifty-nine percent of survey respondents who use the tool feel it is a good use
of their time. Although Yammer is lacking in participation, it has proven to be an effective
social tool among those who use it. According to key findings from the 2016 Internal
Communication Survey, 84 percent of survey respondents strongly agree or agree Yam-
mer is a good place to connect with other associates. Though Yammer is an effective
tool to connect with other associates, only 69 percent of survey respondents strongly
agree or agree Yammer is a good place to connect with company leaders.

Yammer is an effective channel to connect the global workforce, but there is no ability
to translate content. According to the 2017 Channel Overview presentation, other lim-
itations include all leaders do not use the tool, inactive groups, limited metrics and the
inability to outreach group admins.
Mass Emails/Goodyear Online News Emails (potential reach: 29,000 associates):
Mass emails are used to push news directly to associates. Mass emails are a quick way
to send urgent messages. The emails are attention-grabbing, visually interesting and
prompts actions. All mass emails follow a Goodyear template, providing a clean and
consistent appearance. This channel drives traffic to the GO News channel. Currently,
all wired associates receive GO News emails every Tuesday and Thursday.
According to the 2016 Internal Communication Survey, mass emails received the
highest participation rate from survey respondents, but was not rated as effective as
other channels. Sixty-eight percent of survey respondents strongly agree or agree the
news pushed through emails contain information that interests them. When asked an
open-ended question about why associates do not read mass emails, survey respon-
dents had the following responses:
A lot of them do not pertain to my job duties.
I feel that some are not applicable to my job.
I receive way too many emails from many directions.
The survey indicates survey respondents outside of North America are more likely to read mass
emails. According to the 2017 Channel Overview presentation, limitations of mass emails include:
associates feel they receive too many emails, many emails are sent by other corporate teams without
the Global Internal Communication team having any notice and most content is not translated.

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Digital Signs (current reach: 3,000 associates): Digital signs are an electronic
messaging tool that features graphics and audio/visuals. The digital signs include a
news feed, weather updates and can incorporate videos with subtitles. This channel is
an effective tool for delivering quick and concise bits of information. According to the
2016 Internal Communication Survey, digital signs have a high
effectiveness rate, but a low participation rate at 54 percent.
Ninety percent of survey respondents strongly agree or agree digital signs are a good
use their time. Although effectiveness is high, digital signs are only located in the North
America region at the Akron Global Headquarters and some manufacturing plant
locations. According to the Global Internal Communication team, the digital signs are
poorly positioned and there is no practical way to evaluate the success of the channel

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SWOT ANALYSIS
After conducting primary and secondary research, Hermes, Mercury & Co. determined strengths,
weaknesses, opportunities and threats for Goodyears internal audience and communication
channels. Through interviews with Goodyear associates, in-depth interviews with industry
professionals, a focus group and analysis of Goodyear provided materials, the agency was able to
determine key areas of analysis.

STRENGTHS
Goodyear communicates with five primary channels, seeking associate feedback when implementing
and making changes to communication channels. Goodyear redesigned the GO News intranet based
on associate feedback. New features include a more clean homepage design with customized links
for associates, and a feature to like and comment on articles.

According to the companys 2016 Internal Communication Survey, 79 percent of survey respondents
are satisfied with the way the company keeps them up to date with key business issues. Awareness
of key business topics is high, proving that the company promotes information well. Associates in the
agencys focus group expressed an interest in digital and email communications, which is the platform
Goodyear uses for the majority of communications with wired associates.

WEAKNESSES
Currently, the Global Internal Communication team does not use any formal communication or
content strategy to inform communication decisions. There are no content calendars or formal
content strategy for the team to follow. The Global Internal Communication team actively seeks
associate stories to turn into written communication elements, but each region submits stories at a
different rate. In 2016, North America published 171 articles while Latin America published 35 news
articles.

The GO News Channel helps associates better understand the business across regions. According to
the 2016 Internal Communication Survey, 94 percent of survey respondents strongly agree or agree
articles on the GO News home page help them to understand what is happening around the
company. Although the GO News channel is effective in helping associates understand what is going
on around the company, the survey also indicated there is still a lack of engagement with key
business topics. According to the survey, 45 percent of survey respondents can answer questions
about the Goodyear company strategy (insight), but only 25 percent of respondents actually know
what to do with it or how to support the company strategy (engagement). This indicates associates
are aware of key business topics, but are not aware of how their job directly plays into these topics.

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With the cascading message system, leaders of others receive messages from corporate and are in
charge of disseminating the messages to their teams. According to Goodyears Manager of
Corporate Communications, Jim Davis,1 when leaders of others receive messages to communicate
to their teams, they are not given any direction from corporate on how to effectively communicate the
messages. There are occasions when corporate will supply leaders of others with communication tool
kits, which include key messages, talking points and answers to frequently asked questions.

OPPORTUNITITES

Extensive primary and secondary research indicated associates want more customizable and
personalized content. According to the 2016 Internal Communication Survey, when surveyed about
associates overall satisfaction with communication, a top theme uncovered in an open-ended
question was it works the way it is. This suggests Goodyear does a good job with communication,
but survey respondents recommended personalized communication as an improvement. Survey
respondents answered the open-ended question about the want for personalized content with the
following responses:

Better targeted information. I get a flood of information and it is increasingly difficult to

distinguish the important from the unimportant.
Personalize the message so associates can relate the message in their workplace.

Hermes, Mercury & Co. recognized Goodyear has an opportunity to better connect with associates
by giving them more control of the communication they receive. Yammer provides an opportunity
for social collaboration amongst associates. According to the 2017 Channel Overview presentation,
Yammer enables two-way and multi-way communication. The agency learned from the 2016 Internal
Communication Survey that although Yammer has a low participation rate, Yammer is succeeding as
a social tool. Eighty-four percent of survey respondents strongly agree or agree Yammer is a good
place to connect with other associates.

With the integration of the North America and Latin America regions, there is an opportunity to
increase Latin America associates overall satisfaction with Goodyear communication. According to
the 2016 Internal Communication Survey, survey respondents in the North America region are overall
most satisfied with Goodyears communication, while Latin America associates are least satisfied.
Survey respondents in Latin America are interested in more communication around strategy, financial
planning and goals.

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THREATS
As stated by Paul Fitzhenry,1 senior vice president of Global Communications for Goodyear, the
company is constantly competing for the attention of its associates. With the increased popularity of
social media, cell phone applications and the Internet being accessible 24/7, Goodyears corporate
messages have to cut through the clutter, as quoted in a client meeting. Another threat faced by the
company is the workload of associates. As stated by Mike Janko,2 director of Global Business
Continuity, the key factor in effective communications is making your message a priority. Through
interviews and a focus group, associates expressed a lack of one major thing: time. Associates like
face-to-face communications, but dont always have the time for it.

Goodyear also needs to find a way to cross the language barrier. With increased globalization comes
an increase in language barriers and cultural differences. The increased globalization can cause it to
be harder to translate into an increasing number of native languages and adapt to the communication
norms of various cultures.

BEST PRACTICES OF INTERNAL COMUNICATIONS

Hermes, Mercury & Co. studied literature on best practices of internal communication and interviewed
industry experts. The Central Intelligence Agency overcomes obstacles to communication with
associates worldwide by using up to 10 different communication channels. Through employee
surveys, the CIA identified that repeating the same message across multiple channels made it more
likely for associates to come across the message in a way that would resonate with them. FedEx
Ground 3 ensures all messages are translated to reach global associates.

Yammer can be highly successful if that the channel has a high adoption rate from associates,
according to The Brunswick Group.4 Creating an engaging environment on Yammer by establishing
themes for conversation, appointing moderators to prompt responses and allowing associates to
share thoughts and ideas will lead Goodyear to success on this channel.

It is important to note that too much communication, whether it be written, in person or online, can
become white noise and overwhelm associates. By creating a communication strategy and content
calendars, Goodyear can avoid overwhelming associates with information.

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PROBLEM STATEMENT
With 66,000 associates across the globe, Goodyear actively works to promote the culture of ONE
TEAM Driving Performance. According to the companys 2016 Internal Communication Survey,
awareness of key business topics is high, but engagement with the same topics is low. The
companys Internal Global Communications team disseminates information across five main
channels, but associates do not have an understanding of how this information impacts their role in
the company as a whole.

