FinalProjectWHA (2)

Connection Strategy

connecting with others is worth it.

IntroductionWorth Connects has an internal communication problem that is not going away on its own. A recent survey of associates shows that less than 25 percent surveyed understand what services Worth Connects offers to its customers. Further, 65 percent of associates feel the department is essential, but lack even a general understanding of Worth Connects and the services it provides. Associates need additional guidance and information from Worth Higgins & Associates’ (WHA) leadership on the value of Worth Connects.

Internal communication gaps will Affect the bottom line at some point.

According to the survey, communication gaps have created confusion about the role of Worth Connects as a department within WHA. A lack of clear and consistent communication forces associates to interpret information in their own way. If associates are not informed about new services or new departments, like Worth Connects, it creates a climate of distrust, which will spread throughout the organization. At some point, associates begin to believe their inclusion does not matter. This demotivation can negatively impact production and morale.

The purpose of this plan is to create a connection model that establishes a cohesive understanding of the Worth Connects department and its services among WHA associates.

(Notice it doesn’t say “communication.” That’s because Connection in this plan is a living model of inclusion that uses communication as a framework, not a silver bullet.)

By utilizing a “big picture” and “hands-on” connection strategy, WHA can adopt these tactics to build an internal understanding of the Worth Connects department, while activating an organizational culture of belief, confidence, trust and growth.

Situation Analysis Connection GapsInternal projections show that the services offered by Worth Connects will rise to 50 percent of total WHA revenue in the next five years. Worth Connects is vital to the future growth and longevity of WHA as the printing industry as a whole continues to move from print to digital.

Currently less than 25 percent of WHA associates surveyed claim they understand the services offered by Worth Connects. Initial information gathering shows that there is a clear gap in both the understanding and perceived value of Worth Connects among current associates, particularly among those who do not interact with Worth Connects on a regular basis.

Leadership has not clearly defined Worth Connects’ purpose in the organization, and this has caused a disconnect between the traditional side of WHA and the new digital side of the organization.

Organizational changes (in general) can cause anxiety among associates. Additionally, internal disconnect has the potential to impact the bottom line while also creating silos within the organization. In order to maintain loyalty and morale among associates, WHA must clearly define the changing business structure and strategy to all associates (not just Worth Connects) in a timely manner, provide a timeline for the changes, explain how the company will get to where it needs to be, and clearly define each associates’ role in the new corporate character and business direction.

WHA leadership must visibly support the company’s culture change and be transparent with all associates about the direction the company is headed and why it is necessary for continued success. Major company changes must be lived and led from the top of the organization with consistent and clear messaging trickling down on a regular basis.

The good news is the organization has a lot of strengths from which to work. Associate loyalty and commitment to the organization is high. Additionally, WHA is headed in the right direction by investing in a digital side of the company ultimately opening doors for future growth. According to the survey results, there is a general interest among associates to learn more about Worth Connects. This presents WHA with the opportunity to educate associates while diminishing the presence of silos and disconnect in the process.

Relatable Industry TrendsDigital Solutions are the Future of Printing

The printing industry is developing multiple channels for clients to purchase print marketing materials for both large and small-scale organizations. In 2013, the printing industry saw a drop in sales of 0.4%, and a decline of 0.3% in 2012. The sales however, when viewed in dollar amount, have remained essentially unchanged at about $76.4 billion in sales per year, over the past three years. With the decline of the paper printing industry as a challenge they will face, the presence of Worth Connects at WHA creates an opportunity for expansion of services. Printing companies are implementing “real time” purchasing options for clients who desire an intimate and personalized experience. They are transitioning from mass communication providers to personalized suppliers. Through this change, the industry replaces simple buying and selling with dynamic and participatory design and creation.

The following are recommended key business strategies, based on the article and webinar 2013 Top 10 Trends for the Printing Industry, for the future success of the printing industry.

Highlights from the list:

1. Digital Color printing services2. Web-to-print marketing services3. Marketing and social media consultation services 4. Mobile marketing services.

Situation Analysis continued

“smart leaders today speak with employees about the strategic vision.”

Overcoming the Change Challenge Adding new departments within the organization without communicating the change will create a divide. Many organizations have overcome these connection challenges and the issues they create, specifically in organizations that have gone through Mergers & Acquisitions (M&A) or major service transitions.

Trends in M&A’s show that there is usually associate concern over one’s role in the company’s future if they are working on the conventional side of an organization’s services. Leadership should combat these possible issues by clearing showing the direction of the company and each associate’s place in the future of the company. This prevents associates from creating their own perception of the situation.

Situation Analysis Continued

Case Studies In 2008, when Capital One purchased Chevy Chase Bank there was a similar “us” and “them” divide in the two organizations’ cultures. However, Capital One decided the best way to overcome these challenges was by bringing the companies, and their respective associates, together through a united vision for the future of the company. They determined that to do this successfully, they had to effectively manage associate expectations while keeping them informed throughout the company integration.

In 2001, Blue Sky Financial Group decided to integrate new business solutions into its strategy, with a goal of fully integrating over three years. To overcome internal culture challenges to productivity and morale, Blue Sky Financial Group secured immediate buy-in to the company’s vision and strategic business initiatives by leadership. The change was lived and implemented from the top, and information was communicated through immediate supervisors who were designed to act as change-agents. They developed and launched an 18-month program to effectively communicate the company’s vision to 3,200 associates across five states.

