1. Kathy Button BellAgents of Change in a Social World
THE SMART DIFFERENCE

3. Emerson Global Presence 2012
PERCENT OF SALES
BY GEOGRAPHY
PERCENT OF SALES
BY SEGMENT
Middle East
& AfricaLatin
America
Europe
22%
Asia
23%
United States
& Canada
45%
Commercial &
Residential Solutions
Climate
Technologies
16%
Industrial
Automation
21%
Network
Power
27%
Process
Management
28%
AT A GLANCE
● Founded
in 1890
● Headquartered
in St. Louis,
Missouri, USA
● $24.2 billion
in sales (2011)
● Approximately
133,000
employees
worldwide
5%
5% 8%

4. Emerson is a Leader in its Core
Global Businesses and Markets
● Compressors
● Controls
● Alternators
● Fluid Control
● Ultrasonic
Welding
● Food Waste
Disposers
● Plumbing Tools
● Wet/Dry
Vacuums
● Mobile Point-of-
Care Carts
● Control Valves
● Measurement
Devices
● Wireless
Devices
● AC & DC Power
Systems
● OEM Embedded
Power
● Precision Cooling
Systems
● Access & Control
(KVM)
● Power Switching
& Controls
$7.0B $5.3B$6.8B $4.0B $1.8B

5. Defining the
Emerson Brand

6. $14.3 Billion in revenues with over 60 businesses
1999 Emerson

7. “Hardware Store” Communications
Approach Hurting Technology Reputation

8. Emerson Brand DNA
● #1 Market
Position(s)
● Longevity
● Reliability
● Excellence
● Management
● Bottom-line
● Rigid
● Bureaucratic
● Insular
● Risk averse
● Follower
● Slow
● Growth
● Responsive
● Customer-
focused
● Initiative
Leader/Innovator
● Connected
LEVERAGE TRANSFORM INSTILL

9. Brand Drives Collaboration for
Cross-Sell, Solutions & Efficiency
EMERSON BUSINESS PLATFORMS

10. Defining the Branding Roles
Sell the
Emerson Brand
Sell our
industry expertise
and solutions
Sell individual
products
All three
elements
must work
together
in order to
achieve
marketing
objectives
EMERSON
BUSINESS
PLATFORM
BUSINESS

11. Marquee Accounts Leverage Brand and
Product Depth Across Emerson Businesses
We Need to Continue Growing and Leveraging Marquee Accounts –
Target is 25% of Sales
SALES GROWTH
2004 2009 2014F
% of Emerson
$6.8B
$3.0B
$4.6B
8.3% CAGR
22%
MARQUEE ACCOUNTS COMPOSITION
Network Power Accounts
Process Management Accounts
Climate Technologies Accounts
Appliance & Tools
Accounts
Industrial Automation
Accounts

12. Increased Integration Will Foster More Solution Sales,
Requested by Customers in Key Industries
Base: Customers (N=1,902)
Q910.To what extent do each of these attributes describe Emerson?
Q3000. To what extent do you agree or disagree with the following?
Customer Sentiment Network Power Climate Tech. Process Mgmt. Indust. Auto.
(N=388) (N=508) (N=399) (N=386)
Consistently feels like an integrated company 39% 37% 45% 30%
Is a company that is easy to understand 38 33 45 24
Majority of customers expressed strong interest in a solution-based relationship
51% of customers agreed it would be better for them if Emerson acted
more like one integrated company than it currently does
Top 2 Box % (Rated 6/7 on 7-point scale – describes very well)
Customer Need Network Power Climate Tech. Process Mgmt. Indust. Auto.
(N=388) (N=508) (N=399) (N=386)
These days, I am interested in hearing more about
solutions in addition to just individual products 79% 79% 79% 72%
I find the suppliers I work with in the area of
[business platform] tend to focus too much on
equipment and products and not enough on ideas
60 65 63 60
Top 2 Box % Agree (Strongly/Somewhat)

13. Marketing Tackles R&D
Then Advertising

14. Emerson’s path to Remarkable is customer-centric.
Customers believe in Emerson.
Customers are begging us to deliver.
UNKNOWN
CREDIBLE
DIFFERENTIATED
REMARKABLE
• Be authentic
• Listen to our
customers
• Collaborate inside
• Design for purpose
and drive solutions
• Make it easy to
do business
What does
REMARKABLE
look like?

