Momentum Strategies Final Casebook

ICARECAMPAIGN
MOMENTUM
STRATEGIES
MEET
MOMENTUM MOMENTUM:
The strength or driving
force gained by the
development of a process
or course of events.
DANIE MINOR BAILEY PURPURA MOMENTUM STRATEGIES

ACCOUNT EXECUTIVE CREATIVE DIRECTOR
strives to ensure our clients
move forward in a strategic
way. We focus on improving
issues, overcoming
challenges and creating
positive outcomes. We will
give the client the drive they
need to ensure success.
ALYSE ROHLOFF ALYSSA RONYAK
ACCOUNT SUPERVISOR LEAD RESEARCHER
MOVING TOWARDS
MEANINGFUL
KATE SCHWANKE MIRANDA ZOLOTY

LEAD EDITOR LOGISTICS & FINANCE
ICARE CAMPAIGN 2
MOMENTUM
TABLE OF
STRATEGIES
CONTENTS
EXECUTIVE SUMMARY .................................................................................................. 4
SITUATION ANALYSIS ................................................................................................... 4

Problem Statement .........................................................................................................................7
Goal Statement ................................................................................................................................7
CAMPAIGN PLAN ................................................................................................................ 8

Objectives, Strategies and Evaluations ..................................................................................8
Audiences .............................................................................................................................. .............9
Key Messages .................................................................................................................................. 9
Tactics ................................................................................................................................................10
Campaign Map ................................................................................................................................22
Budget .............................................................................................................................................24
COMMUNICATIONS ELEMENTS ............................................................................27
APPENDIX ............................................................................................................................... . 37
MOMENTUM
STRATEGIES
EXECUTIVE SUMMARY
Momentum Strategies conducted primary and secondary research in which the agency discovered
many key findings and best practices to inform our plan for the Goodyear Tire & Rubber Company.
Goodyear seeks to: Increase meaningful engagement among associates through communication
channels and face-to-face communication.Create a cohesive understanding for associates to relate
knowledge from global communications to their work in a way that helps the organization achieve its
overarching business goals.
After analyzing primary and secondary resources, the agency found that associates do not know how
to fully apply their knowledge of the Strategy Roadmap to their positions. Secondly, associates want
more communication with executive leadership to maintain open and honest communication
throughout the company. Finally, there is a need for improved engagement on communication
channels including Yammer and Video.
Momentum Strategies created an 18-month campaign to assist Goodyear in improving multiple

aspects of internal communications. Through digital and face-to-face communication, the campaign
will motivate wired associates to understand the value of communication channels and increase
engagement on platforms like Video and Yammer. Additionally, associates will have increased
interaction with executive leadership that will help them feel more connected to the company and its
mission. Throughout the campaign, associates will also learn how to further apply the Strategy
Roadmap to their positions and understand the importance of the values and goals discussed in the
Strategy Roadmap.
SITUATION ANALYSIS
Background and Goals
Goodyear Tire & Rubber Company was founded in 1898 by Frank Seiberling. The companys global
headquarters is located in Akron, Ohio and has approximately 66,000 associates at 49 facilities in 22
countries. Goodyear works in many industries including consumer, racing, chemical, commercial, off
the road and aviation. Goodyear has grown to become one of the worlds largest and most well-known
tire companies with locations all over the world. Since Goodyear is a global company, having superb
communication throughout the different locations is essential.
Goodyear associates are broken down into different segments according to their job function. There
are approximately 29,000 wired associates, who have access to a computer and the internet on a daily
basis, and non-wired associates, those who work in plants and factories. For wired associates
specifically, the company is broken down into a hierarchy which includes the executive level which
consists of the CEO and presidents; Leaders of Business which has many different functions that fall
underneath them; Leaders of Others and Individual Contributors who do not manage other associates.
Goodyears business goal is to deliver sustainable revenue and profit growth while increasing the value
of the Goodyear brand. With the help of Momentum Strategies, Goodyears communication plan is to
foster increased engagement in meaningful, two-way communication among the companys global
associate population. This engagement can be defined as participation or interaction of associates
with one another. It can also be defined as understanding the ability to relate knowledge from global
communications to associates work in a way that helps the organization achieve its overall goals.