GOAL STATEMENT
To promote the culture of ONE TEAM Driving Performance, Hermes, Mercury & Co. created a
campaign to increase associate engagement by putting associates in the drivers seat. By providing
associates with relevant and personalized information, access to company leadership and an
understanding of their role in the company at large, Goodyear will win at the intersection.

OBJECTIVES

Engage 2,500 associates in the Americas region with the culture of ONE TEAM Driving
Performance through print and digital communications by December 2018.

Transform associates into Goodyear brand ambassadors by increasing associates

engagement with digital communications by 10 percent of associates in the Americas region by
December 2018.

Transform Yammer from a social media network to a social collaboration tool by increasing the
usage of Yammer by associates in the Americas by 5 percent by December 2018.

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AUDIENCES
PRIMARY AUDIENCES
Leaders of others in the Americas - Leaders of others, particularly those at the director level are
the primary audience for our campaign. Since messages cascade from the top to the bottom, the
leaders of others are tasked with receiving, understanding, and disseminating information in a way
their teams will understand. Leaders of others are direct supervisors, meaning they have the power to
foster the culture of ONE TEAM Driving Performance amongst members of their team.

Individual Contributors in the Americas - Individual contributors in the Americas are a second
primary audience. Individual contributors encompass associates from store managers to Goodyears
IT team, making it a difficult group to engage and define. For an individual contributor, knowing your
place in a global company matters. Hermes, Mercury & Co. recommends creating posters, digital
stories and a feedback feature targeted at engaging individual contributors with their role in ONE
TEAM Driving Performance.

SECONDARY AUDIENCES
The Global Internal Communication Team
Senior Manager of Communications for Latin America region
Internal Communications Manager for the Americas region
Leaders of business

RATIONALE
When conducting research, Hermes, Mercury & Co. interviewed communicators from each of the
companys regions. A common message was heard: a majority of information originates in, and
usually focuses on, the Americas.

With more than half the business associates working in the Americas, the agency recommends
focusing its efforts where they would have the most impact. According to the Global Internal
Communication team, more than two-thirds of the companys communicators sit in Akron, Ohio -
providing them easier access to associates from the Americas region and associates from key
communication teams. Taking budget and access into consideration, we created a strategic plan that
will be implemented in the Americas from June 2017 to December 2018 and can be later used as a
template for other regions to follow.

Each region has associates who work as leaders of others. This group of associates is responsible for
receiving information from the Global Internal Communication team and disseminating this
information to their direct reports. Currently, the company does not have a streamlined process for
leaders of others to do so, allowing them flexibility in their communications. This flexibility sometimes
leads to messages getting lost in the shuffle. By focusing on this audience, Hermes, Mercury & Co.
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KEY MESSAGES
Personalizing content to areas and functions is pertinent to associate understanding and
engagement with key Goodyear business topics.

Yammer is not just a social media tool, but a platform for professional collaboration.

Each individual associate has a critical role in Goodyears culture of ONE TEAM Driving
Performance.

STRATEGIES

Rejuvenate the culture of ONE TEAM Driving Performance through digital and print
communications.

Integrate Yammer into the workflow of associates through face-to-face and digital methods.

Empower associates to become content creators through print and digital communications.

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 HERMES, MERCURY & COMPANY

TACTICS

STEERING THE STORIES OF GOODYEAR:

INTERNAL COMMUNICATION CONTENT CALENDAR

Before leaving on a road trip, its important to plan ahead. A map is a necessary tool for guiding
direction. When followed correctly, a map is sure to guide the driver on a road to success. Hermes,
Mercury & Co. created an internal communication content calendar to help steer the stories of
Goodyear, creating a communication strategy that will help put associates in the drivers seat of
content creation.

By creating a content calendar for the Global Internal Communication team, the company will have a
streamlined content strategy for information that will be posted across the companys various
communication channels. The content calendar will help avoid information overload and assist the
Global Internal Communication team in planning content, while encouraging associates to become
content creators.

AUDIENCE
Global Internal Communications team in the Americas
Leaders of others (specifically at the director level) in the Americas
Individual contributors in the Americas
Internal Communications Manager for the Americas

IMPLEMENTATION
The content calendar will be created on a quarterly basis, providing the Global Internal
Communication team with a three-month communications planning tool. The calendar will be
color-coded based on communication channel. Each month will focus on a central theme, allowing
the company to align the brand narrative with associate stories and corporate communications that
are based on a universal theme that associates can connect with on a personal level.

Monthly topics will be promoted on GO News Online and via email each quarter, allowing associates
to see what topics Goodyear will be promoting in three month segments. The promotional graphic
on GO News would connect associates to a live link email inbox, allowing associates to submit short
stories that tie in with monthly themes. By enabling associates to become content creators, Goodyear
associates will receive relevant and personalized information each month from individual associates
across their region. Monthly promotional graphics will also be shared to Yammer groups. Associates
will be encouraged to share stories to Yammer groups and engage in conversation with other
associates.

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January- A look ahead for Goodyear, what to expect in 2018

February- Black History Month, highlighting diversity within the company
March- Women at Goodyear, highlighting diversity within the company
April- Goodyears efforts to go green, contribute to environmental sustainability
Currently, Global Internal Communication accepts associate stories via email. Steering the Stories of
Goodyear will provide the company with a streamlined, innovative approach to turning associates into
brand ambassadors.

The Global Communications team will select between four and eight stories a month to develop and
publish on the GO Homepage and repurpose for other channels. A Goodyear intern will then develop
the story and turn a final copy into the director for approval, prior to publishing. The story ideas will be
accepted between the first and tenth of each month. At the end of each month, a YamJam will be held
about the topic.

MEASUREMENT
Success of the content calendar will be evaluated based on the amount of content created relevant to
monthly themes and by tracking the number of story submissions. Engagement on each article,
including likes, comments and shares, will be monitored throughout the month, including stories
shared to Yammer groups.

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CARPOOL COLLABORATIONS; YAMMER CAMPAIGN

What is discussed in a carpool to a business lunch or midday meeting? Usually, quick pieces of
relevant information are shared. By integrating Yammer into the workflow of associates, Yammer will
create collaborative conversations similar to those that may take place in a car. Carpools are efficient
and by implementing Yammer groups into the workflow of associates, Yammer can make
communications efficient, too. Yammer encourages associates to work out loud, or publicly share
and discuss their work, encouraging the ONE TEAM mentality embodied at Goodyear. The Carpool
Collaborations campaign is designed to transform Yammer from a social networking site to a social
collaboration tool. Functional groups will be created for different projects, teams, and functions.
Leaders of others will be trained on how to best monitor and create groups on Yammer.

Hermes, Mercury & Co. found that across Goodyears hierarchy, associates want quick, concise and
relevant communications. When interviewing associates, the agency discovered one key trend that
was repeated by associates at all levels: Yammer is a channel that is available to, but not fully
integrated into the workflow of associates. A focus group participant1 mentioned associates often
resort to texting for quick and concise communications, forcing company discussions to take place
outside of the Goodyear communications network. By using Yammer as a communications tool rather
than a social network, all Goodyear communications can take place on a company supported net-
work.

AUDIENCE
Leaders of others in the Americas
Individual contributors in the Americas
Global Internal Communication Team
Senior Manager of Communications for Latin America region
Internal Communications Manager for the Americas region

IMPLEMENTATION
Hermes, Mercury & Co. has created a strategic timeline to best implement a new Yammer strategy for
Goodyear over the span of 18 months.

Online training sessions will be created for leaders of others, showing the functional uses of Yammer
and how to begin integrating Yammer into the workflow of associates. Training sessions will be
offered as physical courses at the companys headquarters and will be available to associates to view
online as well.

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Five training videos will be created, covering: an overview of Yammer as a social collaboration tool,
how to create and use Yammer groups, Yammer integration with Office 365, using the Yammer
mobile application, using the discovery feed and following the company at large.

To incorporate Yammer into the workflow and lives of associates, the agency recommends creating
professional groups that are specific to demographic groups within the company instead of business
functions. This allows for social networking amongst social collaboration.

By changing the strategy for Yammer, the agency strives to change the thinking surrounding and the
way associates use the social collaboration tool.

Yammer Groups are integrated with Office 365. Any group created in Yammer automatically has a
group Planner for task management, a SharePoint Online team site and a OneNote Notebook. These
collaborative tools allow teams to use Yammer for workplace productivity, without the hassle of email
or scheduling meetings. This will be most helpful to the groups divided by function.