LeadershipWorth Connects can’t achieve its objectives without leadership setting the tone for the whole organization. Organizational change must be visibly led from the top in order for associates to effectively embrace and implement the change.

Workforce SegmentationAll associates are important targets for communication. Associates were profiled by department to gather a better understanding of their perceptions and needs.

“getting people to talk together requires a measure of intentionality on the part of those who manage the company’s overall organizational conversation. the main point of fostering dialogue is to improve internal and external performance.”

AccountingThis department ensures that the bottom line is met by all other departments, and depends on open and honest communication.

AdministrationAdministration is the final decision maker for internal and external communication and operations.

BinderyAssociates in bindery have the longest at WHA tenure compared to other departments, and are disconnected from internal communication.

ITThis department manages all of the electronic technology and security of WHA.

MailingAll of the communication efforts for WHA are sent to clients from this department.

Marketing This department consistently communicates marketing, advertising and public relations efforts to push external messages. Page StationeryThis department focuses on personalized stationery, primarily for B2C sales.

Pre-Press This department crafts press prior to production, and it is the least aware of Worth Connects’ products and positions.

PressSimilar to bindery and pre-press, this department has some associates who have been with WHA for a long period of time. This department is not opinionated one way or the other about Worth Connects. Production PlanningThis department ensures that the organization has materials to meet client goals and objectives.

PurchasingThis department oversees the purchasing of supplies for the organization, and ensures budgets are met. QualityThis department oversees all manufactured products and ensures that regulations and requirements are met in the manufacturing process and that everything within the organization runs relatively error-free. SalesSales can either make or break the organization. This department needs to actively work with Worth Connects to ensure that sales goals are achieved. ShippingThis department oversees all shipments to and from WHA.

Worth ConnectsThis department is the newest edition to WHA. This department is helping the organization transition to an increase in digital products and embrace online marketing. Worth DigitalThis department allows clients to access and personalize print products online. Worth DeliveringWorth Delivering offers clients the individualized solution of mailing, warehousing and shipping printed products. Worth WideThis department specializes in large print products. Its associates create special products on a variety of materials, providing clients with a variety of options.

Workforce segmentation

Connection GoalEstablish an engaging, cohesive understanding of Worth Connects’ services among WHA associates and its relevance to the organization.

Identity/Attitudinal Objectives To achieve a positive understanding of the purpose of Worth Connects.

Awareness Objectives To increase awareness of Worth Connects as an integral part of WHA.

Behavioral Objectives To create associate interest and inspire advocacy among associates.

“Those who talk together share a sense that they’re moving forward together.”

Approach

Corporate Character Analysis Although WHA has published mission, vision and values statements, the messages do not articulate an unique position of the true identity of WHA. We encourage leadership to identify these statements in a more concise and meaningful way. The lack of clarity in establishing an unique vision may be contributing to a lack of cohesion within WHA.

Activating unique identity Looks - Look like one company with a clear purpose instead of several small companies operating under one roof. Associate disconnect has the potential to cripple interdepartmental collaboration.

Sounds - Speak with one unified voice, engaging associates with the same focus as customers. Consistency in messaging creates an environment of inclusion.

Thinks - Operate with a single mantra that aligns the organization’s mission, vision and values. The thought process of leadership should always give consideration to the entire organization.

Performs - Create a standard of interaction in a way that empowers associates to perform together - create a culture that promotes collaboration and reduces segmentation.

Building Advocacy Through peer-to-peer interaction and an individualized approach, associates are encourage to become advocates of the organization. By creating a connection that includes associates’ input and participation, actions become behaviors. Associates develop a genuine interest and investment in the values and services that directly contribution to the overall success of the organization. The result promotes a culture belief, confidence, trust and growth.

strategy 1: establish an ongoing connection between the value of worth connects and the future success of wha.A majority of WHA associates believe in the value of Worth Connects, but they don’t understand how it contributes to the overall success of the organization. Leadership needs to invest in advocating the services of Worth Connects, and thus connect the department to the rest of the organization by making Worth Connects part of the everyday conversation.

Tactics: • Create internal interest in Worth Connects through regular Worth Connects sponsored networking events, such as

interdepartmental picnics, holiday and celebratory parties, to demonstrate service and spread key messages within the organization.

• Encourage associate participation in events by offering giveaways and contests that promote friendly competition.• Include a section in the WHA newsletter that highlights Worth Connects projects.• Visually engage associates in Worth Connects projects by creating digital billboards and displaying “Did You Know?”

messages on break room monitors.

Key Messages:Integral to the future success of the company Industry trends towards digital communication Information about current projectsEducation about print-to-web opportunities

“conversational inclusion fosters employee passion.”

strategy 2: Build an environment of co-creation for products, services and policies to form mutually beneficial relationships. The leadership at WHA must work to integrate all departments in order to form a cohesive organization. Each department must build systems of co-creation for products, services, and policies to integrate and form mutually beneficial relationships.