ICARE CAMPAIGN 4
MOMENTUM
STRATEGIES
Goodyear implements the Strategy Roadmap, which is the core theme that associates should follow
to successfully reach the goals of the company. Momentum Strategies noticed an ongoing trend that
although associates are aware of the Strategy Roadmap, they are not appropriately applying it to their
daily work functions. Moreover, there is room for improvement to teach associates about the Goodyear
Strategy Roadmap which will help raise the percentage (only 17 percent who can actively engage with
it) of Goodyear associates.
Corporate Communication
In secondary research, associates said they feel it is important to have more communication with their
leaders and managers. According to the 2016 Internal Communication Survey results, before the Latin
America and North America regions were combined in the beginning of 2016, 46 percent of
associates said they wanted to receive more communication from their direct managers. Additionally,
36 percent of associates who responded to the survey said they want more communication from the
leaders of their region, business units or function.
Goodyear associates lack an understanding and connection to Goodyears Strategy Roadmap. Accord-
ing to the 2016 Internal Communication Survey, 42 percent of associates that participated said they
can understand the basics when speaking of the Goodyear Strategy Roadmap. This implies that six
percent have never heard of it, 15 percent have heard of it and can somewhat speak about it, 20 per-
cent can answer questions about it confidently and only 17 percent can answer questions about the
company and/or know how to support it.
To further this research, the agency looked into internal communication best practices including the
Coca-Cola Enterprises Ambassador program. This program was created to ensure employees felt
confident to answer questions about the roles the company plays in society, sustainability
commitments and company heritage. Employees were self-nominated to become ambassadors and
help lead their team in the understanding of the companys strategic plan. The company found that
12 months after the launch of its ambassador program, 70 percent of employees were receptive and
understood the program. This research shows that Goodyear could benefit from a program or ele-
ments of the ambassador program. Goodyear can have leaders in the company who understand and
are immersed in the companys strategic plan. Associates can look to these leaders and improve their
understanding of the Strategy Roadmap. Hence, associates can then fully apply the Strategy Roadmap
to themselves and their work in the company.
When posting on anonymous review boards, associates are more likely to address concerns. More
positive information, like pride over philanthropic efforts and associate recognition is shared on
personal social media platforms.
Content
According to 2016 Goodyear Online (GO) analytics:
The Asia Pacific region had the most unique pageviews, but the lowest number of articles published
in 2016.
Some of the most popular articles included News from the 2016 Geneva Motor Show, Former
Goodyear associates sentence to prison for fraud and Goodyear uncovers complex fraud scheme.
This shows the agency that global news that directly affects Goodyear and its future performance is
important to associates.
ICARE CAMPAIGN 5
MOMENTUM
STRATEGIES
The most popular articles in each region highlight specific events and information that is directly
related to the work in that region. For example, an article titled A message regarding Danville received
the most unique pageviews in North America since the city is located there. This finding shows
Momentum Strategies that while global content is important, associates are also interested in read-
ing content about their specific region. This can be related back to the Ambassador Program because
associates are interested in reading about specific material about them. In the Ambassador Program,
associates will be reading about specific content to their functions.
Communication Channels
Goodyear currently uses six primary channels for internal communication:
Mass email
Goodyear Online (GO) News
Office 365 Video
Yammer
Digital signs
Face-to-face communication
Momentum Strategies found that Goodyear has potential to increase meaningful engagement among
associates with the use of Yammer. Because Yammer is focused on two-way communication, it is
easy for the CEO and other executive-level leadership to interact with all associates regardless of
region or rank. Associates mentioned during primary research that when the CEO interacts with them
on Yammer, it makes them feel valued. The platform is also beneficial for posting up-to-date
accomplishments where associates can like and comment, similar to Facebook. According to the 2016
Internal Communication Survey results, Yammer is used by 25 percent of associates and can reach
up to all 29,000 wired associates. Also, a combined total of 85 percent for those who responded with
agree/strongly agree that Yammer is a good place for colleagues to share news.
A study from the McKinsey Global Institute found that when employees are connected to social tech-
nologies and social media platforms, productivity in organizations can improve by 20 to 25 percent.
This study showed that using these platforms can cut down on the time that employees use to search
for internal content using platforms like email. Other large companies use and benefit from the use of
Yammer. Red Robin has more than 10,000 employees using the platform, while Westfield Australia has
between 1,000 and 5,000 employees using it.
