People are a valuable part of any business. Even more so, if that business is the creation of a merger, as was Cement Australia when it was formed in 2003 from the union of two of Australia’s biggest cement companies.
Following the merger, some issues arose, principally the lack of a co-ordinated strategy for human resources, inconsistency in communications, cultural differences from region to region and the lack of a common direction.
Research also indicated Cement Australia needed to tackle the big issues from the inside out. Internal communications was seen as a key contributor to growing sales and market share, increasing customer loyalty, improving brand awareness, achieving market leadership and attracting and retaining quality staff.
The commitment to building a single, brand-driven organisation with a shared vision was there. Imagination was commissioned to begin translating that commitment into reality.
A comprehensive internal marketing strategy to drive change over a two-year period was developed. We produced a ‘Vision and Values’ book to define and express the company’s guiding principles for management to cascade to their respective Divisions.
The company’s recruitment strategy was aligned with the organisation’s employee value proposition to ensure the brand experience was consistent from recruitment advertisement to interview to induction. A core component was a recruitment pack.
Ultimately, our work generated a diversity of internal marketing collateral, including a magazine dedicated to sharing stories and learning with a view to stimulating and sustaining a strong, value-aligned culture.
The entire campaign was overall winner of the AMI National Awards for Marketing Excellence 2006. The judges stated. ‘Cement Australia internal marketing was impressive in its result and in its approach. Taking new approaches showed courage and set a clear direction…proven branding and communication principles were demonstrated and the results show across-the-board improvement.’
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