Philips’s vision is to improve the health and well-being of people across Asia. The ‘+’ Project was created to meet in-country challenges and spawn locally initiated ideas. More than 1,000 ideas were ‘crowd sourced’ in Indonesia and Thailand, while 100,000 people submitted ideas and voted for them. Tens of millions of Indonesians, Thais and Singaporeans were made aware of the campaign. A double-digit boost in purchase intent, brand preference and advocacy was recorded. This presentation demonstrates how Philips used social media to effectively to shift the perception of Philips being a light-bulb company to one that is “an innovative in the health and well-being space”. A brand and reputational exercise. The presenters aim to depart what they have learnt from the project in Indonesia, Thailand and Singapore to the audience in areas of social media and influencer outreach and also the importance of messaging (content) from both an agency and client perspective. A multi award winner ranging from “Best 50 PR campaigns in the World” by SABRE Global 2012, “Gold Award” by SABRE APAC 2012. “Gold” in Excellence in Corporate Social Responsibility and “Silver” in Corporate Community by Marketing Excellence Singapore 2012

1. Shifting Perception through Social
Media and Influencer Engagement
The Philips ‘+’ Campaign
Arent Jan Hesselink (AJ)
Head of Integrated Marketing
and Communications
Philips Asia Pacific
sg.linkedin.com/in/ ajhesselink /
Jon Chin
Senior Vice President,
Head of Digital, SEA
Fleishman-Hillard Singapore
sg.linkedin.com/in/jonwchin
@jonwchin
Laura Ashton
Vice President,
Head of Marketing
Philips Lighting,
Growth Markets
sg.linkedin.com/in/lauraashton/
@lauraashton

2. 2
Philips: A strong diversified industrial group
leading in health and well-being
Philips
Businesses1, 2 Geographies1
Healthcare Consumer
Lifestyle
Lighting North
America
Other Mature
Geographies
Growth
Geographies3
31% 9% 35%
44%
19% 37%
€23.5 Billion
Sales in 2012.
Portfolio consists of
~70% B2B
businesses
~116,000
People employed
worldwide in over 100
countries
Since 1891
Headquarters in
Amsterdam, the
Netherlands
8% of sales invested in
RD in 2012
59,000 patent rights, 35,000
trademark rights,
81,000 design rights
Western
Europe
25%
$9.1Billion
Brand value in 2012
1 Last twelve months March 2013
2 Excluding Central sector (IGS)
3 Growth geographies are all geographies excluding USA, Canada, Western Europe, Australia, New Zealand, South Korea, Japan and Israel
Note - Prior-period financials revised for discontinued operations, the adoption of IAS19R,and for restatements included in the Annual Report 2012 (please refer to the Annual Report
section 12.10 “Significant Accounting Policies”)

3. 3
At Philips we strive to make the world healthier
and more sustainable through innovation
We will be the best
place to work for people
who share our passion
Together we will deliver
superior value for our
customers and shareholders
Improving people’s lives through meaningful innovation

4. 4
What does meaningful innovation mean?

5. Situation analysis and program objectives
Confidential
Result
Goal
Fragmented brand
perceptions across
audiences, stakeholders,
counties
Previously
Brand activation largely
product focused
Limited brand
differentiation, limited
impact on business value
Objectives
Improve brand
differentiation and brand
preference across business
Lead creation and
partnership opportunities
Build a stronger, better
performing brand
No unified platform at
company level to drive
our brand
Link brand to business
strategy

6. Confidential
+ Project by Philips

7. Philips’ Brief to FleishmanHillard:
Business Objective of the ‘+’ Project
Build a stronger, better performing Philips brand in
ASEAN Pacific to support accelerated business
growth, whilst strengthening existing, creating new
business relationships
Communication Objective of the ‘+’ Project
Strengthen Philips brand as an innovation leader
in Health Well-Being
Confidential

8. 8
What FleishmanHillard did
• Strategized and planned a cross-sector
umbrella program to
position Philips as leader and
innovator in health and well-being
in Asia Pacific in 3 sectors
that Philips occupies via Social
Media Traditional PR
CONSUMER
LIFESTYLE
HEALTHCARE LIGHTING
Cross sectors halo
effect on individual
sectors.