Momentum Strategies sees an opportunity to increase associate engagement in the workplace on

Yammer. By using a platform where associates can engage with one another across functions and
regions, associates will gain a deeper understanding of the direction and vision of Goodyears
global initiatives. Some associates may not feel the platform is worth their time, however, the use of
this platform could increase both engagement and productivity in the workplace. According to an inter-
view with Amy Alexy from Global Talent, associates of all ages and regions are using Yammer without
any hesitation which shows associates will not have issues using the platform for the first time.
Along with Yammer, the agency sees an opportunity to increase engagement on Video. Video is a
controlled video sharing hub for associates in all regions and is managed through Office 365. This
platform encourages sharing success stories, associate spotlight as well as leadership messages.
ICARE CAMPAIGN 6
MOMENTUM
STRATEGIES
Through research from Global Internal Communications, the agency found that video is not being
utilized by most of the associates.
Research findings showed that both Video and Yammer are underutilized platforms that are areas of
growth. These findings showed the agency that these are the top platforms to focus the plan on.
Interview Findings
Momentum Strategies conducted primary research through interviews with the following groups:
Three internal communication professionals
19 Goodyear associates including:
Five individual associates from varying functions at Akron
Two to three associates representing each of the three regions
Three newly hired associates at Akron
Three associates who recently transferred to Akron from Latin America and one from Asia
Pacific
A focus group with seven associates from various functions at Akron headquarters
In relation to face-to-face communication, focus group results showed that associates want more of
this. Focus group participants and interviews with associates noted that they appreciated when
executive-level leadership held company-wide meetings at the Akron headquarters. These meetings
gave associates an understanding of what was happening globally in Goodyear, along with the
opportunity to have questions directly answered by executive-level leadership. Participants said they
appreciated hearing from Goodyear CEO Rich Kramer in these meetings because it made them feel
more connected to the company and its global strategy.
PROBLEM STATEMENT
While Goodyear communicates effectively, associates have a greater need for communication from
leadership. Additionally, there is a lack of engagement and usage of communication channels like Yam-
mer and Video. Finally, associates have difficulty applying the Strategy Roadmap to their positions; this
issue continues after the update of the Strategy Roadmap in 2016.
GOAL STATEMENT
To motivate leaders to facilitate meaningful two-way communication with associates. Also, to increase
the usage and engagement on communication channels like Yammer and Video. Finally, to increase
associates understanding of how to apply the Strategy Roadmap to their positions.
ICARE CAMPAIGN 7
MOMENTUM
STRATEGIES
OBJECTIVES, STRATEGIES & EVALUATIONS

Objective One
To increase the knowledge of how to apply the Strategy Roadmap to associates positions by 20 per-
cent by December 31, 2018.
Strategy: Educate associates about how the Strategy Roadmap can be applied to their positions
using digital and face-to-face communication.
Evaluation: Momentum Strategies will use the data from the 2016 Internal Communication Survey
as a benchmark which showed that only 17 percent of the 966 associates who took the survey can
apply the Strategy Roadmap to their positions. The agency will survey the same amount of people
to see if the application of knowledge has increased over the campaign period. There will be a sur-
vey halfway through the campaign and one at the end.
Objective Two
To increase the number of engaged users on Yammer by 15 percent by December 31, 2018.
Strategy: Use face-to-face and digital communication to encourage an increase in the number of
engaged users on Yammer.
Evaluation: According to Yammer metrics provided by Goodyear, from Jan. 5 to Feb. 2, 2017, there
were 4,447 engaged associates, out of 14,451 total associates on Yammer. According to Yammer,
an engaged associate is defined as users who have taken a deliberate action to interact with Yam-
mer content: posting, liking, sharing, expanding a conversation, or switching from My Feed to a
different Group feed. This objective will be measured by by tracking the engaged member metric on
Yammer, once a month. The evaluation will begin with a benchmark measurement on July 1, 2017
and will continue to be tracked after this once a month throughout the campaign.
Objective Three
To increase the number of engaged viewers on Video by 10 percent by December 31, 2018.
Strategy: Use digital communication to increase the number of engaged viewers on Video.
Evaluation: To evaluate this objective, Momentum Strategies will look at the analytics provided by
Office 365 throughout the campaign to look for an increase in engaged viewers. An engaged view-
er is measured by the amount of time a viewer spends on a video. This means the most engaged
viewer would watch a video completely from start to finish. A benchmark metric will be taken of the
average engagement on the last time period of the five most recent videos posted on Video before
the start of the campaign. The metrics taken from the videos in the campaign will be compared to
this benchmark number.