Suggested Groups:

Global Communications
Human Resources
Information Technology
Finance / Accounting
Groups created for all direct reports by leaders of others
Women Professionals in the office
Young Professionals (under 30) in the office

MEASUREMENT
Success will be measured by how many associates attend training sessions and how many
functional Yammer groups are formed and actively used. Continuous monitoring of Yammer will be
conducted to evaluate usage and success.

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ONE TEAM DRIVING PERFORMANCE:
YOURE DRIVING THE COMPANY POSTER CAMPAIGN
Street signs serve as affirmations to the driver that they are in the right place and on the right path. To
make sure associates know they are in the right place at Goodyear, Hermes, Mercury & Co.
recommends implementing a poster campaign to help associates understand the role they play in
Goodyears road to success. The poster-sized graphic representations will detail each functions role
in the Goodyear business as a whole. Graphics will include key numbers and figures relevant to each
function and business unit, including statistics of how many tires are produced by Goodyear
production plants, what industries are impacted by Goodyear tires and products, how much retail
stores generate in sales and other relevant insights.

Through primary and secondary research, Hermes, Mercury & Co. noted the importance of
associates engaging with key business topics identified on the companys Strategy Roadmap.
According to Goodyear, a key factor in engagement is associates having the ability to relate
knowledge of global communications to their work in a way that helps the organization achieve its
goals. The agency believes that when associates understand their place in the company, it solidifies
the reason for the work done on a daily basis. To encourage associates to engage with the company
and understand their work, Hermes, Mercury & Co. created the ONE TEAM Driving Performance:
Youre in the Drivers Seat, poster series and an internal social media campaign.

AUDIENCE
Individual contributors in the Americas
Internal Communications Manager for the Americas
Senior Manager of Communications for Latin America

IMPLEMENTATION
The agency recommends using Goodyear data and statistics to create poster-sized graphics that will
be placed in the companys corporate and retail locations. Key statistics for each business function
will be compiled by the Global Internal Communication team and the agency will create the poster.

Following the creation of Goodyear poster-sized graphics, the agency recommends Goodyear use
digital communication to tease the print posters on Yammer that will be sent to Goodyear corporate
and retail locations. Along with the teaser posts, Goodyear Internal Communication will facilitate a
YamJam in which associates will be asked to share their stories of how their work has affected the
company or its consumers. For example, sharing moments that have solidified their place on ONE
TEAM or sharing their favorite moment with a Goodyear consumer. To promote the poster campaign,
a video that shows the importance of Goodyear associates to the company will be shared on GO
Video and across Yammer. The purpose of the video is to add value to the associates and help them
to understand their continous role in the companys success. From the stories that are shared, a GO
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News article will be written and posted to GO News and across Yammer, featuring the associates and
their stories to create a greater sense of belonging in the company among associates. While the
internal social media campaign is taking place, Goodyear will print and distribute the poster-sized
graphics to all locations across the Americas to remind associates that their position is valued by the
company.

MEASUREMENT
The success of the posters will be evaluated through digital methods, primarily focusing on the
number of views, likes, comments and shares the online promotional teasers receive and on
engagement (views, likes, comments, shares) with any stories produced as a result of the poster
series.

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DRIVE IT TO THE TOP- ASSOCIATE FEEDBACK INBOX
Drive It To The Top will introduce a feature on the GO News homepage for associates to send
feedback directly to leaders of business. A different leader of business will be assigned to the inbox
each week and will be responsible for responding to associates messages in a timely fashion.
Messages will be sent and received as private emails, only visible between associate and leaders of
business. The agency will continuously monitor the inbox for trends in functions or departments.

By creating a feature for associates to speak directly to leaders of business, it will open the line of
communication for associates who have questions, concerns, or feedback about key business topics,
projects, company news and more. Hermes, Mercury & Co. gained key insight about the
accessibility of the leaders of business to other Goodyear associates when conducting primary
research. The agency learned if associates do not have a personal relationship or personal
connection with the leaders of business, then it can be difficult for associates to communicate to the
leaders of business.

To continue to promote the culture of One Goodyear, Hermes, Mercury & Co. believes this feature will
begin to encourage two-way communication between leaders of business and other Goodyear
associates in the Americas region. Goodyear attributes the success of its business to its associates
and it is important for associates to understand the value of their feedback and concerns when
making pertinent business decisions.

AUDIENCE
Leaders of business in the Americas
Leaders of others in the Americas
Individual contributors (leaders of self) in the Americas

IMPLEMENTATION
Throughout the month, the agency will monitor the inbox, identifying common trends and themes
amongst feedback from associates. At the end of each month, a GO Video and Go News article fea-
turing leaders of business will be created to provide resources and information answering concerns
among the identified categories of feedback. It is understood that leaders of business are very busy,
but this feature will be monitored by agency representatives and will serve to be an effective and effi-
cient way to foster an environment that welcomes two-way communication .

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The new Drive It to the Top feature will be promoted through print materials, a video and digital and
face-to-face communication:

Drive It to the Top flyers will be posted in break rooms.

Leaders of others will be asked to speak with their teams about the new feature.
Information about the new feature will be posted to digital signs.
Global Internal Communication will post a video to the GO Video page about the new feature.

MEASUREMENT
The success of Drive It To The Top will be evaluated by the number of inquires or pieces of feedback
received by associates, along with any engagement on the Drive It To The Top promotional video and
promotional flier.

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EVALUATION
Objective 1: Engage 2,500 associates in the Americas region with the culture of ONE TEAM
Driving Performance through print and digital communications by December 2018.
The agency will evaluate success based on the number of associates who engage with the culture
of ONE TEAM Driving Performance by becoming content creators. Through Steering the Stories of
Goodyear, ONE TEAM Driving Performance poster series and Drive It To The Top feedback inbox,
associates are encouraged to create communications within the company. Success will be met when
2,500 associates have created content, submitted feedback to Drive It To The Top or viewed Drive It
To The Top monthly recap videos.

Objective 2: Transform associates into Goodyear brand ambassadors by increasing

associates engagement with digital communications by 10 percent of associates in the
Americas region by December 2018.
The agency will evaluate the transformation of Goodyear associates to brand ambassadors based
on the engagement with content created through Steering the Stories of Goodyear and ONE TEAM
Driving Performance: Youre Driving the Company poster campaigns. Engagement will be defined as
the number of views, likes, comments and shares content receives on GO News and Yammer.

Objective 3: Transform Yammer from a social media network to a social collaboration tool by
increasing the usage of Yammer by associates in the Americas by 5 percent by December
2018.
The agency will evaluate the Yammer transformation by tracking the number of associates who view
and participate in Yammer training videos. Yammer analytics will be continuously monitored, including
the number of groups created and monitoring group activity.

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CAMPAIGN MAP

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BUDGET

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SECONDARY RESEARCH
EXECUTIVE SUMMARY
For 119 years, Goodyear Tire & Rubber Company has worked towards continuous improvement and
innovation. To learn more about the company and its internal communications, Hermes, Mercury &
Co. reviewed the companys Strategy Roadmap, Goodyears corporate website, a 2016 Goodyear
Internal Communication Survey, a 2017 Goodyear channel overview, client-provided channel metrics
and analytics, along with best practices from industry experts on internal communications.

Key findings from Hermes, Mercury & Co.s secondary research include:

Goodyears Global Internal Communication team distributes content across five primary
channels: GO News Online, GO Video, Yammer, mass e-mails and digital signs.

According to the companys Internal Communication Survey, awareness of key business topics
is high but engagement with the same topics is low. For example, 94 percent of survey
respondents have awareness of Goodyears Strategy Roadmap, but only 17 percent of
respondents have engagement with the Goodyear Strategy Roadmap.

Yammer has the lowest participation rate of Goodyears primary communication channels.
According to the companys Internal Communication Survey, associates agree that Yammer
is a good place for the company to share news. As of January 2017, there were 727 Yammer
groups, but only 125 of the groups were active.

Leaders of business were most satisfied with Goodyears communications (82 percent),
followed by leaders of self (80 percent). Leaders of others were the least satisfied (75 percent),
at four percentage points below the overall score.