9. 9
Engagement Platform
• Crowd source ideas to define grass-root projects around the three themes to deliver
meaningful innovation to improve the health and well-being of individuals, communities
in country via Philips products and solutions. 3 projects per country, one per
theme.
• Top locally garnered ideas will then be brought to life, through Philips-led teams with a
project budget of USD50,000 each.

10. ‘+’ Projects Realisation 10
Approach
Influencer
Mapping
Engagement
Offline Social
Media Event
(Media
Influencers)
Creation of
Compelling
Content
Media
Relations
1. Raising breast cancer awareness
2. Sustainable bus shelters
3. Bringing chefs back to schools
1. Hospital guides for new moms
2. Beautification of public walkways
1. Smart lighting for public parks
2. Free health screenings for elderly
3. Healthy living app

11. 11
Video – “Winner”

12. 12
FleishmanHillard’s Learnings (From an Agency
Perspective)
Campaign has
more traction
when it is tied to
realization
Key Online
Influencers were
the main drivers
of success
Keep the idea
simple
Social Media
“Movement”

13. Philips Learnings
Confidential

14. 14
Define your target audience, and its approach:
• Narrow vs. wide reach
• People we want to engage around the brand
• People we want to see the brand
• People that can act as catalyst

15. 15
Engage key target audiences around the brand:
• Listen to create meaning
• Crowd source to co-create solutions
• Partner to deliver real-world outcomes
Real World
Outcomes
Stakeholder
Engagement
Crowdsourcing
Partner
Market Insights

16. 16
360° degree activation, and conversion:
• Targeted versus mass activation
• Integration with marketing
• Convert across touch points
• Incentivize

17. 17
Integrated approach to social:
• Participate and influence
• Different approaches to different influencers
• Owned community as catalyst
• Integrate social media with offline activation

18. 18
Measure everything:
• Brand and Sales to measure brand health and lead generation
• Campaign and Channel to measure campaign ROI and optimize real-time

19. 19
Integrated brand experience:
• Integration across all touch points
• Product, capability, brand
Product
Capability
Brand

20. 20
Linking Brand to Business

21. 21
and marketing Lighting at Philips

22. 22
Meaningful Measurement Accountability
Friends
Likes
Visitors
Participation levels
Column inches
….(less) hard stuff
What businesses need to know
Top line growth
Costs
Profitability
NPS
Share
….hard stuff
What enthusiastic agencies
sometimes offer

23. 23
Consumer Persuasion Journey
More rational
Brand-Building
Sales-Driving
Corporate
ads, Brand Ads
Public relations,
branded
content, digital
Digital/DM,
e-catalogue,
packaging,
Promotional ads
OOS activation
In-Store Activation,
merchandising,
promo staff, offers
Pre-purchase environment
Purchase environment
%
%
More emotional

24. 24
What made different for the business
Project execution
in partnership
with customers
influencers and
public à lead
generation, NPS
Amplification
through search,
publishers,
influencers, owned
assets
Co-creation
Crowd-sourcing
Content-led
(not product-led
PLATFORM

25. 25
Managing the non-linear funnel aligning KPIs first!
Awareness
Familiarity
Purchase Intent
Preference
NPS Advocacy
Loyalty Leads
…Purchase Share
before
with
þþ
þ
þ
x
x
þ þ
þ þ
þþ
þ
þ þ
þ

26. 26
Results
Brand
association
of Health Well-
Being several folds
Double digit
growth
in the marketing
funnel – brand
preference
advocacy.
75 million in
first 3 first
countries
were reached
Established
Partnership and
Business
Opportunities
Business
Impact

27. 27
Why does work for Lighting?
Indonesia Thailand
+ Core of the business
+ Meaningful innovation at the heart of health wellbeing
+ Collaboration with partners, stakeholders, customers:
B2B, B2G, B2C
+ Multiple touchpoints = unassailable system
+ Commitment to invest
+ Don’t spread the budget too thinly over many markets
+ Accountability hard-wired

28. Confidential 28