Objective Four
Create at least 15 opportunities for interaction between top-level executives with associates by
December 31, 2018.
Strategy: Create opportunities for associates to be connected to top-level executives through digital
and face-to-face communication.
Evaluation: This objective will be evaluated by tracking the number of interactions associates have
to create meaningful engagement with executives. This can be done by counting how many Global
Townhalls, Kramer All Around the World videos and Humans of Goodyear posts are implemented by
the end of the campaign.
ICARE CAMPAIGN 8
MOMENTUM
STRATEGIES
AUDIENCES
Primary Audiences
Goodyear wired associates:
This group is a large and important segment of the company. It is important they understand and
recognize key messages so they can then be spread through the company.
Goodyear non-wired associates:
These associates struggle to receive communications from Global Internal Communications
because they cannot access communication channels in their positions. There lies an opportunity
to increaseengagement within this segment of the associates..
Secondary Audiences:
These functions and leaders influence the primary audiences with their work and communication.
Global Internal Communications
Information Technology (IT)
Global Talent (Human Resources)
Senior leadership: CEO Rich Kramer, VP of Corporate Communications Ed Markey, Senior VP of
Global Communications Paul Fitzhenry and other executives
KEY MESSAGES
Primary Audiences
Executive leadership makes it a priority to communicate relevant information to us because they
value open and honest communication.
We are a global company, therefore we can talk and engage with associates worldwide with the
help of communication channels.
We are a global company, therefore we can talk and engage with associates worldwide with the help
of communication channels
ICARE helps me understand why the Strategy Roadmap is important to my position.
Secondary Audiences
Effective communication between associates will occur because I am encouraging the
communication.
Associates will feel supported through initiatives I take.
ICARE CAMPAIGN 9
MOMENTUM
STRATEGIES
TACTIC ONE
GOODYEAR GLOBAL TOWNHALL: ICARE LAUNCH
The Global Townhall: ICARE Launch will be used to launch ICARE, which is an acronym for the key
values from the How Well Work section: Integrity, Collaboration, Agile, Results and Energize. The
How Well Work section will be the main emphasis because it is the most applicable to the
positions of Goodyear wired associates, however, the How Well Win and Where Well Focus sec-
tions will still be emphasized in the campaign. ICARE will be introduced by CEO Rich Kramer and/or
other executive leaders, such as Senior Vice President of Global Communications, Paul Fitzhenry. The
executive(s) will introduce and explain the following tactics: ICARE Yammer posts, ICARE and
WeCARE awards and the Goodyear Ambassador Program. The Townhall will be hosted at the
Akron headquarters and livestreamed using Skype for other locations to participate. Associates will be
given the opportunity to ask questions before and during the presentation using the instant
messaging feature. The Townhall will also be recorded and posted on GO for those who cannot attend
to view later. Speaking points, set up and logistics will be handled by Global Internal
Communications, Information Technologies (IT), Global Talent, Corporate Communications and
Momentum Strategies. The Townhall will happen in July 2017 for quarter two.
AUDIENCE
PRIMARY: Goodyear wired associates
SECONDARY: Senior leadership (Rich Kramer, Paul Fitzhenry and Ed Markey), Global Internal,
Communications, Information Technologies, Global Talent
RATIONALE
Primary research responses showed that in previous years, Goodyear held Global Townhall
meetings, which allowed Rich Kramer and other senior leadership to give updates on the
companys performance. Additionally, these Townhalls gave associates the opportunity to ask
questions and have them answered directly by senior leadership. Associates expressed that
face-to-face communication from executive leadership at Global Townhall meetings made them
feel connected to the company and its mission. Associates enjoyed hearing from executives and
having the opportunity to have their questions answered. Associates will be able to connect on a
global level and feel as one company, making this meeting a strong platform to launch ICARE to
associates.
EVALUATION
This tactic will be evaluated with a short survey sent to associates after the meeting asking them
about the understanding of ICARE values and how much associates enjoyed or disliked the meeting.
ICARE CAMPAIGN 10
MOMENTUM
STRATEGIES
TACTIC TWO
ICARE AWARD
The ICARE Award is an associate recognition award given to an individual associate that shows a
strong application of the Strategy Roadmap, especially the How Well Work section, to their position.