15. Marketing Must Demand The Customer
Voice Starting at Stage Gate Zero
DEFINE PAIN
SOLUTION VISION
SOLUTION VALUE
Marketing
MARKET
RESEARCH
IDEA
GENERATION
CONCEPT
FEASIBILITY
CONCEPT
DEVELOPMENT
& PROJECT
PLANNING
DESIGN &
DEVELOPMENT
RAMP
UP
LAUNCH &
PRODUCTION
START-UP
PRODUCTION

16. Emerson Launches New Innovation Model
Driving Organic Growth
New-to-the-
BUSINESS
New-to-the-
WORLD
MINOR
Revisions
MAJOR
Revisions

17. Current Portfolio Under-Leverages Emerson’s Depth
Under-Plays Solutions Capability & Interoperability

18. One Connected Family Celebrates Human Centered
Design & Demonstrates High Technology

19. Emerson Climate Technologies
Product Design: Before and After
Design language reflects Emerson’s improving high tech image

20. Emerson Campaign Highlights Our New-To-The-
Business and New-To-The-World Approach
● New “It’s Never Been Done Before”
campaign focuses on unique and
innovative solutions that Emerson
delivers to customers
● Differentiate Emerson by
showcasing the results of our
work across businesses, platforms
and industries to create new-to-
the-business and new-to-the-
world solutions
● Emerson showing the optimistic
face of global business –
how we are helping our customers
innovate their way out of the
financial downturn
● Our new campaign dramatically
reinforces that Emerson is unique
in the way we look, sound and feel

21. Emerson Has Established Distinctive
Advertising Look, Feel & Messaging
When the Stakes Are High – Consider It Solved
Consistent Branding Across the Enterprise Gives Emerson a Much
Larger, More Powerful Face

22. Emerson Platform Advertising Creates
Larger Integrated Face

23. Marketing Takes On Sales
Enablement

24. Our Traditional Sales Approach
Lots of “show and tell” focusing
on our products and what they do

25. Global Economic Downturn Drives
Need for Aggressive Solutions Approach
THEN
Product Marketing
RIGHT NOW
Solution Marketing
Message Orientation Inside-Out Outside-In
Positioning
Objective
Own Position in Category Own Specific Customer Problem
Message Complexity Single Threaded Multi-Threaded
Differentiation Model Two Dimensional Multi-Dimensional
Knowledge Flow Primarily Top Down More Collaboration With Sales
Sales Enablement
Objective
Product Knowledge Situational Fluency
Foundation
Knowledge
Feature-Benefit Lists Problem-Solution Map
Source: Keith Eades and Robert Kear

26. 1. Lead with question
2. Lead with hypotheses
3. LEAD with insight
Marketing can help salespeople become business
consultants by increasing Situational Fluency.
Marketing and Sales Must Closely Collaborate
Sources: Keith Eades and Robert Kear, Sales Executive Council
3 Generations of Solutions Selling
1. Don’t lead with information about the
supplier
2. Don’t just lead with our unique selling
principle
3. DO tell a story about their business
that leads to our differentiators
Commercial Teaching
MARKETING
Define
Pain
Solution
Vision
Solution
Value
SALES
Access to
Power
Control
Buying process

27. “Emotional
Impact”
Psychological
features of the
problem, or
presence in
the individual’s
workflow,
humanizing
the problem.
LevelofCustomerExcitement
Positive
Negative
Neutral
Commercial teaching
follows
boot camp theory of
shocking
the customer with the
unknown…
…breaking down
the problem
behind
the unknown…
…then building
back the
customer’s
confidence
in a new solution.
“Warmer”
Building
credibility
by reading
their mind –
demonstrates
empathy.
“Reframe”
First, reframe
an
unrecognized
problem, need
,
or assumption.
“Rational
Drowning”
Gradual
intensification
of the
problem, both
in degree and
closeness
to the
customer.
“Value
Proposition
A New
Way”
A new
framework
for
addressing
the problem
– implicitly
tied to the
supplier
value
proposition.
“Our
Solution and
Implementation
Map”
Map of supplier
services or
solutions linked
back to key
teaching points;
highlighted
path to
implementation.
Intrigued Drowning Involved Relieved
Customer State
Core Concept:
Leading the Customer To Our Solutions
Source: Marketing Leadership Council

28. Marketing’s Marriage to IT

29. Marketing and IT Must Collaborate on
Strategy to Meet Business Demands
Personalized
Simple
Immediate
Predictive
Always Available
Emerson Marketing and IT Strategy
Customer Expectations
Collaboration
Mobility
Big Data
Cloud
Technology Trends
Business Initiatives
Solution
Selling
Superior
Customer Care
Perfect
Execution
Enriched
Business Models

