EMPOWERING BUNGE’S NEW EMPLOYER BRAND

A Presentation by Edelman | February 28, 2013

INTRODUCTIONS
CREATIVE APPROACH
CAREERS ON BUNGE.COM

AGENDA

SOCIALIZING BUNGE CAREERS
EMPLOYER BRAND TOOLKIT
IMPLEMENTATION PLAN
INVESTMENT
CASES
AGENCY EXPERIENCE
TEAM BIOS

BUNGE’S OPPORTUNITY
o  Create engagement around the new
employee brand – internal (advocacy)
and external (awareness + action)
o  Bring the new EVP to life through
creative, digital and social solutions
o  Achieve greater commercial success
by aligning the relationship among
trust, reputation and the brand

3

PROPOSED APPROACH

“BE THE DIFFERENCE” ACTIVATION
•  Develop a compelling visual and
visceral concept for Bunge’s
employer brand
•  Distinguish Bunge as an employer of
choice and maximize the brand
message platform
•  Makeover the Careers section on
Bunge.com with content that brings
the brand to life
•  Develop an extension of the brand
on select social media platforms
•  Develop a “toolkit” for applying the
brand in Bunge’s regional operations
and guidelines for ongoing brand
management

5

OUR STRATEGY IS INFORMED BY WHAT IS MISSING IN THE
EMPLOYEE EXPERIENCE…AND BY WHAT IT TAKES TO WIN
The passion and promise of career commitment is plagued by cynicism.
New generations of workers are asking “What does this mean for me
and why should I believe you?”
AT THE SAME TIME, INDUSTRY LEADERS ARE WINNING HEARTS AND MINDS THROUGH:

Collaborative
innovation

Inspirational
messaging

Integrated
communications

Trustworthy
behavior

6

SEVEN OPPORTUNITIES FOR SUCCESS

123 4
56 7

Have a clear brand
story for “Be the
Difference”

Embrace
new media

7

Demonstrate
passion and
personality

Focus on the
good news!

Engage leaders
and managers

Think locally, act
globally

Give the individual
employee a
resonant voice

WE MUST BE DIFFERENT
•  Cargill claims to be “Better
Together”
•  Louis-Dreyfus promises that
“Exciting Challenges Await”
•  ADM seeks to “Make a Vital
Difference”

We need to make “Be Proud,
Bold, Involved, Significant,
and…Be The Difference”
more than just words
on a page.

8

LEVERAGE BUNGE STRENGTHS TO DIFFERENTIATE YOUR EVP
•  Know what kind of brand you are –
value vs. substance
•  Build on long-standing reputation as
a substantive brand
−  Ability to ensure food security
−  Seamlessly connecting farmers
and customers
−  Entrepreneurial feel with limitless
opportunities
−  Spirit of collaboration
•  Assert Bunge’s “soul” to stand apart
from the commoditized image of
competitors
•  Impose authenticity and heart

9

REFRAME THE CONVERSATION AROUND EMPLOYEE EMPOWERMENT
•  Define what working people today
expect from employment
•  Recruitment and retention are
impacted by a motivating, fulfilling
and “value creation” experience in
the workplace, and in society
•  Be a catalyst for career satisfaction,
personal motivation, and overall wellbeing
•  Employees are responsible for
enabling that quality of personal
empowerment: That’s their
performance metric

10

WHY EMPOWERMENT IS THE RIGHT PLATFORM TO EMBRACE
It is authentic and true
It leverages Bunge’s identified brand
equities
It is a natural for social media
It reframes the category conversation
in Bunge’s favor
It evokes a strong emotional connection
It is timeless, it has “legs”
It is easily adaptable across countries
and regions
People relate to and trust people like
themselves (Edelman Trust Barometer)

11

CREATIVE STRATEGY
Honor the spirit and imagination of
forward-thinking employment by
celebrating today’s yearning for
authentic experience
Make every Bunge brand touch point
emotional and memorable by ensuring
it is both immersive and personally
rewarding
Make it easy to engage with the brand
by taking the campaign to places where
people gather, both online and off

12

CREATIVE STRATEGY PROCESS OVERVIEW
At Edelman, we employ a multi-phase creative development process to
help companies arrive at powerful, insightful, informed ideas and creative
campaigns that ultimately stem from the Universal Truth that holds true
across the client’s entire business or product division.

STEP 1

STEP 2

STEP 3

STEP 4

Discovery and
Analysis

Campaign
Positioning
and Values

Campaign
Attributes

Campaign
Execution

13

CREATIVE CAMPAIGN EXECUTION APPROACH

14

CAREERS ON BUNGE.COM

BUNGE.COM/CAREERS

Hero video tells the big story of how
employees can “be the difference”

Referencing known job sites
promotes Bunge’s reputation and
confidence in the industry.