GOODYEAR GLOBAL COMMUNICATIONS

With 66,000 associates globally, Goodyear has organized its communication model to efficiently and
effectively communicate to all associates. Goodyear operates with a two-division communications
model: Corporate/Functions and Regional.

Of the companys 66,000 associates, 29,000 are wired - meaning they have access to a Goodyear
email address and intranet. Wired associates consist of associates at Goodyears Akron
Headquarters, members of the field sales team, salaried associates at manufacturing plants and store
managers and service managers at retail stores.

The Corporate/Functions division indirectly supports the entire business. It is internally focused and
serves as the primary point of contact to all Goodyear associates. The divisions that operate under

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the Corporate/Functions side of the model include human resources, corporate communications and
global operations and technology.

The Regional division directly supports the business and is externally focused. Each of the three
regions has its own team of communicators. When the Corporate/Functions division needs to
communicate a message company-wide, it will pass the communication down to the Regional
divisions to be tailored to associates in assigned regions.

COMMUNICATION CHANNEL METRICS

As stated in the situation analysis, Goodyear communicates with its associates through five primary
internal channels: GO News Online, GO Video, Yammer, mass emails and digital signs. These
channels are the primary source of communication between Goodyear corporate and each region.

Goodyear provided channel metrics for Yammer and the GO News Online intranet. Both channels are
available to all 29,000 wired associates across all regions.
Yammer Users
Key findings from the Yammer metrics are as follows:

As of January 2017, Yammer had 14,451 total members

4,447 members are considered engaged or active

members

125 groups sent 1,294 messages across the platform

82 percent of users access Yammer through the web, with

14 percent accessing the platform via a mobile application

Key findings from the GO intranet analytics are as follows:

The United States and United Kingdom are always the top two countries with unique visits to
the GO Homepage. Other top countries include: Poland, Philippines, France, South Africa,
Brazil and Slovenia. The United States has an average of 74,178 unique visits per month while
all other countries combined had an average of 46,999 unique GO Homepage views per
month.

The GO Homepage received more than seven million pageviews in 2016. The Global News
section of the GO intranet received 24,060 unique pageviews, publishing 191 articles

There were 785 articles published on the GO Homepage in 2016

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INTERNAL COMMUNICATION SURVEY- KEY TAKEAWAYS

Goodyear hosted the 2016 Internal Communication Survey on SurveyMonkey from February 22 to
March 11, 2016. The survey was translated into eight different languages and featured five groups
of multiple choice questions and two open-ended questions. At the time of the survey, North America
and Latin America were two separate regions and had not yet merged. The survey was sent to a
random sample of 3,000 Goodyear associates in all different regions and received 966 responses.
The findings of the survey were compiled and presented in April 2016.

Key findings are as follows:

Overall, 79 percent of respondents were
satisfied with the way the company keeps
them up to date with key business issues.
By region, satisfaction varied:

North America associates have the

highest satisfaction rate, at 83
percent.
Associates in Latin America have the
lowest satisfaction rate, at 74
percent.

Three categories of associates participated

in the survey: leaders of business (function
/ unit leaders), leaders of others (managers
with direct reports) and leaders of self
(individuals with no direct reports).
Leaders of business were most satisfied with Goodyears communications (82 percent), followed by
leaders of self (80 percent). Leaders of others were the least satisfied (75 percent), at four points
below the overall score.

This finding demonstrated that the higher an associate is in the companys hierarchy, the more likely
they were to be satisfied with the way Goodyear communicated with them. Associates who lead
others and distribute information were more satisfied than those who are the last to receive the
information distributed.

When surveyed about the companys five communications channels, digital screens were ranked
the most effective form of communication. However, digital screens only reach approximately 3,000
associates while other forms of communication reach up to 29,000. The GO Home Page was ranked
second most effective (83 percent), followed by mass emails (75 percent), and then Yammer (73
percent).

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Of all the communications channels, the GO Home Page was ranked as the channel of most interest
to associates (91 percent) and was ranked as the most helpful channel to understand what is
happening across the company (94 percent).

Goodyear is striving to foster increased engagement in meaningful, two-way communication among

the global associate population. In the Internal Communication Survey, the company identified levels
of content including: awareness, understanding, insight and engagement. At the most basic level,
awareness denotes that an associate has heard of a topic. Engagement denotes that they know what
to do and how to support a topic.
My Region/Business
Goodyears Strategy Roadmap Unit/Functions Goal

In a breakdown by job level, leaders of business always had a higher rate of engagement than lead-
ers of self and leaders of others.

Overall, 17 percent of associates had engagement with Goodyears Strategy Roadmap.

37 percent of leaders of business had engagement with the strategy roadmap
25 percent of leaders of others had engagement with the strategy roadmap
12 percent of leaders of self had engagement with the strategy roadmap

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The trend continued with knowledge of a region/business unit/functions goals, which 21 percent of
respondents had engagement with.

42 percent of leaders of business had engagement with region / business unit / function goals
27 percent of leaders of others had engagement with region / business unit / function goals
16 percent of leaders of others had engagement with region / business unit / function goals

My Region/Business
Goodyears Strategy Roadmap Unit/Functions Goal

For both Goodyears Strategy Roadmap and knowledge of Region / Business Unit / Function Goals,
leaders of business had the highest level of engagement, or understanding of how their roles support
these key business topics. Leaders of business include function and region leaders and those making
key decisions that shape the direction of the company.

The findings on company knowledge showed that placement in the companys hierarchy matters.
Associates who are first to receive and in charge of distributing corporate information are more likely
to understand and know how to support key business topics.

When suggesting how to improve communications, 68 respondents noted that more personalization
in communication would be beneficial. Fifty-nine respondents encouraged the company to be more
honest and open in communications with associates.

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DIGITAL AND ONLINE REPUTATION
On Glassdoor,1 Goodyear has a 3.2 out of 5-star rating from current and former associates from
corporate, retail, and manufacturing departments. Sixty percent of associates would recommend
working for the company to a friend and 82 percent approve of the CEO.

Out of 597 associate reviews on the website, several positive and negative trends emerged.
Associates cite good benefits, good people and innovation as some of the top reasons to work for
Goodyear.

Associates have suggested Goodyear is slow to embrace change and let go of the old way of doing
things, and can be too old school in some departments. Some feel there is a disconnect between the
plants and the headquarters.

Based on social media activity, the agency concluded associates are generally happy with the
company and the people in management positions, but feel that some are too slow to embrace
change and move forward.

Goodyear also has a LinkedIn page.2 Currently, 17,693 people list Goodyear as an employer on their
individual LinkedIn accounts. On its page, Goodyear shares articles about innovation, different events
Goodyear is involved in, and company updates. Stories from different global markets are represented,
but the page is exclusively in English.

The LinkedIn page is also used as a recruiting tool for talent and lists cultural insights about its
current associates. As of now, 81 percent of associates speak English, seven percent speak Spanish,
six percent speak either French or Portuguese and 3 percent speak German.

Goodyear has several verified Facebook pages. The Goodyear North America,3 Brazil,4 and Australia5
pages are the only verified pages that show up in a search for Goodyear. There are dozens of other
unverified Facebook accounts. On the verified accounts, associates are not able to post to the page,
only comment on current posts, so it is not possible to gauge associate engagement on the public
pages or to tell if associates are acting as brand ambassadors.
6
According to Jim Davis, Manager of Corporate Communications, and Barb Barkley, Global Internal
Communication Manager, Goodyear does not currently utilize any formal communication strategy or
editorial calendar when crafting content to be posted to GO News, Yammer or other communications
channels. Content is created as news happens.

1 https://www.glassdoor.com/Overview/Working-at-Goodyear-EI_IE292.11,19.htm
2 https://www.linkedin.com/company-beta/3915?pathWildcard=3915
3 https://www.facebook.com/GoodyearNorthAmerica/
4 https://www.facebook.com/goodyearbr/?fref=ts
5 https://www.facebook.com/GoodyearAustralia/?fref=ts
6 Page 41

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BEST PRACTIES: HOW TO EFFECTIVELY REACH AN INTERNAL AUDIENCE

Yammer in the Workplace
According to Christopher Hannegan from The Brunswick Group,1 Yammer is only as good as its
adoption rate. Hannegan offers the following tips on how to get the most out of your Yammer usage:
Make sure its right for the culture
Create a solid case use
Plan ahead
Be prepared for positive disruptions
Recruit influencers
Organize initial conversations around central themes
Moderate lightly
Reward engagement
Encourage sharing
Think about measurement and feedback

It is important to develop a strategy to post engaging content to get the best response from users.
Use Yammer to increase internal communications instead of creating white noise by not using the tool
at its full potential. Goodyear can use these practices in their daily use of Yammer. Goodyear can
apply these tips to a Yammer to encourage leaders of others to customize content based on their
teams needs, create a content strategy, establish themes for conversation, allow associates to share
their ideas and thoughts on issues/topics and evaluate whether Yammer is beneficial to its
associates.