30. Traditional Media Still Critical to Brand Awareness
However, Social Media Is Key For Depth And Transparency
PRINT
PROMOTIONS
CONFERENCES DIRECT MAIL
TRADITIONAL
MEDIA
INDUSTRY
EXPERTS
PEERS
CUSTOMERS
INDUSTRY
EXPERTS
CLIENTS
PEERS
SOCIAL
NETWORKS
COMMUNITY
FORUMS
MOBILE
BLOGS
WEBSITES
INTERACTIVE
ADS
SEARCH
ENGINES
TWITTER/RSS
WEBINARS
PODCAST
DIGITAL
SALES AND
RELATIONSHIP
MANAGERS
BUSINESS
NETWORK
BUSINESS
NETWORK
PROSPECTS
AND
CLIENTS
COMMUNITIES
TRADE SHOWS

31. Social media impacts B2B decision makers
worldwide
 The number of B2B decision
makers who maintain a social
network profile has increased
significantly
 60% of B2B decision makers
use social media to help inform
professional decisions
 Decision makers are actively
participating in a variety of
ways
– Reviewing products & services
– Posting in forums
Source: eMarketer 2012

32. Guiding Principles of the Digital Dialogue
Let’s Join the Greater Conversation
Trust
Authentic
Engagement
Interactive
Cultivation
Relevance
Dynamic
Objective
Content
Fast
Intuitive
Integrated
Easily
Accessible
Responsive
Experience
Two Way Sharing – Authentic – Transparent
GLOBAL CONVERSATION

33. Leverage Emerson’s Remarkable Expertise
and People to Create Full Digital Experience
PAID OWNED EARNED
Like, Share,
Comment, Tweet
Optimization of
ad campaign
Implement social strategy –
Aggregate content showcasing
innovation stories
Create voice for Emerson
and reputation of strong
thought leadership
Source:Digitas

34. Social Shares
75% of visits
12% of visits
12% of visits
79% New Visitors
21% Returning Visitors
Total
Visits
22,700
Unique
Visitors
17,900
Total Page Views 89,000
4 pages viewed
per visit
Average time with content
is 3:33 minutes (USA)
3:28 Global
www.GatewaytoEmerson.com

35. Total
Visits
16,300
Unique
Visitors
9,100
Total Page Views 58,800
pages viewed
per visit
www.TheExtraMileWithCharlie.com
56% New Visitors
44% Returning Visitors
4
Average time on Site
Is 4:02 in minutes (USA)
and 4:31 Global
Social Shares
52% of visits
40% of visits
7% of visits

36. Emerson has Posted Over 575 Emerson
Videos with over 1.5 Million Views

37. Nearly 75% of All Emerson Mentions Occurred on Twitter
Emerson_News Followers Grew by 100% YTD
Media types delineated
Total Emerson MentionsTotal Emerson Mentions 557,394
FisherValves 361
Bill_Morrison 343
EmrsnNPTelecom 265
ASCO_Process 261
Jack Pouchet 248
Steve_Hassell 179
RIDGID_Europe 175
ChristopAmstutz 161
Emerson_DScottBarbour 152
Twitter Followers
RIDGIDtoday 4232
EmersonEmPower 3821
Emerson_News 3557
JimCahill 3067
EmersonClimate 2917
EmersonProcessManagement 2013
EmrsnNPDataCntr 1548
EmersonEmbComputing 1518
CopelandScroll 1508
ClosestMaid 1309
DeltaV 1291
EmersonExchange 945
Rosemount Anlytical 824
RAIhome 757
ASCOValve 586
CT_Emerson 445
Emerson_Charlie 400
InSinkErator 385
MicroMotion 384
Emerson_MX 381
Overall 2012 Mentions = tweet, blog/forum post, article
86,181
Blogs
405,218
Twitter
29,587
Forums
36,408
News

38. Emerson’s Guidelines for “Social Behavior”
1. BE TRANSPARENT
Identify who you are and what you
do at Emerson in your posts.
2. BE RESPONSIVE
Check for postings frequently and try
to respond to comments or questions
within 24 hours.
3. BE ENGAGING
Dialogue is the key. Listen and engage
in two-way conversations. And know
when to take a conversation offline.
4. BE MINDFUL
Never reveal confidential or sensitive
information. When in doubt, ask first.
Never guess, speculate or offer opinions in areas if you are unsure
whether you are right. If you do offer an opinion, make sure it is known
that you are only stating your personal opinion.
5. BE ACCURATE
Check your facts, properly credit your
information sources and follow copyright
and “fair use” laws.
6. BE RESPECTFUL
Do not post anything you wouldn’t want
your manager to read.
7. BE WEB SAVVY
Be thoughtful about what you publish.
Even if you delete it, your post can
live online forever.
8. BE AN EXPERT
Offer your knowledge to others!