Tactics:• Make WHA meetings a place where associates can connect and collaborate by encouraging interaction through

asking questions, participating in ice-breaker activities and asking associates to share their ideas and experiences. Sharing and reflecting are great ways to build connection and relay key messages.

• Leaders can conduct interdepartmental lunches where they take a staff member from a different department out for lunch in order to increase organizational intimacy. Leaders should take the first step to building mutually beneficial relationships.

• Develop messaging in the form of interactive gamification to educate associates throughout all departments about the other WHA divisions and the organization’s products and services.

• Create an internal Facebook or LinkedIn group to encourage associates to engage in conversations.• Host quarterly and annual interactive presentations and team building activities where each department presents

updates and their top projects.

Key Messages:All associates contribute to WHA’s success A need for cross-functional collaboration

BudgetUtilize free tools as much as possible, such as social media, in place of expensive Intranet tools that are already available such as break room monitors.

The budget below emphasizes the recommended distribution of funds to carry out this connection plan. The sections may see overlap, for example: distribution of key messages may also include funds to create additional marketing collateral, which may also be distributed at events. The idea is to communicate the value of Worth Connects internally as it would be communicated externally.

AppendixPrinting Industry TrendsSummary In 2013, the printing industry saw a drop in sales of 0.4%, and a decline of 0.3% in 2012. The sales however, when viewed in dollar amount, has remained essentially unchanged at about $76.4 billion in sales per year, over the past three years. With the decline of the paper printing industry being a challenge they will face, the presence of Worth Connects at Worth Higgins creates an opportunity for expansion of services.

Key Business StrategiesThe following are recommended key business strategies, based on the article and webinar 2013 Top 10 Trends for the Printing Industry, for the future success of the printing industry. A few highlights from the list are as follows:

1. Digital Color printing services2. Web-to-print marketing services3. Marketing and social media consultation services 4. Mobile marketing services. The entire list can be found in the appendix.

This list illustrates that Worth Higgins in an excellent position because they already offer many of the services identified as necessary for the future success of printing companies.

Additional industry trends can be found in the appendix.

Lessons in Overcoming Internal ChallengesCase StudiesCapital OneIn 2008, Capital One acquired Chevy Chase Bank which presented Capital One with the unique challenge of extending their business beyond credit cards and auto lending into traditional banking, resulting in an acquisition of new employees with different needs and motivations in the process. In preparation for the company change, Capital One conducted both quantitative and qualitative research to determine employee change readiness, and to identify ways in which they could successfully integrate the new area of the business. Ultimately, Capital One sought to maintain the distinct personalities of both Capital One and Chevy Chase Bank while also bringing the companies, and their respective employees, together in a united vision for the future of the company. They determined that to do this successfully, they had to effectively manage employee expectations while keeping them informed throughout the company integration.

Goal:Prepare leaders and associates for integration changes, mitigate productivity impacts and ensure customers are cared for through the integration.

Overarching Strategies:1) Ensure employees understand the company changes and are well-equipped to address customer questions.2) The company should be viewed and presented as “one” company both externally and internally.3) Celebrate both organizations’ unique cultures while moving away from the “us and them” mentality.4) Communicate fully, honestly and often to avoid rumors and speculation.5) Messaging should be consistent across all channels and to all target audiences.

Blue Sky Financial In 2001, Sky Financial Group developed a multi-year strategy to move from a traditional banking organization to a fully integrated financial services organization. One of the major challenges regarding this strategy was figuring out how to effectively manage and communicate company changes to employees to successfully transform the company while retaining the key people and aspects which had made Sky Financial Group successful thus far. Sky Financial Group aimed to minimize resistance to the change in company culture and the changes this would ultimately bring in job responsibilities and future restructuring. In preparing for the multi-year strategy, Sky Financial conducted a benchmark study and subsequent follow up studies throughout the strategy to determine employee retention, understanding and susceptiveness to the new company vision.

Goals:1) Secure immediate buy-in to the company’s vision and strategic business initiatives from 110 senior- level managers and prepare them to be leaders of change.2) Develop and launch an 18-month program to effectively communicate the company’s vision to 3,200 employees in over 200 offices within six distinct regions in five states.3) Establish protocols and strategies to transition the bulk of the change and general internal communications planning and execution from the agency to Sky within 18 months’ time.

Overarching Strategies:1) Change should be lived and implemented from the top in a trusting environment between leadership and employees. 2) Utilize immediate supervisors as change agents; supervisors must have the right tools to communicate and be perceived as credible and trustworthy sources of information.

3) Immediate supervisors should be the primary channel for communicating information, with electronic resources being used as secondary channels. 4) Encourage employee involvement to help eliminate resistance and negativity regarding change in company culture.5) Make sure revised mission and vision are clear, direct and compelling for employees. Employees should understand the need for changing the current business culture and structure.6) Employees should be able to provide feedback; need an environment of two-way communication.7) Employees should understand their role during the change process and their role in the future of the company.8) Celebrate major achievements.