The award winner will be selected from those featured in ICARE posts. The recipient will be given a
plaque of recognition and a feature on the ICARE tab on Goodyear Online. When presenting the award,
Kramer will read talking points, written by Ed Markey, explaining why the associate won and how the
associate applies the Strategy Roadmap values to their position.
Nomination Process
The ICARE post featured associates will be narrowed down to three finalist to be eligible for the ICARE
award. These finalists will be narrowed down by leadership in Global Talent and Global Internal
Communications, such as Amy Alexy and Paul Fitzhenry. These three nominees will then be sent to
Rich Kramer and Ed Markey to make the final decision of the winner.
AUDIENCE
SECONDARY: Senior leadership (Amy Alexy, Paul Fitzhenry, Ed Markey and Rich Kramer), Global Talent,
Global Internal Communications
RATIONALE
Through primary research, associates noted that Goodyear does an excellent job of associate recogni-
tion. Also, associates appreciate and respect recognition from senior leadership. By giving associates
recognition for understanding and applying the Strategy Roadmap, it shows that Goodyear recognizes
associates hard work. Hence, associates will want to work towards this recognition.
EVALUATION
This tactic will be measured by evaluating the quality of applications and how applicants are using
ICARE values in their position. It will also be evaluated by looking to see if applicants are actually
understanding ICARE values. The tactic will be evaluated immediately after each award is given out.
ICARE CAMPAIGN 11
MOMENTUM
STRATEGIES
TACTIC THREE
WeCARE AWARD
The WeCARE Award is an associate recognition award, similar to ICARE awards, given to a specific
team or function in Goodyear that shows a strong application of the Strategy Roadmap, especially the
How Well Work section, to their position. The WeCARE Award will be one trophy, known as the Golden
Blimp, that travels from location to location, based on the team it is awarded to. When presenting the
award, Kramer will read a statement written by Ed Markey explain why the team won and how they
apply the Strategy Roadmap values to their team.
Process for nomination:
Teams can self-nominate or be nominated by another associate. The nominator will submit an ap-
plication form explaining how the team shows the ICARE values. The applications will then be sent to
both Global Talent and Global Internal Communications. The functions will then work together to nar-
row down the applicants to two final teams. The final two teams will be required to make a short video
showing how they apply the Strategy Roadmap to their positions. The videos will be posted on
Yammer and the ICARE GO tab. Associates will then like the video of the team they believe should win
the award. The associates will have a week to vote for the winner and the team with the most votes will
be announced during Kramers quarterly video.
AUDIENCE
SECONDARY: Senior leadership (Rich Kramer and Ed Markey), Global Internal
Communications, Global Talent
RATIONALE
The WeCare award follows the premise of the ICARE Award, however, this award gives the opportunity
for a team or function to be recognized. It is important to capitalize on the use of teamwork and how
a team can achieve the goals of the company. This also makes winning the award more competitive
and fun for teams. Furthermore, this tactic will show other associates how the Strategy Roadmap can
be applied to their position and inspire them to use teamwork to win this award. Additionally, posting
application videos on Yammer and giving associates the ability to vote will increase conversation and
engagement between associates.
EVALUATION
Following the ICARE awards, this tactic will be measured by evaluating the quality of applications and
how applicants are using ICARE values in their positions. It will also be evaluated by looking to see if
applicants are actually understanding ICARE values. Just as the ICARE awards, the tactic will be
evaluated immediately after each award is given out.
ICARE CAMPAIGN 12
MOMENTUM
STRATEGIES
TACTIC FOUR
GOODYEAR AMBASSADOR PROGRAM
The Goodyear Ambassador Program is focused towards the application of the Strategy Roadmap,
as well as, creating meaningful engagement on Yammer. Goodyear Ambassadors will be associates
that truly understand and possess the qualities of the Strategy Roadmap. These ambassadors will act
as models and mentors to other associates by showing how to apply the How Well Win, How Well
Work and Where Well Focus values of the Strategy Roadmap.
The Breakdown
Associates must work at one of the regional headquarters for convenience of meetings and
communication from leadership.
There will be a minimum of two and maximum of four ambassadors per function, per region
Ex: Four ambassadors from Information Technology (IT) from Asia Pacific
The Ambassadors
Value Ambassador: This role will send specific content to the associates they mentor every two
weeks.
