2013 philips healthcare medical device pr and corporate communications conference

Georgina Michael Philips Healthcare May 9, 2013

Enhancing Public Perception through Strategic Brand Reputation Management

2013 Medical Device PR & Corporate Communications Conference

Confidential

Overview

Depth and breadth

New vision, new strategy

1. World Sleep Day case study 2. RSNA case study

Inspiring and motivating employees

Effective outreach

Who we are

Our new CEO

Strategic Communications

Employee Engagement

Thought Leadership

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Introducing Royal Philips

Founded in 1891 Headquartered in Amsterdam, The Netherlands Sales of €24.8 billion in 2012

- 35% in Growth Markets - 65% in B2B - EBITA 6.1% of sales Globally recognized brand (World Top 50) Our brand value at $9.1bn in 2012

118,000 employees Sales and service outlets in over 100 countries $2 billion investment in R&D, 7% of sales in 2012

Who we are Our businesses Operating in >100 countries

Healthcare Lighting Consumer Lifestyle

Growth Markets Western Europe North America Other

24%

41%

35%

2012

26%

31% 8%

35%

2012

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North America

Other Mature Geographies

Growth Geographies2

Philips Healthcare

Philips Healthcare

Businesses1

Imaging Systems

Home Healthcare Solutions

Patient Care and Clinical Informatics

Customer Services

38%

€10.0 Billion sales in 2012

37,000+ People employed worldwide in 100 countries

15% 22% 25%

450+ Products and services offered in over 100 countries

8% of sales invested in R&D in 2012

Geographies1

Western Europe

44% 12% 24% 20%

1 Full year 2012 2 Growth geographies are all geographies excluding USA, Canada, Western Europe, Australia, New Zealand, South Korea, Japan and Israel 4

With a heritage of driving industry innovation

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Home healthcare Improving the quality of life for at-risk patients in the home

Imaging Early and confident diagnosis

Clinical IT Right information at the right time

Lifecycle services Optimizing your equipment and training your staff

Image-guided intervention Real-time visualization, workflow management, minimally invasive therapy

Clinical decision support Mobility, interoperability and CDS improves cost, quality and access

Partnership solutions Workflow consulting, clinical consulting, clinical education and healing environments

Managing transitions From hospital to home

+

+

+

+

Transforming health care

Confidential

At Philips, it was imperative that the communication team was re-structured to support new CEO vision

We designed a three- to five-year communications plan, aligned with new

business objectives

Key elements of our re-organization: • Philips Healthcare guiding statement • Global structure for integrated

communications programs • Restructured communications team

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At Philips, we believe people should be healthy, live well and enjoy life. As a

technology company that cares about people we challenge ourselves every day to deliver on this promise and help solve

the world’s toughest health care concerns and clinical challenges through

meaningful innovation. What drives Philips Healthcare is to create the future

of health care and save lives.

We do this by developing innovative solutions across the continuum of care in

partnership with clinicians and our customers to improve patient outcomes,

provide better value and expand access to care.

THE PHILIPS HEALTHCARE STORY

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Confidential

Integrated communications

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R E S U LT S Secured 260 original articles in more than 11 countries Launched global and localized sleep apnea

risk tests with 1,679 tests taken to date Matte article placed in 1,238 publications Social media efforts on Facebook, Twitter

and Google+ reached a more than 63,000 followers

A C T I O N • Leverage World Sleep Day as the launch

platform for a broader communications campaign around OSA

• Raise OSA risk awareness by pledging to test 1M at-risk people within the next 5 years

S I T U AT I O N For World Sleep Day on March 15, 2013, Philips Healthcare wanted to ignite a dialogue with global leadership and local markets to build their reputation as a thought leader and increase market activation around obstructive sleep apnea (OSA)

How have you been sleeping lately?

World Sleep Day 2013

R E S U L T S • RSNA: 52 original articles, 38 booth tours and

71 tweets. • HIMSS: 21 booth tours with key industry

reporters, live tweeting throughout the conference.

A C T I O N Develop multi-pronged, customized strategies for garnering media attention at shows throughout the year, specifically RSNA and HIMSS.

S I T U A T I O N Trade shows allow medical device manufacturers to showcase their products, research and innovations to industry members, potential customers and journalists. In a forum filled with competition, how can Philips distinguish its brand?

How can you distinguish your brand when the whole industry is watching?

inance Communications, December 2012

Internal Intranets

Knowledge repositories

Social Media

Leadership Dialogues

Online videos

CEO Video blogs

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Enhance employee engagement with integrated employee touch points

Creating the future of healthcare STEADY FLOW STEADY FLOW

Top 5 email

Live webcast / Townhall meetings

Newsletters D

IALO

GU

E D

IALO

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Confidential

Social media facilitates regular online message flow and discussion touch points,

for proactive reputation management.

We live in a climate of rapid communications

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Confidential

Strategy - bring social media into the fold

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Social media characteristics differentiate from traditional media, such as quality, reach, frequency,

usability, immediacy, depth of engagement and permanence.

Visionary perspectives and insights connecting stakeholders

to the future of healthcare

Helps create and enhance relationships with key stakeholders

Needs to be built-in, not bolt-on

Positively positions company and helps establish points of differentiation

Builds reputation by increasing the perceived value of the organization

Driven by organizational culture, constantly evolving around societal challenges

Thought leadership: A Strategic Approach

Confidential

Its part of an organization’s marketing approach – Build thought leadership into your content marketing program – Thought leadership is a credible and authentic voice for B2B environments – Embed thought leadership into the customer life cycle

Owned Media • Website - hub • Blogs • Groups and forums -

LinkedIn

Earned Media • Bloggers and

influences • Communities and

social sharing • PR and traditional

media

Paid Media • Speaking

engagements • Advertising

Thought Leadership channels

Strategy – incorporate results driven thought leadership

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Confidential 16

Thought Leadership examples

R E S U LT S • Launch of “Innovations in Health” LinkedIn

discussion group and four subgroups • There are more than 94,000 members across all

groups. Linked In Oncology and Radiology discussion groups are the two most active

• Membership continues to grow

A C T I O N Create a platform that will bring all of these discussions to one central location, while adhering to industry restrictions on two-way communication with customers

S I T U AT I O N Health care professionals discuss innovations and technological advancements with their colleagues and peers every day. We needed a way to more effectively listen to customers in order to understand the challenges they face.

How can you truly l isten … when you’re not invited to the discussion?

Confidential 18

Anthony Jones conversation achieved Top influencer status

70,000 influential members

LinkedIn engagement

Confidential 19

Today’s takeaways

• Reputation management is a proactive effort • Organizations are moving away from traditional

reputation management activities, to proactive ways to define and position an organization’s brand reputation

• Don’t forget employee engagement - your employees are valuable brand reputation ambassadors

• Audiences consume more than one channel - integrated communications is the framework to deliver consistent content across multiple audiences

• Social media is not going away – embrace it • Thought leadership enhances all stakeholder

relationships and increases an organization’s perceived value