Dean FoodsDean Foods was built from more than 100 acquisitions over a 10 year period. In order to compete with the changing nature of the business and additional economic constraints, the company decided to change their core business model in 2008. To effectively transform the external culture and model of the business, Dean Foods had to completely redefine the internal brand and structure to encourage employee acceptance towards a new way of doing business. Employee resistance was anticipated during this company overhaul, and they planned accordingly to successfully integrate employee engagement into the change process without making these internal difficulties visible to external customers. Research conducted before the plan was implemented concluded that the current Dean Foods business model allowed for minimal employee feedback, lacked a collaborative work environment, and lacked consistent and efficient messaging.

Goal:The overarching goal focused on a seamless external transition, while building a collaborative mindset within the organization to optimize resources, move past issues, and mitigate risks.

Overarching Strategies:1) Focus on building employee understanding and engagement.2) Employ a group of 15 to 20 individuals to lead the change effort. 3) Make sure employees have access to consistent and timely information. 4) Employees should have the ability to provide consistent feedback; management and leadership should take consistent action as a result of such feedback. 5) Documenting all key findings throughout the change process will assist in future company changes. 6) Communications should have a “single voice” across all communications channels. 7) Multiple communication channels should be utilized to reach all employees in a timely manner. 8) Leadership should engage employees face-to-face on a consistent and timely basis. 9) Celebrate milestones and achievements and encourage feedback.

This plan was created by students enrolled in the strategic public relations master’s program at the Robertson School of Media and Culture at Virginia Commonwealth University.

MGMT651 - Organizational Communication

Sarah AboulhosnLindsey Diamond

Jennifer DoCourtney Gilbert

Alyson PughHailey SpencerJoshua Smith

2/20/2014 7:55:52 Accounting 1-5 years

Breakroom/hallwayconversations,Email, Manager,Staff meetings,Training(individuals orgroup sessions),Weekly Newsletter Somewhat Agree Strongly Agree Once per week Somewhat Agree Somewhat Agree

Just to make surethat everyone inthe company isincluded whenthere is training orany informationabout what's newwith thedepartment. I feelsometimes theinformation doesn'talways get passeddown to everyonein the company.

2/20/2014 9:13:28 Accounting 1-5 years

Breakroom/hallwayconversations,Email, Manager,Weekly Newsletter Somewhat Agree Somewhat Agree Once per week Somewhat Agree Strongly Agree Nothing

2/20/2014 7:27:51 Administration 16-20 years

Breakroom/hallwayconversations,Bulletin board,Email, Manager,Staff meetings,Training(individuals orgroup sessions),WeeklyNewsletter, WorthHiggins &Associates websiteat whaprint.com Somewhat Agree Somewhat Agree Once per quarter Somewhat Agree Strongly Agree

Maybe put on thebreakroomscreens: "Did YouKnow" and thenannounce thelatest thingsConnects hasbeen working on.

2/20/2014 7:22:35 Bindery 11-15 years Weekly Newsletter Somewhat Agree Somewhat Agree Once per quarter Somewhat Agree Strongly Agree none

Timestamp

Indicate thedepartment in

which youcurrently work:

Please indicateyour total length ofservice at Worth

Higgins &Associates

From what sourcesdo you receive

information aboutthe company’sproducts and

services? Chooseall that apply.

Please indicatehow strongly youagree or disagree

with thisstatement: I amwell informed

about thecompany’s

products andservices.


with thisstatement: My

departmentcommunicates well

to otherdepartments with

news andinformation about

our productsand/or the services

we provide.

How often do youinteract with Worth

Connects?


with thisstatement: I have a

goodunderstanding ofthe services thatWorth Connects

provides


with thisstatement: I

believe that WorthConnects is an

essentialdepartment withinWorth Higgins &

Associates.

10)Please shareany ideas you

have about howWorth Connectscan improve yourunderstanding of

our role in thecompany and yourknowledge of the

products andservices we

provide to WorthHiggins &

Associatescustomers.

2/20/2014 7:29:44 Bindery 16-20 years

Breakroom/hallwayconversations,Manager, quarterlynewsletter Somewhat Agree Unsure Once per day Somewhat Agree Strongly Agree

keep theemployees that donot interact withconnects aware ofhow important thisdepartment is andhow it is, and willbe affecting theway work entersthe building. It isthe future of whatwe do.

2/20/2014 7:57:08 Bindery 16-20 years Weekly Newsletter Unsure Strongly Agree Never Somewhat Agree Unsure none

2/20/2014 7:16:44 Page Stationary Less than a yearEmail, Facebook,Weekly Newsletter Somewhat Agree Somewhat Agree Never Somewhat Agree Strongly Agree

Aninteractive/informativesite could be fun?It could showcasetheir abilities andbe informative atthe same time!

2/20/2014 7:17:51 Page Stationary 1-5 years

Breakroom/hallwayconversations,Email, Staffmeetings, WeeklyNewsletter

SomewhatDisagree

SomewhatDisagree Once per quarter Somewhat Agree Unsure

I'm excited to seehow the bridereferral programworks! Right now Ifeel like Erica isthe only one whoreally knows muchabout it. I'd love tohave an overviewof the programbefore it gets goingthough since I getmost of the emailsand phone callswith questions.

Timestamp




Higgins &Associates














we provide.


Connects?




provides





Associates.