1 http://www.edelman.com/post/make-yammer-work-employee-engagement-tool/

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Multimedia Success
1
Brenna Clarine from valoso.com discusses eight ways to use video to improve internal
communication. The following are uses that can be utilized in GOVideo:
Train staff- This will allow the company to save time and money by creating training videos for
associates. It can also serve as a source to revisit so that the message is not lost.
Feature distinguished associatess- Featuring associates will create positivity and
encourage a norm of enthusiasm and perseverance.
Create an explanatory video- An explanatory video will help make associates aware of the
company story and mission.
Exhibit events, conferences, and trade shows- This type of video allows all associates to
gain perspective from events outside of the office.
Hire new associates- Using recruitment videos to hire new associates is more personal than
posting a help wanted advertisement.
Boost internal communication morale- Boost associate morale by sending out messages to
remind everyone of the company story and remind them, they can do it.
Spread executive messages- Corporate leaders can send direct messages to all associates
at once which feels more personal than a corporate email.
Share customer tutorials- Sharing how customers feel can show associates that their work is
important and valued.

Social Platforms in the Workplace

Jeffrey S. Brady from Gonzaga University2 conducted a study on internal social networking sites used
by associates at various corporations. Twenty-one participants responded to the survey, which led to
a better understanding of how associate participation on social sites in the workplaces affects their
productivity and profitability.

According to Bradys results, two-thirds of respondents feel that social networks increase productivity
in the workplace. Of the surveys 21 respondents, 67 percent said that the corporate social network
used in their workplace helps them feel more engaged in their jobs. One respondent said, [I feel]
more engaged. Its helped me become more aware of what other people are working on, and also
what their opinions are on a broad number of topics (both work and non-work related). I feel I have
a better pulse of the organization as a whole. Thirty-three percent of respondents said that they are
neutral about corporate social medias effect on engagement in the workplace.

1 https://valoso.com/blog/8-ways-rock-internal-communication-video/
2 http://web02.gonzaga.edu/comltheses/proquestftp/Brady_gonzaga_0736M_10149.pdf

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Relevance to Associates
A study conducted by Davis & Company1 said as associates are receiving more communication, they
engaging with less. More internal communication does not lead to better engagement, but instead
associates are feeling overwhelmed by an overload of information. While associates feel more
informed about company news, they dont see a correlation as to how it is supposed to help their daily
tasks. Associates only want to view information that is new and personally relevant with
opportunities for engagement such as commenting, sharing and asking questions. This information
challenges Goodyear to keep information relevant to associates depending on their location and need
for information.

Rebekah Iliff from Forbes Agency Council 2 reiterates that it is important to strategize how a company
or organization attempts to contact its associates. When it comes to internal communication, less is
more. Constant flows of information turn into background noise. Iliff also says it is important to let
associates have a voice in communication by encouraging them to be ambassadors for corporate
information. Associates who share information are more likely to be engaged. For Goodyear,
implementing a communication strategy to ensure a communication strategy to avoid white noise and
increase engagement. This type of strategy would be useful on Yammer and when communicating
important company news.

Communications from the C-Suite

According to an article by Rodney Gray and Larry Robertson,3 senior executive participation is
essential to successful internal communications. Senior executive communication is important
because they set they provide the leadership necessary to align the organization with its vision. Their
direction and behavior determines the tone and culture for their organization. Associates often arent
satisfied with the performance from senior executives because they are not visible, which leads
people to think that they dont care, they are not honest, they do not involve or consult those who
are affected by change and they do not recognize achievement. Communication from executives
needs to be authentic, credible and clear. Associates should be able to believe what they are being
told about the company and its changes. Gray and Robertson reference a study conducted by Alien
Consulting Group in 2003 which revealed that associates wish to hear about the following topics from
their senior executives:
The future of the organization
Overall corporate strategy
Top-line financial results
Major changes
Feedback from the board of directors
Major stakeholder issues
Responses to media attention

1 http://www.prsa.org/Intelligence/TheStrategist/Articles/view/6K020920/102/They_re_just_not_
that_into_you_Can_social_media_re
2 http://www.forbes.com/sites/forbesagencycouncil/2016/08/12/best-practices-for-effective-inter-
nal-communications/#2923fe4e7d1d 35
3 http://web.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=81245362-4475-48b8-98dd-5e8cb-
cf6cf33%40sessionmgr4006&vid=3&hid=4204
PRIMARY RESEARCH
EXECUTIVE SUMMARY
Hermes, Mercury & Co. conducted a focus group with seven Goodyear associates who identify as
leaders of others from various departments within the company, including: Global Talent, Corporate
Finance, Corporate IT, Internal Tax and Accounting, Global Business Systems, Human Resources
and Global Business Continuity. The agency also conducted eight interviews with 14 associates,
ranging from global and regional communications managers to directors of business units.

Hermes, Mercury & Co. conducted a conference call that included Amy Alexy, Global Talent
Representative and Barb Barkley, Global Internal Communications Manager, a conference call with
Latin America, North America communications managers Eduardo Arguelles and Julianne Roberts, a
conference call with Asia-Pacific Region, James Peate, Global Communications Director, Troy Scully,
Communications Director for Global Operations and Technology, Jim Davis, a conference call with
Europe, Middle-East and Africa (EMEA) Region Liz Styles, Director Internal Communications EMEA;
Kerstin Floetner, Director PR & Communications EMEA; and Ana Vercko Grilec, Director Corporate
Communications Central Europe.

Hermes, Mercury & Co. conducted a phone interview with FedEx Grounds Managing Director of
Internal Communications Ryan Henary, Managing Director of Internal Communications at FedEx
Ground, In-Person Interview with Former Director of Support for the Central Intelligence Agency,
Stephanie Smith, Professor at Kent State University and an In-person interview with Internal
Communication Specialists, Pat Carlson-Burnham, Strategic Marketing and Communications Lead at
Marcus Thomas LLC and Sean Williams, communication strategist at Communication AMMO Inc.

Hermes, Mercury & Co. is focusing on the Americas due to the insight given on these interviews,
specifically the conference call with Eduardo Arguelles and Julianne Roberts. From this interview
Hermes, Mercury and Co. discovered Goodyears North America and Latin America regions
financially merged in December 2016 and introduced new leadership and functional teams in 2017.
The new region, The Americas created Traction, a newsletter, to help integrate the regions and the
associates from each location. Another valuable interview was the conference call with Amy Alexy
and Barb Barkley, providing some valuable information including the GO Homepage which is not
considered a critical channel across regions because associates outside of the Americas region feel
the intranet is America/Akron focused. To gain a better understanding of the best practices of
internal communications, Hermes, Mercury & Co. interviewed four internal communications experts
and professionals.

The agencys secondary research showed that associates want customizeable content that is
relevant and personalized to their job. When surveyed by the company, associates had a high
awareness of key business topics, but were not sure how their role in the company impacted those
topics. The agency wanted to delve into these issues and hear from associates across the company

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who work to distribute information to teams of associates. Hermes, Mercury & Co. aimed to learn
more about the role of leaders of others, those who receive messages from Global Communications
and disseminate those messages to teams. Secondary research showed that this associate
demographic had a better understanding and engagement with corporate content than the associates
they are responsible for disseminating information to individual contributors.

Key findings from the agencys primary research include:

According to Jim Davis, Manager of Corporate Communications, and Barb Barkley, Global
Internal Communication Manager,1 Goodyear does not currently utilize any formal
communication strategy or editorial calendar when crafting content to be posted to GO News,
Yammer or other communications channels. Content is created as news happens.

As stated by participants in the focus group,2 the success of Goodyear stems from its
associates. As one participant said, It isnt so much what information Goodyear can give us
to be successful, it is what information we can give the company. Individual departments are
responsible for reporting information specific to our jobs, which helps ensure the success of
the company.