Community Ambassador: This role will create targeted content to build associate conversations on
Yammer. These posts will accompany the content sent to associates by the Value Ambassador every
two weeks.
Content
Momentum Strategies will work with help from Global Talent, Global Internal Communications and
the different functions to create a foundation of content. The agency will then send this content to the
ambassadors.
The ambassadors will then take the content and add information to make it specific to their function
and relatable to the associates they mentor.
Example topics: WeCare About Leadership, How to apply ICARE in your weekly meetings
Application
This program will be introduced during the Global Townhall ICARE Launch and applications will open
following the meeting. Associates can self-nominate or be nominated by another associate for this
position. Applications will be open for two weeks, giving Global Talent and Global Internal Communi-
cations time to choose associates before the program launch. During this two week sign-up period,
associates will receive an email about the leadership opportunity. The Global Internal Communications
team and Global Talent will choose the final candidates for the program.
Lunch and Learns
The ambassadors will attend Lunch and Learn training sessions, which will give an in-depth explana-
tion of the Strategy Roadmap and supply ambassadors with a free lunch. These sessions will be held
once a week for a month during their lunch hour.
Discussions: the following teams will host training sessions on understanding the application of the
Strategy Roadmap:
Global Internal Communications: This team will give a full debriefing on ICARE, along with infor-
mation on Yappy Hour and how to create engaging content on Yammer.
ICARE CAMPAIGN 13
MOMENTUM
STRATEGIES
Corporate Communications: Ed Markey will explain the global messaging from the CEO and how
this messaging is produced based off the Strategy Roadmap.
Global Talent: Global Talent will be in charge of breaking off with the different functions to speak
with them about how the Strategy Roadmap can be applied to their specific functions.
Hands-on Experience: In the final Lunch and Learn, the ambassadors will practice hands-on
activities with Global Internal Communications and Global Talent. The ambassadors will go over how
to answer questions associates may have, as well as an overview of information they have learned.
Ambassador Resources
Binders: These will be a resource to assist them in the program, where they can look if they have
questions about the Strategy Roadmap. They will include:
In-sessions activities
Answers to associate questions (FAQ)
Leadership contacts
Associates names and emails theyre working with
Advice and examples for content creation
Forum: To ensure that all associates are gaining a positive experience from this program, there will be
a Yammer group created as a forum for the ambassadors. This could be a place where the ambassa-
dors can speak to one another about advice from fellow ambassadors.
Incentive
As a thank you for their work, Goodyear Ambassadors will be invited to an exclusive brunch. Addition-
ally, Rich Kramer and other senior leadership will be invited to join the events to meet and interact with
the ambassadors. The ambassadors will also receive a certificate to recognize their work they have
accomplished. One brunch will be held in each region during the campaign. The brunch will be planned
and coordinated by Momentum Strategies with the assistance of Global Internal Communications and
Global Talent.
Regional Implementation
In the other regions, the ambassador program and Lunch and Learns will be coordinated by the Global
Talent and Global Internal Communications teams in these regions. The associates will also be served
lunch and receive binders and other training materials. For the Corporate Communications Lunch and
Learn, the regions will watch the recorded video of Markeys presentation. These regional ambassa-
dors will follow the same guidelines and rules as the Akron ambassadors and will look to the Yammer
group and Global Internal Communications for assistance.
ICARE CAMPAIGN 14
MOMENTUM
STRATEGIES
AUDIENCE
SECONDARY: Senior leadership Senior leadership (Ed Markey), Global Internal Communications,
Global Talent
RATIONALE
Ambassadors will help the associates understand and apply the Strategy Roadmap to their specific
functions at Goodyear. This program will encompass the Goodyear Strategy Roadmap as a whole.
Additionally, with the help of the Community Ambassadors, this tactic will help create more interaction
between associates on Yammer. Bi-weekly conversations will encourage associates to participate on
Yammer in a different way than for self-promotion. These bi-weekly conversations will be held by the
Community Ambassadors who are a part of their functions, giving associates targeted content that is
relevant to them.