2/20/2014 7:37:10 Pre-Press 16-20 years

Blog, Breakroom/hallwayconversations,Bulletin board,Staff meetings,WeeklyNewsletter, needmore info aboutchanges and techimpovments Unsure Somewhat Agree Never Somewhat Agree Strongly Agree

more transparencyinvolving WCactivities with WHAemployees

2/21/2014 8:19:45 Sales/CSR Less than a year

Blog, Breakroom/hallwayconversations,Bulletin board,Email, Facebook,Manager, Staffmeetings, Training(individuals orgroup sessions),Training (webinar),WeeklyNewsletter, WorthHiggins &Associates websiteat whaprint.com Strongly Agree Strongly Agree Once per month Somewhat Agree Strongly Agree great work

2/21/2014 8:17:46 Sales/CSR 6-10 years

Breakroom/hallwayconversations,Bulletin board,Email, Facebook,Manager, Staffmeetings, WeeklyNewsletter Somewhat Agree Unsure Once per week Somewhat Agree Somewhat Agree none at this time

2/21/2014 14:27:42 Sales/CSR 11-15 years

Breakroom/hallwayconversations,Email, Manager Somewhat Agree Unsure Once per week Somewhat Agree Strongly Agree

You could show usmonthly whatproducts werecreated forcustomers

Timestamp




Higgins &Associates














we provide.


Connects?




provides





Associates.







2/20/2014 9:16:20 Worth Connects 6-10 years

Staff meetings,Training(individuals orgroup sessions),WeeklyNewsletter, in dailywork activities Strongly Agree Somewhat Agree Once per day Somewhat Agree Strongly Agree

Want to add that Irecently startedworking withConnects andhave learned muchabout our productsand services, butstill feel there ismore to learn.To me, Connectsseems to be little-understood byother departments.But I think that isbecause we arerecently developed(relatively) and arestill developing. Ihave faith in thisdepartment tocontinue to grow inthe right direction.

2/23/2014 10:36:48 Sales/CSR 6-10 years Staff meetings

SomewhatDisagree

SomewhatDisagree Once per week Somewhat Agree Strongly Agree N/A

2/24/2014 6:11:08 Sales/CSR 1-5 years

Breakroom/hallwayconversations,Bulletin board,Email, Facebook,Manager, WeeklyNewsletter Strongly Agree Somewhat Agree Once per week Somewhat Agree Strongly Agree

present new stuffat our salesmeetings

2/24/2014 9:16:16ProductionPlanning 6-10 years

Breakroom/hallwayconversations,Bulletin board,Email, Manager,Staff meetings,Weekly Newsletter Somewhat Agree Strongly Agree Once per quarter Somewhat Agree Somewhat Agree

Feature aconnectsemployee in thenewsletter or thebreak room TVand explain thereduties andresponsibilities.

Timestamp




Higgins &Associates














we provide.


Connects?




provides





Associates.







2/24/2014 10:46:14 Shipping 16-20 years

Blog, Breakroom/hallwayconversations,Bulletin board,Email, Facebook,Manager, WorthHiggins &Associates websiteat whaprint.com Somewhat Agree Somewhat Agree Once per week Somewhat Agree Strongly Agree

nothing at themoment!

2/24/2014 10:46:57 Shipping 16-20 years

Blog, Breakroom/hallwayconversations,Bulletin board,Email, Manager,Worth Higgins &Associates websiteat whaprint.com Somewhat Agree Strongly Agree Once per week Somewhat Agree Somewhat Agree no ideas

2/24/2014 10:44:23 Shipping 6-10 years

Blog, Breakroom/hallwayconversations,Bulletin board,Email, Facebook,Manager, WeeklyNewsletter, WorthHiggins &Associates websiteat whaprint.com Somewhat Agree Somewhat Agree Once per week Somewhat Agree Somewhat Agree non at the moment

2/24/2014 11:08:05 Sales/CSR 16-20 years

Breakroom/hallwayconversations,Bulletin board,Email, Manager,Staff meetings,Training(individuals orgroup sessions),WeeklyNewsletter, WorthHiggins &Associates websiteat whaprint.com Somewhat Agree Somewhat Agree Once per month Somewhat Agree Strongly Agree

It would be nice tohave a betterunderstanding ofhow long projectstake in WorthConnects and howthe pricing isfigured even forsimple things like achange to a site.

Timestamp




Higgins &Associates














we provide.


Connects?




provides





Associates.







2/24/2014 11:16:56 Worth Wide 1-5 years

Breakroom/hallwayconversations,Facebook,Manager, Staffmeetings Strongly Agree Somewhat Agree Once per day Somewhat Agree Strongly Agree None

2/24/2014 12:10:22 Mailing 1-5 years

Breakroom/hallwayconversations,Bulletin board,Email, Facebook,Manager, Staffmeetings, WeeklyNewsletter

SomewhatDisagree Strongly Agree Once per week Somewhat Agree Strongly Agree

I have a prettygood idea of whatWorth Connectsdoes.


Bulletin board,Email, Facebook,Manager, askingpeople Strongly Agree Somewhat Agree Once per week Somewhat Agree Strongly Agree

have a list ofclients who areusing the Print OnDemand programand announce newcustomers whocome into theprogram.