Employee profiles allow prospects to
connect and identify with current staff.

Collaborative work environment is
shown through numbers and global
messaging.

The financial and innovative
strength of Bunge is shown off through
press releases and media stories.

Prominent region-specific links show
that Bunge recognizes the value of
social media.

Using familiar networking site to
accept job applications conveys
legitimacy of openings.

TEMPLATES FOR LOCAL CUSTOMIZATION
(RUSSIAN EXAMPLE SHOWN)

SOCIALIZING BUNGE CAREERS

WE APPLY A 360-DEGREE APPROACH

26

SOCIALLY CONNECTING & ATTRACTING TALENT WHERE THEY ARE ONLINE

FACEBOOK:
Mass Engagement
and Promotion

LINKEDIN:
Mass Recruiting

TWITTER:
Discovery, Influencer
Engagement &
Promotions

Regional Website:
Local languages

Bunge.com/
careers

YOUTUBE:
Content that Brings
the Brand
to Life

PINTEREST:
Company
Images
27

SOCIALLY CONNECTING & ATTRACTING TALENT WHERE THEY ARE ONLINE

Target
Audience

Engage Online,
Through Social

Drive to (Local)
Bungee Career Sites

28

FACEBOOK & LINKEDIN

BUT BEYOND LINKEDIN AND FACEBOOK…
We’ll provide visual resources for local customization

30

BECAUSE OUR INTERCONNECTED WORLD IS USING DIFFERENT TOOLS

31

HOW WE GET THERE
Edelman recommends a phased approach to launching online-social programs.
It consists of six steps, from research to training:

STEP 1

Discovery,
Research

STEP 2
Strategic
Planning

•  Competitive
landscape

•  Content
strategy

•  Consumer
insights

•  Personas

•  Audit assets,
processes
•  Business and
technical
requirements

•  Engagement
•  Resources
•  Paid, owned

STEP 4

STEP 5

Technical
Programming

Recalibration

STEP 6

•  Site code
development

•  Gather
learnings

•  Voice

•  Digital
embassies

•  Optimization

•  Socialize
approach with
internal
stakeholders

•  Style Guide

•  Testing & QA

STEP 3
Develop

•  Guidelines
•  Content

•  Marketing
•  Toolkit

•  Feedback

Training

•  Support
•  Counsel

•  Documentation

32

BE THE DIFFERENCE: EMPLOYER BRAND TOOLKIT

“BE THE DIFFERENCE” TOOLKIT: PURPOSE AND APPROACH
Purpose:
• 
• 

EVP/Brand Application Across the Employee Experience

Connect regional teams with the global
brand strategy

DEFINING THE
BUNGE DIFFERENCE
Brand Education
and Awareness

Help to establish and maintain
one consistent brand voice
infused with local relevancy.

Our Approach:

DEVELOPING
THE DIFFERENCE

CREATING
THE DIFFERENCE

Manager Guide and
Rewards/Recognition

Brand Assets
and Guidelines

•  Adapt toolkit materials for
different internal stakeholders
•  Ensure brand is consistently applied
across every touch point of the
Bunge employee experience

ONBOARDING
THE DIFFERENCE

ATTRACTING
THE DIFFERENCE

Clearly articulate EVP
and expectations

Social Media and Building
Prospect Interest

HIRING
THE DIFFERENCE

Candidate selection and
candid EVP-focused
discussion
34

CORE

Brand Guidelines

Brand Assets

•  Guidance and guardrails
for brand application

•  Art files
•  Digital and print
design templates

Social Media
Guidelines

RECOMMENDED

“BE THE DIFFERENCE” TOOLKIT CONTENTS

Brand Education
•  CEO message
•  “The Difference” Deck
•  Talking Points/FAQs
•  Employee Video

Recruiting
& Hiring Guide
•  EVP-focused recruiting
messages, interview
questions and tips

Manager Guide
•  Discussion guide
•  Conversation starters
•  Behaviors to reward

35

EXAMPLE CONTENTS
PRINT ADS

STYLE GUIDE

36

TOOLKIT DELIVERY / REGIONAL HAND-OFF

Audience

Toolkit Content

Senior Leaders

Channel

X

HR/Recruiters

X

X

X

X

Comms/Marketing

X

X

X

X

Managers

X

* Employees

X

X

X

X

X

X

X

X

X

X

X

X
X

X

X

X

37

TOOLKIT TIMING

2013
March

April

Toolkit content
development

May

June

Finalize
brand creative

July

August

September

Series of “Train the
Trainer” webcasts
Toolkit with local HR/brand
goes live
champions