Language and dialect differences can make communication between regions and countries
more difficult, and challenges vary from region to region.

Associates prefer communications that are personalized to their role within the company and
that are customizable.

Leaders of others receive messages from leaders of business and are in charge of
disseminating that information to their direct reports and individual contributors.

INTERVIEWS WITH GOODYEAR ASSOCIATES

Conference call with Global Talent Representative and Global Internal Communications
Manager
Sources: Amy Alexy, Global Talent Representative and Barb Barkley, Global Internal Communication
Manager

On a conference call with Goodyears Global Talent Representative Amy Alexy, Hermes, Mercury &
Co. learned pertinent information about Goodyear associates demographics and their attitudes
towards Goodyears channels. Alexys team is responsible for sourcing and hiring talent, developing
talent, and performance and succession plan processes.

1 Page 41
2 Page 40
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Demographics are important to her and her team from a workforce planning perspective and to
engage with different internal audiences within the organization. The global talent team partners with
the internal communications team regularly to create better avenues to reach associates and to find
more creative ways to engage with them, which Alexy said, plays into the human capital strategy.

Key Findings:
Age demographics of salaried associates provided by Goodyear show Generation X (1965-
1980) makes up 42 percent of the workforce, followed by Generation Y/Millennials (1981-2000)
at 31 percent, Baby Boomers (1946-1964) make up 25 percent of the workforce and 2 percent
is unknown.
Gender demographics of salaried associates show 75 percent of Goodyear associates are
male and 25 percent are female.
The GO News Homepage is not considered a critical channel across regions because
associates outside of the Americas region feel the intranet is America/Akron focused.

Conference call with Goodyear Manager or Corporate Communications

Sources: Jim Davis, Manager of Corporate Communications

On a conference call with Goodyear corporate communicator Jim Davis, Hermes, Mercury & Co.
learned additional information about the Goodyear corporate hierarchy and how messages cascade
from leaders of business to individual contributors. It is rare that leaders are given communications
tool kits to assist them communicating corporate messages to their teams. Messages have no sched-
ule as to when they are delivered aside from the bi-weekly GO News update emails. GO News does
not have a specific frequency for stories to be posted, but instead content is posted as it is sent in
from users who generate content for the intranet.

Key Findings:

At Goodyear, middle management is a broad term used to describe any person who leads
other Goodyear personnel, whether that be associates, managers, retail, etc. The Goodyear
hierarchy consists of leaders of business, leaders of other, and leaders of self. Within those
three terms, there are multiple positions that fit under each type of leadership.
Leaders of others have the responsibility to communicate company messages and news to
their team, but there is no directive from corporate that explains how to communicate those
messages or how frequently to do so. There are occasions when leaders of others will receive
communications tool kits from corporate with key messages, frequently asked questions and
talking points to communicate to their teams.
There is currently no editorial calendar for GO News content. Stories are posted as news
happens, or the GO News content team will reach out to regions asking for content if there is
a period of slow content generation. There is an e-newsletter that is sent out twice a week to
promote GO Newss top stories for the week.
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GO News content is user generated and sent to the GO News team for posting.
Communicators across all regions are able to write stories about their areas, advancements
their area is making and regional news. News releases that are sent to external sites such as
PR Newswire are also posted on GO News.

Conference call with General Manager of Global Business Systems, Akron

Source: Jim Graybeal, General Manager of Global Business Systems, Akron

On a conference call with Goodyears General Manager of Global Business Systems, Jim Graybeal,
Hermes, Mercury & Co. gained key insight about Goodyear associates who identify as leaders of
others and who receive messages from leaders of business and are in charge of disseminating
messages to their teams (individual contributors). Graybeal also shared important information about
factors that contribute to the difficulty of Goodyear securing its global focus with associates. Graybeal
was also one of seven participants in the agencys focus group. 1

Key Findings:

According to Graybeal, Goodyear is in the process of becoming a global corporation, but in

his eyes, the companys culture is switching to a global focus, but isnt there quite yet. Time
zones make it difficult to have global meetings. Language barriers make it more difficult for
associates across the regions to communicate. Associates using different channels across the
regions makes it difficult to communicate with each other via the Goodyear channels.
Leaders of others are in charge of receiving messages from leaders of business and
disseminating and tailoring the messages to individual contributors on their teams.
When a leader of others receives feedback from an individual contributor to deliver to the
leaders of business, if the leader of others does not have a direct connection to the leaders of
business, it could become difficult to share the feedback.
If an important message is communicated on the associate intranet, Graybeal does not
reiterate the message to his team because it is out there for all associates to see.

Conference call with Director of Global Business Continuity, Akron

Source: Mike Janko, Director of Global Business Continuity, Akron

On a conference call with the companys director of Global Business Continuity, Mike Janko, the
agency learned relevant insight from a leader of others who sends messages both company-wide and
to a specific team. Janko crafts and distributes messages to anywhere from hundreds to more than
10,000 associates, ranging from messages about natural disasters that could affect Goodyear plants
to messages about company incidents. His messages are usually approved through the Global Com-
munications team.

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Key Findings:

Janko uses Skype to store files instead of relying on the companys intranet. According to
Janko, this makes it easier to share and store files with teams in a less cluttered platform.
The company relies on redundancy to get key messages across. Janko said most redundancy
takes the form of repeating the same message across various platforms.
His preferred channels of communication are Outlook, Sharepoint, Skype and Yammer. He
believes that Yammer is best used to share positive success stories with associates and is the
best way to get a mass message across. He uses Yammer when he travels to Goodyear offices
in various countries to share updates and success stories from overseas.
The largest challenge Janko faces when distributing messages to associates is making his
message a priority. Everyone is overloaded, they all have so much going on. The key part in
getting your message out there is making your message a priority over other things in
(associates) schedules.

FOCUS GROUP WITH GOODYEAR ASSOCIATES

Hermes, Mercury & Co. conducted a focus group with seven Goodyear associates on February 16,
2017 at the Global Headquarters in Akron, Ohio. Functions represented were corporate, IT, global
business, corporate finance, global talent and tax, human resources and accounting. All participants
are classified as leaders of others, meaning they have direct reports, who work under them. The
participants were from both corporate and The Americas offices. Experience in the company varied
amongst associates, with ages ranging from around 25-years-old to around 60-years-old.

Key Findings:

A majority of associates use their phones first thing in the morning to receive news. They look
at apps throughout the day to stay informed about news in the world. They read about three
sources before they stop to make sure what they are reading is honest and not just an opinion.
After this process, they feel they can accurately form an opinion about what they have read.
Different parts of the company like to communicate differently. For example the global talent
department utilizes quick text messages because the department is small and requires an
immediate answer. Everything from Skype to text messages to email were brought up when
discussing how they receive and share information.
It wasnt so much what information can Goodyear give them to be successful, it is what infor-
mation can they give to Goodyear to help it be successful. Their individual departments are re-
sponsible for reporting information specific to the their department, to help ensure the success
of the company. Examples include market share information and conditions abroad.
Leaders of others are responsible for communicating messages to their teams and it usually is
reiterated many times in different forms.

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The group created a deliverable with the Draw Your Dream Board exercise. This is where
participants were asked to draw their ideal communication board and to put their ideal
communication components on it. This exercise revealed the departments do have unique
aspects to them, but also some similarities.
All departments like to have an overview of who is working on what and status of current
projects.
A personal aspect was also a similarity on all the boards, such as birthdays or a shout out for a
project.
People in all departments like face-to-face communication the best for all topics because it is
the most personal and allows for optimal understanding of the content being shared. This is the
most difficult method to practice though, because of hours in the day versus associates
schedules.

Analysis of Key Findings

Participants said they look at easy to read apps that allow them to control of the content they
view. They also like to watch TV to get news. These findings can be used to advise on the
setup of the intranet. People should have the option to customize what they are viewing and
receiving.
Communication needs to be specific and customized to fit the needs of the different business
unit and functions. Different areas of the company have unique needs and need to
communicate messages in different ways. The need to reiterate messages several times is an
ongoing issue.
Associates appreciate when managers highlight messages specific to them. Sometimes the
key messages get lost in all the information.
Face-to-face communication is the preferred communication method among all participants,
but it is challenging due to associate schedules. There needs to be a way to make this a more
feasible way of communicating.