EVALUATION
The success of this tactic will be measured by distributing two surveys to all associates: once halfway
through the campaign and once again at the end. Momentum Strategies will also conduct random
intercept surveys by email between the survey periods: once before the halfway survey and once
before the final. For regional associates, these interviews will be emailed as well. These evaluations will
ask if/how ambassadors have influenced their views on how to apply the Strategy Roadmap to their
positions. Because the ambassadors are split into two types, engagement levels (likes, shares, posting
and comments) on Yammer will also be measured monthly, specifically on the Community
Ambassadors posts.
ICARE CAMPAIGN 15
MOMENTUM
STRATEGIES
TACTIC FIVE
YAPPY HOUR
Yappy Hour will be a hands-on, bring your own device event that will educate Akron, wired associates
how to sign up and engage successfully on Yammer. It will also serve as a way for associates to learn
how they can benefit from the social platform and connect with other associates.
Content and Events
The hashtag #GOYammer will be used to welcome associates and will also allow current Goodyear
Yammer users to engage with new users. In addition to #GOYammer, the hashtag #YappyHourAkron
will be used to track the the event. This hashtag will also be used to feature posts on livestream for
associates to follow event posts.
Logistics and Schedule
Tables topics: Tables will be set up for associates to visit while at the event.
Tables A: Sign up for Yammer
Tables B: Benefits of Yammer and how to use it
Ambassador Launch: Associates will be introduced to their Goodyear Ambassadors and learn how
they will connect with them on Yammer.
ICARE Quiz: Associates will take a quiz to help them see which value of ICARE they most align with.
Associates will then post on Yammer using the hashtag of the value they align with, such as,
#Integrity. This will then allow associates to meet and talk to other associates who share their value.
Bar: Will include: blue adult beverages, water, hor doeuvres
Event gift for attendees: Includes pens and Yammer sticker
Raffles: A raffle will help create whats in it for me factor for the associates to come to the event. As
an incentive to come to the event, Goodyear will be giving away two Apple Watches through a raffle.
To enter the raffle, associates will be asked to post on Yammer with with the hashtag
#YappyHourAkron. The more you post, the more raffle tickets an associate will be given.
Planning
Yappy Hour will first be implemented at the Akron Headquarters as a pilot event. Momentum Strategies
recommends based on the success of this first event that this event be implemented regionally. This
event will be happening two months after the Global Townhall ICARE Launch. The associates will re-
ceive email invitations about the event and will also be reminded that the event is occurring on the dig-
ital signs. Associates will be asked to RSVP to the event as there are only 200 spots available. If there
are over 200 associates interested, Momentum Strategies recommends Goodyear hosting a second
event for the associates. Global Internal Communications will run this event, along with the assistant
Information Technologies, Global Talent and Momentum Strategies.
AUDIENCE
PRIMARY: Goodyear wired associates at Akron Headquarters
SECONDARY: Global Internal Communications, Global Talent, Information Technology,
Goodyear Ambassadors
ICARE CAMPAIGN 16
MOMENTUM
STRATEGIES
RATIONALE
Through research, Momentum Strategies found there are 15,000 associates who are not using Yam-
mer. This event will get more associates to sign up for the social platform, inform them of the benefits
and show associates how they can engage with one another. Finally, this will connect associates to
the How Well Work portion of the Strategy Roadmap. Momentum Strategies thinks this tactic will be
important for associates to realize how Yammer can be used for ways other than self-promotion.
EVALUATION
Momentum Strategies will monitor the success of Yappy Hour by tracking the number of attendees
and Yammer sign-ups. A benchmark number of users will be set before the event and will be recount-
ed the day following the event. Additionally, the engagement metrics on the platform will be tracked.
The tactic will be considered successful if 200 associates attend the event and if Yammer sign-ups
increase after the event has concluded.
TACTIC SIX
HUMANS OF GOODYEAR
Humans of Goodyear will be posts featured on Yammer and GO that highlights associates of any kind.
This means the associate could be either wired or non-wired, executive or individual contributor. This
will be similar to the popular social media account Humans of New York, which tells the stories of ran-
dom citizens of New York City.
Post Features:
Associates name
Job description
Region and country location
Facts about the associate (example: how long theyve been working for Goodyear, their favorite
Goodyear memory)
A personal question (example: why the associate cares about Goodyear)
These posts will be created once a week in rotation by Global Internal Communications and the region-
al internal communicators. Global Internal Communications will take the first week and EMEA and Asia
Pacific will take the two weeks that follow after. The regional communicators will work in their region to
create these posts and turn to Global Internal Communications if assistance is needed. Global Internal
Communications and the regional internal communicators will initially need to conduct some research
to create a running list of associates to potentially feature. This could be from conversations they hear
around the office, associates they see posting and engaging with others on Yammer, or any other
method of their choosing. The team will reach out to the associate they would like to feature to
coordinate an interview or send the questions via email.