39. …There is Direct Legal Risk
Employment Law
Securities Law
Confidentiality
Data Management
Intellectual Property
International Trade
Idea Submission
Service of Process
Discovery
Consumer Protection
Commercial Torts
Privacy/Data Security
Third-Party IP
Defamation
Third-party terms
Agency

40. Marketing’s Integration
with HR

41. Emerson Facebook Page Has Grown To Over
10,000 Likes This Year
Facebook Likes
Ridgid Europe 23,870
Ridgid Tools 14,155
Emerson 8,418
Emerson Network Power 3,744
Emerson Process Management -
Product/Services
3,630
ClosetMaid 2,402
Emerson Process
Management Organization
1,171
Emerson Network Power –
Power Supplies
1,170
Emerson Climate Technologies 1,369
Emerson Process Experts 925
Copeland Scroll 876
Micro Motion 695
Emerson Network Power -
Embedded Computing
518
InSinkErator 450
Emerson Industrial Automation 330
White Rodgers 323
Emerson Process Management
India Ltd
179
Emerson Process
Management Mexico
172
Fisher Instrument and
Valve Services
103
“Corporate social media will facilitate collaboration and
knowledge in very decentralized environments.” – KORN FERRY

42. Emerson has over 95,000+ Followers on LinkedIn -
Branding Important to Leverage
Process Management ran a five month “Recruiting Pilot” which
added 10,000 followers, including 4,000 engineers

43. New Emerson Careers Website
Highlights The Smart Difference

44. Real Employees Share Their Rich
Experience at Emerson

45. Showcase Our Young, Smart Talent in
the Annual Report – Online Annual Report
PROCESS

46. Leveraging Our “Third Wave” of Young Executives
Sharing Their Views Through Gateway

47. Marketing’s New World

48. The Changing Face of B-to-B Marketing
Branding
Architecture
NPD /
Voice of
Customer
Advertising &
Communications
Sales
Enablement
IT
Marriage
HR
Integration
Legal Interruption
Marketing Drives
Total Customer
Experience

49. Customer Experience
Digital Engagement Components
CUSTOMER
EXPERIENCE
CUSTOMER
SOLUTIONS
SERVICE
DELIVERY
• Single Face to Customer
• Cross-Business
Collaboration
• Product Lifecycle
Management
• One Order / One Invoice
• Customer Support / CRM
• Demand Management
• Supply Chain Planning
• Supplier Collaboration
• eKanban
• Transportation Mgmt.
• Supply Chain Metrics
DIGITAL
ENGAGEMENT
• Social Engagement
• Digital Marketing
• Mobile Applications
• Product Configurators
• Online Ordering
• Service Management
Keep Our Customer
Promises
Become Faster & Easier
To Do Business With
Provide Integrated
Solutions Offerings

50. CMO’s as Integrators / Change Agents
Need new skills / partners
More technology
Master branded content
• Build relevant content
• Need more “writers with insight”
• Need more “deep researchers”
• Need more short content
• Need more rich media (especially video and
interactive tools)

51. Instead of
PRODUCT
Source: Harvard Business Review, January-February 2013
RETHINKING THE 4 P’S
by Richard Ettenson, Eduardo Conrado, and Jonathan Knowles
Instead of
PLACE
Instead of
PRICE
Instead of
PROMOTION
Focus on
SOLUTION
Define offerings
by the needs they meet,
not by their features,
functions, or
technological superiority.
Focus on
ACCESS
Develop an integrated
cross-channel presence
that considers customers’
entire purchase journey
instead of emphasizing
individual purchase
locations and channels.
Focus on
VALUE
Articulate the benefits
relative to price, rather
than stressing how price
relates to production
costs, profit margins, or
competitors’ prices.
Focus on
EDUCATION
Provide information
relevant to customers’
specific needs at each
point in the purchase
cycle, rather than relying
on advertising, PR, and
personal selling that
covers the waterfront.

52. The “Challenger” in Sales is
Now the “Agile Learner” in Marketing
Six Characteristics
• Unafraid to challenge status quo
• Remain calm in the face of difficulty
• Take time to reflect on their experiences
• Purposefully put themselves in challenging situations
• Open to learning
• Resist temptation to become defensive in face of adversity
Five Key Elements
Self-
Awareness
Mental
Agility
People
Agility
Change
Agility
Results
Agility
Learning about Learning Agility
Columbia University’s Teacher’s College