Socialize brand creative
Brief leaders
in each region

October

November

Brand activation
in the regions

Provide materials
and guidance to
people managers

Quarterly brand
champion calls

“Heads Up” for HR/managers
Identify local brand champions

38

ROLLOUT APPROACH
Currently in scope

Audience

Purpose

TBD pending budget
approval

CORE

POST LAUNCH PART 1

POST LAUNCH PART 2

Regional Brand Toolkit

“Be the Difference”
Employee Culture Site

Employee Digital Brand
Ambassadors

•  Key internal
stakeholders

•  All Bunge employees

•  Selected Bunge
employees

•  Equip Bunge’s regional
operating companies with
brand assets, messaging,
content and guidance for
activating the brand at the
local level

•  Provide one-stop brand
resource to educate and
engage Bunge employees in
the “Be the Difference”
brand
•  Channel for gathering
employee content, stories
and ongoing feedback

•  Identify, educate, equip and
empower employee
ambassadors as confident
storytellers and public brand
advocates on Bunge’s behalf

39

DESIRED OUTCOMES
LOCAL LEADERS

HR/COMMS

•  Understand and
visibly support the
brand

•  Drive and champion
the brand in each
region

•  Model desired
behaviors

•  Refresh local careers
site and recruiting
materials

•  Reinforce brand
messaging

•  Incorporate brand
messaging into
recruiting, hiring and
onboarding
•  Manage and update
local social media
recruiting channels

PEOPLE MANAGERS

EMPLOYEES

•  Support and
regularly discuss
EVP/brand and
behaviors with
teams

•  Internalize the
brand
“I make the
difference”

•  Incorporate brand
messages into
performance
management
discussions
•  Identify and reward
employees who
embody Bunge’s
brand values

•  Act as Bunge brand
ambassadors
•  Create and share
original content
•  Nominate peers
who make the
difference

40

IMPLEMENTATION PLAN

TIMELINE WITH DELIVERABLES
March

April

May

June

July

August

September

October

November

Development & Brand Expression

Brand
Expression
Holder Page

Careers Sub-Section
Research/Branding/Development/QA

Toolkit Content Development

Social Embassy
Audit/Research/Strategy/Creative/Content Development

Launch

Toolkit Goes
Live

“Train the
Trainer”
webcasts with
local HR/brand
champions

Brand
activation
in regions

Quarterly
brand
champion
calls

Launch

42

INVESTMENT

TIERED DELIVERABLES
Tier 1

Tier 2

Tier 3

Creative Development & Brand Expression
•  Establish creative strategy
•  Develop Be The Difference style guide

Creative Development & Brand Expression
•  Establish creative strategy
•  Develop Be The Difference style guide
•  Create video for site

Creative Development & Brand Expression
•  Establish creative strategy
•  Develop Be The Difference style guide
•  Create video for site
•  Produce (2) docu-style global brand
ambassador videos

Careers Sub-Section
•  Audit of existing content and editing /rewrites
for new experience
•  Static landing pages

Careers Sub-Section
•  Audit of existing content and editing /rewrites for
new experience
•  Landing pages with static images

Careers Sub-Section
•  Editing /rewrite existing content for new
experience
•  A local Customization graphics & guidelines
package

Social Embassy Development
•  Creative skin for LinkedIn & Facebook
•  Basic On-line Content Guidelines for brand
voice

Social Embassy Development
•  Creative skin for LinkedIn & Facebook
•  Basic On-line Content Guidelines for brand voice

Social Embassy Development
•  Creative skin for LinkedIn & Facebook
•  Basic On-line Content Guidelines for brand
voice
•  A local Customization graphics & guidelines
package

Employee Toolkit
•  CEO message and instructions
•  Brand templates
•  Social media guidelines

Employee Toolkit

Employee Toolkit

44

• 
• 
• 
• 
• 
• 
• 

CEO message and instructions
Brand templates
Social media guidelines
Overview presentation deck
Talking points and FAQs
Manager discussion guide
Recruiting and hiring guides

• 
• 
• 
• 
• 
• 
• 
• 
• 

CEO message and instructions
Brand templates
Social media guidelines
Overview presentation deck
Talking points and FAQs
Manager discussion guide
Recruiting and hiring guides
Train-the -Trainer webcast
Leader pre-view message & briefing calls

RELEVANT CASE STUDIES

HILTON GLOBAL PLAYBOOK
CHALLENGE
Educate Hilton Worldwide employees on the importance and
role of social media as well as set a framework for the
enterprise to follow as social media becomes more ingrained
as a best practice. Hilton is the only recognizable name
globally.