2/24/2014 11:46:27 Press 6-10 years

Bulletin board,Email, Manager,Weekly Newsletter Strongly Agree Somewhat Agree Never Somewhat Agree Strongly Agree

Buy the pressroompizza!

2/24/2014 13:24:04 Press 1-5 years

Bulletin board,Worth Higgins &Associates websiteat whaprint.com Strongly Agree Somewhat Agree Never Somewhat Agree Unsure na

2/25/2014 14:02:40 Sales/CSR 1-5 years

Bulletin board,Facebook,Manager, Staffmeetings, Training(individuals orgroup sessions) Strongly Agree Strongly Agree Once per day Somewhat Agree Strongly Agree

I have learned somuch aboutConnects with therecent jobs wehave worked ontogether withConnects.

Timestamp




Higgins &Associates














we provide.


Connects?




provides





Associates.








Breakroom/hallwayconversations,Weekly Newsletter Somewhat Agree Unsure Once per day

SomewhatDisagree Somewhat Agree

I only know what Ineed to know to domy job. I do notknow everythingthat Connectsdoes. I could noteven explain it tomy spouse theother day.


Breakroom/hallwayconversations,Email

SomewhatDisagree

SomewhatDisagree Once per day

SomewhatDisagree Strongly Agree

I feel like thepotential andcapabilities of whatWorth Connectscan do are huge,but unless the rightquestions areasked in the rightways I don't endup hearing about aservice or tool thatConnects canoffer. PerhapsInfographics, Prezior Videos thatwould give an easyto understanddescription ofservices offeredand the workflowthat takes place forthose services tohappen.

Timestamp




Higgins &Associates














we provide.


Connects?




provides





Associates.







2/20/2014 7:10:42 Pre-Press 6-10 years

Breakroom/hallwayconversations,Bulletin board,Email, Manager,Staff meetings,Weekly Newsletter Somewhat Agree Somewhat Agree Once per quarter


Jobs going throughother depts showup in MIS systemand areshowcased forentry intocompetitions, etc.Worth Connectsjobs are keptsecret, no onebeyond thosedirectly involvedknows anythingabout them. Noone knows whatWC employees areactually doing. WCemployees are notof a mind to letanyone know whatthey are doing. When assuming,always assume theworst.

2/20/2014 7:48:55 Pre-Press 1-5 years

Breakroom/hallwayconversations,Bulletin board,Email, Training(individuals orgroup sessions),Training (webinar) Strongly Agree Somewhat Agree Once per quarter


Share withcustomers thebenefits of havingonline marketingand onlinewebsites toenhance orimprove their dayto day business

Timestamp




Higgins &Associates














we provide.


Connects?




provides





Associates.







2/21/2014 5:28:11 Pre-Press 21+ years

Breakroom/hallwayconversations,Bulletin board,Email, Staffmeetings Somewhat Agree Somewhat Agree Never


Perhaps a featurein the new weeklynewsletters or abrief presentationat one of ourquarterly meetings.Surely there areonline and printeddescriptionsavailable of whatyou do. Sharethem.

2/20/2014 19:34:52 Pre-Press 21+ years

Breakroom/hallwayconversations,Bulletin board,Email, Facebook,Manager, Staffmeetings, WeeklyNewsletter Somewhat Agree Somewhat Agree Once per month

SomewhatDisagree Somewhat Agree None at this time

2/21/2014 8:22:38ProductionPlanning 11-15 years

Breakroom/hallwayconversations,Facebook,Training(individuals orgroup sessions) Somewhat Agree Somewhat Agree Once per quarter


an article in everynewsletter devotedto this department.what new servicesyou are offering,what new sites arebeing built, etc. ithink eachdepartment shoulddo this tocommunicate newequipment,services, etc notjust connects.

2/21/2014 8:17:38ProductionPlanning 21+ years

Email, Manager,Staff meetings,Training(individuals orgroup sessions),Training (webinar),Weekly Newsletter Somewhat Agree Somewhat Agree Never


Maybe send anemail describingwhat you do?

Timestamp




Higgins &Associates














we provide.


Connects?




provides





Associates.







2/21/2014 8:17:09 Sales/CSR 1-5 years

Breakroom/hallwayconversations,Bulletin board,Email, Facebook,Manager, Staffmeetings, Training(individuals orgroup sessions),WeeklyNewsletter, WorthHiggins &Associates websiteat whaprint.com Somewhat Agree Somewhat Agree Once per week


I would suggest acompany trainingby dept. ordemonstration ofall of the servicesthat Connects canoffer to make sureeveryone is on thesame page!


Breakroom/hallwayconversations,Bulletin board,Email, Staffmeetings, WeeklyNewsletter Somewhat Agree Somewhat Agree Once per month


Having a gettogether tointroduce thatincludes liveexamples

2/20/2014 7:12:20 Worth Wide 1-5 years

Email, Facebook,WeeklyNewsletter, WorthHiggins &Associates websiteat whaprint.com Strongly Agree Somewhat Agree Once per month

SomewhatDisagree Unsure

A breakdown ofservices theyprovide would behelpful!