INTERVIEWS WITH GLOBAL AND REGIONAL COMMUNICATORS

Client meeting with Goodyear Communication Associates
Sources: Paul Fitzhenry, Senior Vice President of Global Communications for Goodyear, Jim Davis,
Manager of Corporate Communications, Barb Barkley, Global Internal Corporate Communication
Manager and Allison White, Director of Community Engagement

In a meeting with Goodyear corporate communicators, Hermes, Mercury & Co. learned pertinent
information about the communications structure and channels used at Goodyear. Barkleys team
works directly under Fitzhenry, crafting messages on behalf of the Global Communications Team that

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will be distributed via company channels. Barkley spoke of five main channels used by the company
while Davis spoke of the company culture and factors that make Goodyear ONE TEAM Driving
Performance. White spoke of the communications team breakdown, differentiating regional
communicators, who communicate to the three regions, with functional teams, who communicate with
associates about specific topics, within the company. According to Fitzhenry, the company is looking
for ways to cut through the clutter. He views cellphones and social media as a threat to corporate
communications, saying the company is constantly fighting for the attention of associates.

Key findings:
Goodyear associates range from workers in manufacturing plants and retail stores to
associates in corporate offices.
Two-thirds of the companys communicators sit at the Global Headquarters in Akron, Ohio.
The company redesigned its Strategy Roadmap based on results of its 2016 Internal
Communication Survey and Audit. The Roadmap now includes key business messages that
are relevant to all associates.
Any message being sent to all associates across Goodyear is sent through the corporate
communications functional team.
Some communication tactics, like mass voicemails, did not resonate with associates and were
stopped by the company. The primary channels used by the company are GO News intranet,
GO Video, mass emails, Yammer and digital signs.

Conference call with Latin America, North America Communications Managers

Sources: Eduardo Arguelles, Latin America Senior Manager of Communications, Julianne Roberts,
Internal Communications Manager for Goodyear Americas

On a conference call with Latin America and North Americas communication managers, Hermes,
Mercury & Co. learned important information about the merger of the two regions. The two regions
have now been dubbed the Americas and are working under a new leadership and functional team.
Latin America faces more obstacles than other regions, due to language barriers caused by different
dialects and varying goals amongst regions in the country.

Key findings:
Goodyears North America and Latin America regions financially merged in December 2016
and introduced new leadership and functional teams in 2017.
The new region, The Americas created Traction, a newsletter, to help integrate the regions
and the associates from each location.
According to Arguelles, Latin America struggles with language variations across the region,
which includes the primary locations of Argentina, Brazil, Chile, Colombia, Mexico, Peru and
Venezuela and the secondary locations of the Caribbean, Central America, Bolivia and
Ecuador.

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Implications and Opportunities

The Americas region merged Latin America and North America, with the regions combining
leadership teams and working to establish communications between associates of each region
to benefit the company at large. This partnership is still new and there is room to easily test
new ideas. Almost all these associates are wired and can be communicated to easily, but not
all have the same needs. There is an opportunity to segment leadership teams to more
effectively communicate key messages.
Leaders of others are responsible for communicating corporate messages to their direct
reports, but are not provided with guidelines or company standards on how to effectively do so.
Thus causing the message to get lost or needing it to be reiterated several times.
Depending on the business unit or function, leaders of others use various tools to distribute
messages. Some rely on email, others focus on tools like Skype. Each function needs different
information to do its job efficiently. It also gathers outside information to communicate with
corporate to help the business be a success. Customizable channels would make this task
less daunting and allow for Leaders of others to dictate when their team sees.
Two-thirds of the corporate communications team sits in Akron, Ohio. This can lead to a
confusion about what is corporate and what is the Americas. There is a big opportunity to
create clarity here about who works where.
The five internal communication channels have the potential to be very successful however,
there are some obstacles using these channels.
One of the issues is language barriers between countries who may not speak same languages
or dialects.
Another obstacle for communication channels, specifically mass emails is the issue of sorting
through unnecessary information that is put into emails. The information being put into emails
is too much. Main topics should be highlighted and easy to read for associates.When
associates receive mass emails, most of them typically delete them because the emails are
too long and cluttered. Making emails more simple by highlighting main talking points, can be
very effective.
An obstacle with Yammer is engagment. Goodyear struggles with having associates engage,
comment and post on Yammer. An opportunity to increase engagement would be to have
Goodyear post more interactive content. Yammer is filled with too much text and is not
interactive enough for associates to share and comment on each others posts.

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EXPERT INTERVIEWS
The agency conducted interviews with three internal communications professionals and experts to
gain insight about the best practices of communicating to associates globally. The agency wanted to
learn more about the successes, failures and challenges experienced by other companies that rely
heavily on internal communications.

Hermes, Mercury & Co. interviewed the director of internal communications at FedEx Ground, a
company that also communicates with global associates, working through various language and
cultural barriers. By interviewing a former director of support for the Central Intelligence Agency, the
agency gained insight from a professional who crafted messages for various associate segments and
functions, delivering key messages to various groups within a global organization. Two internal
communications experts helped the agency learn about the importance of relevancy and customiza-
tion and the impact that internal communications can have on associates.

Phone Interview with FedEx Grounds Managing Director of Internal Communications

Source: Ryan Henary, Managing Director of Internal Communications at FedEx Ground

Key Findings:

When there is a need to translate communications into different languages, there tends to be a
delay in associates who speak different languages receiving the message because it needs to
go to legal and then to the translator before they can receive it.
Whether if only five or 5,000 people speak a different language, it is important to have it
translated so all associates are on the same page and understand the message.
English-speaking managers rely heavily on peer-sharing when communicating messages to
those who do not speak English. Managers ask others in the organization who are bilingual to
speak with associates whose languages cannot be translated.
Instead of delivering messages from the top down, sometimes reverse messaging proves to be
effective. Speak with front-line managers and supervisors about what messages are coming so
they can be prepared to communicate the message to their team. Provide them with FAQs and
other materials to support messages.
As a communications team, it is important to make sure the messages served the purpose it
was meant to serve. Revisit the message. Did it do what it needed to do? said Henary. Reach
out to managers and supervisors who are in charge of distributing messages and ask if they
received any feedback or questions from their teams.
Managers and supervisors need to serve as ambassadors when pushing important messages.
Make sure the front-line associates are communicating. Are they escalating questions from
their teams?
When dealing with associates who create other channels that support their languages or
culture, it is okay if it is not going to cause the company legal trouble. Henary says FedEx
Ground has experienced employee-made channels, but if it gives associates the this is us
feel, it is okay if its making associates feel more included and increasing morale.
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In-Person Interview with Former Director of Support for the Central Intelligence Agency
Source: Stephanie Smith, Professor at Kent State University, former Director for Support of the
Central Intelligence Agency

Key Findings:

There are things to consider when sending out a written message to associates: Do associates
have time to read your message? How quickly would they read it? Will it be treated as spam?
What format are readers most likely to read? Is that format easy to read? Does the format have
to be adjusted according to where they are at? (office, warehouse, etc.)
Customizing messages to different areas is important so that each employee receives the
same information in a way that will best resonate them.
While working for the CIA, Smith conducted multiple surveys with associates to gain insight as
to which ways they best receive information. The strongest result gained from the surveys was
face-to-face communication.
The CIA stresses the importance of consistency across channels in its internal communication.
The agency has about 10 different communication channels such as digital newsletters, notes
from the director, special e-mails and its own intranet system. Repeating the same message
across multiple channels made it more likely for associates to come across the message in a
way that would resonate with them.
Consistency is important when sending out messages. The CIA has guidelines regarding when
messages will be sent, what platforms are used at which times and what information goes into
each platform so that associates know what to expect.
While keeping consistency when communicating, it is important to remain innovative, such as
creating a video or changing layouts, so that associates dont get bored with the information
that is given to them. Continue to innovate within channels, but not so much that associates
dont know where to go for info.
The CIA uses a cascading method to communicate throughout the agency. When sending out
messages, the communications department would look for influence leaders to share
messages with their surrounding associates. Influence leaders are associates who are most
trusted and most influential which is not always a person in a leadership role.

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In-person interview with Internal Communication Specialists
Sources: Pat Carlson-Burnham, Strategic Marketing and Communications Lead at Marcus Thomas
LLC and Sean Williams, founder and CEO of Communication AMMO Inc.