SOLUTION
Conducted interviews with stakeholders across the enterprise
and across discipline to determine key social needs of the
organization. A core structure was developed for the
enterprise that allows customization by brand and local
market. Develop centralized functions and tools that provide
value (time, resources, budget flexibility) that will be the
greatest drivers of social internally.

RESULT
A Global Social Playbook was created which prompted
executive leadership to begin implementation of the playbook
recommendations. Such recommendations that have been
implemented include a content management system across
key brands. As well as a scorecard and newsletter which
streamlined Hilton Worldwide goals of sharing best practices.

46

AHA GO RED FOR WOMEN. ORG
DESIGNING AND BUILDING A SCALABLE DIGITAL CONTENT HUB
CHALLENGE
Go Red For Women, preparing to celebrate its 10 year anniversary, needed
to relaunch its existing site to support social activities and publishing around
their new content-focused engagement strategy. The brand’s digital
strategy for the website centered on content and creating a space that is
“By Women, For Women.”

SOLUTION
Edelman designed a new information architecture to facilitate content
distribution and discoverability. The site was rebuilt on WordPress and data
for 200K+ users was migrated into the new infrastructure. A sticky footer
throughout the website provides prominent placements for sponsors and
the Red Dress pin. Edelman created over 70 articles that fit into 5
categories of content most important to the “Go Red Plan”.

RESULTS
Website “stickiness” has increased significantly. Compared to the same
time last year:
•  Unique visitors are up 30%
•  Visits are up 23%
•  Page views are up 21%

47

TRANSFORMING AN ORGANIZATION
CHALLENGE
• 

Take a traditional organization serving the US dairy industry (DMI)
and gradually convert it into a social organization, directly connected
to it’s most important stakeholders and provide content that brides
the gap between consumers and dairy farmers

SOLUTION
• 

Audit and assess all social activity both internally and externally

• 

Create a center of excellence within organization

• 

Pilot a real-time listening and content model and launch owned
property (dairygood.org)

RESULTS
• 

The Dairygood pilot generated thousands of social media
impressions and #Thinkfood hash tag becomes number one trending
topic during national event

• 

Dairygood.org launches with over 4K visits on first day

• 

Successful launch of pilot led to accelerated internal change initiative
which includes the installment of a “social newsroom”

48

GROWING A MID-SIZE PHARMACEUTICAL COMPANY THROUGH EMPLOYER BRANDING
CHALLENGE
Amylin Pharmaceuticals sought to triple its workforce of 1,700
employees in fewer than four years. While a repeat winner of
niche and regional “Best Places to Work” honors, Amylin
competes for talent against biotech giants Genentech and
Novo-Nordisk as well as other pharmaceutical companies.
Amylin also wanted to increase its visibility as an employer yet
preserve its unique challenge-loving, collaborative culture, as
well as retain existing employees and prepare the
organization for growth.

SOLUTION
Edelman developed a brand strategy through primary and
secondary research designed to target internal and external
perceptions of the company’s employee experience and
competitor analysis . An employer brand framework was
established which included the development of messaging
and an integrated marketing plan that ensured brand
consistency throughout internal and external communication.

RESULT
The creation of a cross-functional employer brand governance
council ensured alignment between leaders from marketing,
public affairs, human resources, sales, business strategy and
internal communications. Amylin leadership adopted one
single, consistent brand strategy approach to all employeerelated initiatives and communication.

49

APPENDIX

TIMELINE WITH DELIVERABLES
Deliverables

Timing

Creative Development and Brand Expression

03/01/13-06/01/13

Social Embassy Launch (FB & LinkedIn)
Audit/Research/Strategy/Creative Development/Community Management Manual
Careers Sub-Section
Audit/Research/Strategy/Branding/Testing/Site Section Development
Employee Tool Kit Development
Content Audit/Research/Strategy/Content Development
Tool Kit Live
“Train the Trainer”
Webcasts with local HR/brand champions

07/01

09/01

03/15/13-07/01/13

06/01/13

09/01/13-10/10/13

Regional Brand Activation

10/01/13-11/01/13

Quarterly Brand Champion Calls

11/01/13- 2014
51

A CLOSER LOOK: SOCIAL MEDIA GUIDELINES
Edelman will develop a playbook to ensure regional
operating teams can successfully manage, publish and
engage on Bunge cross channel:
PLAYBOOK CONTENT
The Big Picture

Engagement

•  Social Channel Platform Profile

•  Review Bunge social media policy
and guidelines

•  How it works
•  Our templates
Metrics
•  Channel-specific metrics
•  Sample standard metrics reports
•  Relevant channel metrics (quantitative and
qualitative)

52

•  Content strategy and editorial planning
•  Includes sample tweets, Facebook updates,
preferred types of content by audience
•  Sample content calendar
•  Search engine optimization guide
•  Community management 101

THANK YOU