2/21/2014 15:03:36 Worth Wide 1-5 years

Breakroom/hallwayconversations,Email, WeeklyNewsletter

SomewhatDisagree Strongly Disagree Once per quarter


More info on worthHiggins website.Company emailsabout successfulworth connectsprojects.

2/21/2014 14:22:08 Worth Wide 1-5 years

Breakroom/hallwayconversations,Email, WeeklyNewsletter

SomewhatDisagree Strongly Disagree Once per quarter


More info on worthHiggins website.Company emailsabout successfulworth connectsprojects.

Timestamp




Higgins &Associates














we provide.


Connects?




provides





Associates.







2/24/2014 9:14:22 Pre-Press 21+ years

Facebook, WorthHiggins &Associates websiteat whaprint.com,other employees Somewhat Agree Unsure Never


no ideas at thistime

2/24/2014 11:12:37 Worth Wide 1-5 years

Bulletin board,Email, WeeklyNewsletter Somewhat Agree Somewhat Agree Once per month

SomewhatDisagree Unsure

Have an internalWorth U withemployees to goover everythingConnects can do.

2/20/2014 7:20:22 IT 11-15 years

Breakroom/hallwayconversations,Email, Facebook,Manager, Staffmeetings, Training(individuals orgroup sessions),Training (webinar),WeeklyNewsletter, WorthHiggins &Associates websiteat whaprint.com,walking arounddepartments andseeing uniquework done. Strongly Agree Strongly Agree Once per quarter Strongly Agree Strongly Agree

I think with the newadditions and rolesof people likeChris, Annie andJazmin, theyshould beexplained to showthe deliverablesthey produce. A lotof the recentchanges to thatdepartment aremore difficult toshow the endproduct. But toillustrate some ofthe jobs awardedwe would not haveotherwise receivedwithout theirexpertise would bea good illustrationpoint to thecompany as awhole.

2/20/2014 7:14:21 Sales/CSR 6-10 years

Email, Manager,Worth Higgins &Associates websiteat whaprint.com Strongly Agree Strongly Agree Once per week Strongly Agree Strongly Agree

They do a greatjob. No complaints

Timestamp




Higgins &Associates














we provide.


Connects?




provides





Associates.







2/20/2014 7:08:20 Sales/CSR 1-5 years

Breakroom/hallwayconversations,Email, Facebook,Manager, Staffmeetings, WeeklyNewsletter Strongly Agree Somewhat Agree Once per week Strongly Agree Strongly Agree

Seems like plentyof brainpower inthat room. Do wefully utilize it?

2/20/2014 9:08:31 Sales/CSR 6-10 years

Staff meetings,Training(individuals orgroup sessions),Weekly Newsletter Strongly Agree Somewhat Agree Once per day Strongly Agree Strongly Agree

I understand therole of WorthConnects

2/20/2014 7:16:31 Sales/CSR 11-15 years

Breakroom/hallwayconversations,Bulletin board,Email, Facebook,Staff meetings,Training(individuals orgroup sessions) Strongly Agree Somewhat Agree Once per day Strongly Agree Strongly Agree .


Breakroom/hallwayconversations,Email, Facebook,Manager, Staffmeetings, Training(individuals orgroup sessions),Weekly Newsletter Strongly Agree Somewhat Agree Once per month Strongly Agree Strongly Agree

I think beinginvolved a web-to-print project fromstart to finishwould greatlyincrease myknowledge of allthat goes into howwe set and run thelive site.

2/19/2014 5:55:51 Worth Connects Less than a year Email Somewhat AgreeSomewhatDisagree Once per day Strongly Agree Strongly Agree

Throughdemonstration.


Breakroom/hallwayconversations,Email, Manager,Staff meetings Somewhat Agree

SomewhatDisagree Once per day Strongly Agree Strongly Agree

Create productofferings that canbe easily definedand pitched tocustomers asservices.

Timestamp




Higgins &Associates














we provide.


Connects?




provides





Associates.







2/20/2014 7:42:34 Worth Connects 11-15 yearsManager,Quarterly Meeting Somewhat Agree


From the Connectsperspective, plansfor companyenlightenment arealready under wayand articulated in asuperior way bymy Connectspeers. In additionto those loftyideas, anothervaluable productwe offer now, andone seldom tappedon by sales, is theability to do prettymuch anythingwith data andVDP. As anexample, salestypically thinks ofVDP as somethinghandled by ourdigital department.True, but thecapabilities thereare very limited.Advancingawareness ofConnects ability tohandle verycomplex, dynamic,VDP projectswould yield veryobviousadvantages.

Timestamp




Higgins &Associates














we provide.


Connects?




provides





Associates.