Key findings:

The top focus of internal communications should always be what people need and want from
communications.
Relationships between associates and management teams are vital in the success of internal
communications.
Internal communications should be relevant and personalized. They should tell a story to your
associates about why their place in the company matters.
There has to be a compelling reason for people to engage with your internal communications.
Internal communications have the power to change attitudes, beliefs and behaviors, said
Sean Williams.

Implications

When crafting messages for a company with associates who speak different languages, it is
important to tailor all communications to all languages to the best of the companys ability,
keeping all associates on the same page and well-informed.
Personalization and customization are key factors in internal communications. All internal com-
munications should reinforce an associates role in the company.
A company that uses the cascading message system should try reversing the message pro-
cess to better communicate to lower-level associates. When starting with the lower-level asso-
ciates, it opens the floor for feedback.

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APPENDIX
STEERING THE STORIES OF GOODYEAR:
INTERNAL COMMUNICATION CONTENT CALENDAR

Target Audience
The target audience for the Steering the Stories of Goodyear Content Calendar is the Global Internal
Communications team. The calendar will create monthly topics for associates to follow when submit-
ting stories, making leaders of others, individual contributors and internal communications manager
for the Americas secondary audiences.

Element Objective
To provide the Global Internal Communications team with a streamlined process to plan and strate-
gize content.

Campaign Objective
Transform associates into Goodyear brand ambassadors by increasing associates engagement with
digital communications by 10 percent of associates in the Americas region by December 2018.

Campaign Strategies
Empower associates to become content creators through print and digital communications.
Rejuvenate the culture of ONE TEAM Driving Performance through digital and print communications.

Communication Channels
GO News Online, digital communications

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Mock Content Calendar

Monthly Topic:
Semptember 2017 Celebrating Success, senior
level associates of Goodyear
Glaob REMINDER: October topic stories
GLOBAL INTERNAL COMMUNICATION CONTENT CALENDAR accepted September 1-10
Monday Tuesday Wednesday Thursday Friday Saturday Sunday KEY
Channel
1 MONTHLY TOPIC GRAPHIC: OCTOBER 2 3
YamJam recap - August
YamJam recap - August
GO VIDEO: a message to our senior-level GO News
associates

4 5 GO NEWS EMAIL - promote success story 1 6 7 GO NEWS EMAIL - promote Senior level story 1, 8 Global News article 1 9 10
You're In The Driver's Seat success story 1 2017 Summer internship program recap Senior Level Success story 1 internship recap Global News article 1
You're In The Driver's Seat success story 1 Senior Level Success story 1 2017 Summer internship program recap
GO News: Senior Level Associate Discusses How Success Story Blurb
GO Video
His Innovation Expertise Led Him to Success
Success Story Blurb

11 12 GO NEWS EMAIL -promote Senior level story 13 14 GO NEWS EMAIL - promote success story 1,2 15 16 17
Senior Level Success story 2 1,2 You're In The Driver's Seat success story 2
Senior Level Success story 2 Regional news updates You're In The Driver's Seat success story 2
Success Story Blurb GO Video: Senior Level Associates Share what GO News: Senior Level Associate Shares How the Yammer
Success Means to Them Goodyear Strategy is Key to Success
Success Story Blurb

18 19 GO NEWS EMAIL 20 Global News Article 2 21 GO NEWS EMAIL - promote Senior level story 3 22 23 24
Regional news updates Global New Article 2 REMINDER: YamJam on senior level success
Senior Level Success story 3 Yammer: Senior Level Associates Give Tips to (graphic)
Senior Level Success story 3 Success REMINDER: YamJam on senior level success Mass Email

25 26 GO NEWS EMAIL 27 Global News article 3 28 GO NEWS EMAIL 29 30 31

GO VIDEO: a message to our senior-level Regional news updates Global News article 3 GO Video: Senior Level Associates Discuss How YAM JAM: Success at Goodyear
associates GO News: Senior Level Associate Shares How Their Teams Help to Make Goodyear Successful
Goodyear Played a Role in Her Success Digital Sign

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CARPOOL COLLABORATIONS; YAMMER CAMPAIGN

Target Audience
As the creators of Yammer groups and potential group administrators, leaders of others in the Ameri-
cas region are the primary audience of the Carpool Collaboration Yammer campaign.

Element Objective
To explain the benefits and practical uses of how Yammer groups can be incorporated into the work-
flow of associates.

Campaign Objective
Transform Yammer from a social media network to a social collaboration tool by increasing the usage
of Yammer by associates in the Americas by 5 percent by December 2018.

Campaign Strategies
Integrate Yammer into the workflow of associates through face-to-face and digital methods.

Communication Channels
Yammer, Go News Online

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GO HOMEPAGE GRAPHICS

Target Audience
The Steering the Stories of Goodyear calendar will create monthly topics for associates to follow
when submitting stories, making leaders of others, individual contributors and the internal
communications manager for the Americas secondary audiences.

Element Objective
To encourage associates to become content creators.

Campaign Objective
Transform associates into Goodyear brand ambassadors by increasing associates engagement with
digital communications by 10 percent of associates in the Americas region by December 2018.
Engage 2,500 associates in the Americas region with the culture of ONE TEAM Driving Performance
through digital communications by December 2018.

Campaign Strategies
Empower associates to become content creators through print and digital communications.
Rejuvenate the culture of ONE TEAM Driving Performance through digital and print communications.

Communication Channels
GO News Online, digital signs

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VIDEO STORYBOARD 1: YOURE DRIVING THE COMPANY

Target Audience
Individual contributors in the Americas region are the primary audience for the ONE TEAM Driving
Performance poster series.

Element Objective
This video will introduce associates to the ONE TEAM Driving Performance: Youre Driving the
Company Poster Campaign. The campaign will go into deeper detail on how each business unit and
function plays into the success of the company, but the video will give a general overview of how
associates play a role in the company.

Campaign Objective
Engage 2,500 associates in the Americas region with the culture of ONE TEAM Driving Performance
through digital communications by December 2018.

Campaign Strategies
Rejuvenate the culture of ONE TEAM Driving Performance through digital and print communications.

Communication Channels
GO Video and Yammer

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ONE TEAM DRIVING PERFORMANCE:
YOURE DRIVING THE COMPANY POSTER SERIES

Target Audience
Individual contributors in the Americas region are the primary audience for the ONE TEAM Driving
Performance poster series, showing the importance of each associate to Goodyears success.

Element Objective
To communicate each associates role in the culture of ONE TEAM Driving Performance.

Campaign Objective
Transform associates into Goodyear brand ambassadors by increasing associates engagement with
digital communications by 10 percent of associates in the Americas region by December 2018.
Engage 2,500 associates in the Americas region with the culture of ONE TEAM Driving Performance
through digital communications by December 2018.

Campaign Strategies
Rejuvenate the culture of ONE TEAM Driving Performance through digital and print communications.
Empower associates to become content creators through print and digital communications.

Communication Channels
GO Homepage, Yammer, print posters lead to digital communications

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Mock Poster

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VIDEO STORYBOARD 2: DRIVE IT TO THE TOP PROMO

Target Audience
Individual contributors from all business units and functions in the Americas region will be encouraged
to submit feedback to leaders of business in the Americas region.

Element Objective
To promote the Drive It To The Top feedback inbox feature, encouraging two-way communication
within the company.

Campaign Objective
Engage 2,500 associates in the Americas region with the culture of ONE TEAM Driving Performance
through digital communications by December 2018.

Campaign Strategies
Rejuvenate the culture of ONE TEAM Driving Performance through digital and print communications.
Empower associates to become content creators through print and digital communications.

Communication Channels
GO News Online, GO video, mass emails

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DRIVE IT TO THE TOP PROMOTIONAL FLIER

Target Audience
Individual contributors from all business units and functions in the Americas region will be encouraged
to submit feedback to leaders of business in the Americas region.

Element Objective
To promote the Drive It To The Top feedback inbox feature, encouraging two-way communication
within the company.

Campaign Objective
Engage 2,500 associates in the Americas region with the culture of ONE TEAM Driving Performance
through digital communications by December 2018.

Campaign Strategies
Rejuvenate the culture of ONE TEAM Driving Performance through digital and print communications.
Empower associates to become content creators through print and digital communications.

Communication Channels
GO News Online, GO video, mass emails

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FOCUS GROUP GUIDE

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FOCUS GROUP CONSENT FORM

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