Breakroom/hallwayconversations,Email, Facebook,Manager, Training(individuals orgroup sessions),Weekly Newsletter Somewhat Agree


1) Internal eblasts2) updatewebpage3) social media

2/24/2014 10:42:05 Shipping 1-5 years

Breakroom/hallwayconversations,Email, Manager Strongly Agree Strongly Agree Once per day Strongly Agree Strongly Agree n/a

2/24/2014 10:42:55 Shipping 1-5 years

Blog, Breakroom/hallwayconversations,Bulletin board,Email, Facebook,Manager, WorthHiggins &Associates websiteat whaprint.com Strongly Agree Strongly Agree Once per day Strongly Agree Strongly Agree n/a

2/24/2014 10:43:33 Shipping 6-10 years

Blog, Breakroom/hallwayconversations,Bulletin board,Email, Facebook,Manager, WorthHiggins &Associates websiteat whaprint.com Somewhat Agree Strongly Agree Once per day Strongly Agree Strongly Agree good as is

2/24/2014 10:45:00 Shipping 6-10 years

Blog, Breakroom/hallwayconversations,Bulletin board,Email, Facebook,Manager, WorthHiggins &Associates websiteat whaprint.com Strongly Agree Strongly Agree Once per week Strongly Agree Strongly Agree no opinion

Timestamp




Higgins &Associates














we provide.


Connects?




provides





Associates.







2/24/2014 11:01:05 Sales/CSR 6-10 years

Breakroom/hallwayconversations,Bulletin board,Email, Facebook,Manager, Staffmeetings, Training(individuals orgroup sessions),Training (webinar),WeeklyNewsletter, WorthHiggins &Associates websiteat whaprint.com Strongly Agree Somewhat Agree Once per week Strongly Agree Strongly Agree NA

2/24/2014 11:09:05 Sales/CSR 21+ years

Blog, Breakroom/hallwayconversations,Bulletin board,Email, Manager Strongly Agree Strongly Agree Once per month Strongly Agree Strongly Agree

Keep coming upwith cool ideas tohelp our customerswith theirmarketing needs.Also shareexamples andcase studies withthe Sales Team tokeep us informedof new services inour Salesmeetings. Todd Hening

2/24/2014 11:11:24 Sales/CSR 6-10 years

Email, Manager,Staff meetings,Worth Higgins &Associates websiteat whaprint.com Somewhat Agree Somewhat Agree Once per day Strongly Agree Strongly Agree .


Breakroom/hallwayconversations,Email, Facebook,Manager, Staffmeetings, WeeklyNewsletter Strongly Agree Somewhat Agree Never Strongly Agree Strongly Agree

Continue w/weekly newsletter.Normally only hearabout what's goingon in does at thequarterly meetings.

Timestamp




Higgins &Associates














we provide.


Connects?




provides





Associates.







2/21/2014 8:19:20 Administration 16-20 years None of the above Strongly Disagree Somewhat Agree Never Strongly Disagree Unsure

What doesConnects do?What does thenewest hire do?Did we really needto hire someone tosend out a weeklynewsletter?

2/20/2014 7:07:43 Pre-Press 21+ years

Email, Manager,Staff meetings,Weekly Newsletter Somewhat Agree

SomewhatDisagree Once per month Strongly Disagree Unsure

This is not veryspecific to internalemployees—sounds like apuffed-upmarketingstatement: Worth Connects isa suite ofintegrated, onlinemarketingsolutions createdby Worth Higgins& Associates tohelp our customersgain greater insightinto their markets,optimize limitedmarketingresources andmeasure theeffectiveness oftheir marketingprograms.

2/20/2014 9:21:39 Worth Wide 1-5 years Word of mouth Somewhat AgreeSomewhatDisagree Once per quarter Strongly Disagree Unsure

Presentation?Attend as a WorthU participant?

2/24/2014 13:16:31 Press 1-5 years

Breakroom/hallwayconversations,Bulletin board Unsure Somewhat Agree Never Strongly Disagree Unsure training

Timestamp




Higgins &Associates














we provide.


Connects?




provides





Associates.








Breakroom/hallwayconversations,Bulletin board,Email, Facebook,Manager, WeeklyNewsletter Somewhat Agree Somewhat Agree Once per week Unsure Strongly Agree

Maybe someinformationalmeetings toshowcase thedifferent areas thatConnects workswithin our structure

2/20/2014 8:25:53 Bindery 21+ years

Breakroom/hallwayconversations,Bulletin board,Manager, WeeklyNewsletter Unsure Unsure Never Unsure Unsure

what is worthconnect

2/20/2014 7:32:19 Pre-Press 1-5 years

Email, WorthHiggins &Associates websiteat whaprint.com Strongly Agree Unsure Once per month Unsure Unsure

Are there productsthat are created byWorth Connectsavailable for theemployees to see?

2/20/2014 7:18:42 Press 6-10 years

Breakroom/hallwayconversations,Email, Facebook,Manager, Training(individuals orgroup sessions) Somewhat Agree Somewhat Agree Never Unsure Unsure

I don't really havean opinion oneway or the other.


Breakroom/hallwayconversations,Email, Manager,Staff meetings,Training(individuals orgroup sessions),Weekly Newsletter Strongly Agree Unsure Once per quarter Unsure Strongly Agree

There are a lot ofitems that WorthConnects covers -I think once I seethem in action thatwill give me abetterunderstanding ofthe department.

2/24/2014 13:12:31 Press 16-20 years

Breakroom/hallwayconversations,Bulletin board,Manager Unsure Unsure Never Unsure Unsure

Perhaps a demo ofWorth Connectsfor all employees

Timestamp




Higgins &Associates














we provide.


Connects?




provides





Associates.







FinalProjectWHA (2)

Documents

Transcript of FinalProjectWHA (2)