AUDIENCE
PRIMARY: Goodyear wired associates, Goodyear non-wired associates
SECONDARY: Global Internal Communications, Regional Communicator
ICARE CAMPAIGN 17
MOMENTUM
STRATEGIES
RATIONALE
Humans of Goodyear will give individual associates recognition, including non-wired associates who
are hard to reach with current internal communication channels. Primary research showed that asso-
ciates appreciate recognition and believe Goodyear does a good job with this already; this tactic will
increase that current appreciation. Furthermore, this gives associates the ability to learn more about
other associates across the company and engage in conversation via Yammer. While the values of the
Strategy Roadmap are not directly reflected, showing why associates care about Goodyear backs up
the values of the Strategy Roadmap.
EVALUATION
This tactic will be measured by the engagement these posts receive on both Yammer and GO; this en-
gagement includes likes, shares and comments. If the number of views increase or stay constant over
time, the tactic will be considered successful.
TACTIC SEVEN
KRAMER ALL AROUND THE WORLD VIDEOS
Kramer All Around the World Videos will give associates the opportunity to connect with Rich Kramer
using virtual face-to-face communication. Kramer will share ways that he sees the Strategy Roadmap
applied by associates in Goodyear locations around the world through videos. Kramer will have the
flexibility to choose the location of the video based on his business travels, but is encouraged to vis-
it locations of ICARE and WeCare award winners. Using Skype for Business, Kramer or an associate
traveling with him, will record live video from their cell phone. The live video will also allow associates
to communicate using the instant messaging feature. The live video will be saved and downloaded by
Global Internal Communications and posted on Yammer, GO and Office 365 Video for associates to
watch later. Kramer will create at least five videos during the campaign at times of his choosing.
AUDIENCE
SECONDARY: Global Internal Communications, Senior leadership (Rich Kramer and Ed Markey)
RATIONALE
Throughout research, associates mentioned the lack of direct communication between leadership and
associates. This tactic will increase engagement between the CEO and associates by giving them an
unfiltered view of Kramer. In addition, this will allow associates to have new insights about regions oth-
er than their own. In primary and secondary research, associates said they felt it was important to hear
directly from the CEO; these videos will fulfill that need.
EVALUATION
This tactic will be evaluated by the number of associates viewing the live meeting and the number of
messages sent with the instant messaging feature on Skype for Business. It will be further evaluated
by measuring the number of viewers on the videos posted on Yammer, GO and Office 365 Video. If the
number of views increase or stay constant over time, the tactic will be considered successful.
ICARE CAMPAIGN 18
MOMENTUM
STRATEGIES
TACTIC EIGHT
ICARE POSTS
ICARE posts are associate appreciation posts located on Yammer and GO by Rich Kramer. To be
considered for this post, associates can self-nominate or be nominated by another associate. The
nominator will fill out an online application with questions asking them how the nominee applies and
shows the values of the Strategy Roadmap to their position. If self-nominating, the associate will
include what they feel is the most rewarding part of working at Goodyear is. Global Internal
Communications and Global Talent will work together to narrow down the applicants to three
finalists to be sent to Kramer for consideration. Kramer will then select one finalist and Ed Markey will
write the final post for Kramer to share on Yammer and GO. The post will feature an image of the asso-
ciate and will describe how he/she applies the values of the Strategy Roadmap to their position, espe-
cially the How Well Work section. A hashtag will be included on the post that represents which ICARE
trait the associates work style most reflects: #Integrity #Collaborate #Agile #Results #Energize. These
posts will take place on the first Friday of every month (16 throughout the campaign). The associates
featured in these posts will later be considered to win the ICARE award.
AUDIENCE
SECONDARY: Global Internal Communications, Global Talent, Senior leadership
(Rich Kramer and Ed Markey)
RATIONALE
Through research, Momentum Strategies found that associates enjoy recognition from the leaders and
executives. With the post being on Yammer and GO, associates can see the recognition on a global
level, which will further increase meaningful engagement through the company. Finally, this tactic will
include the values from the Strategy Roadmap and show associates how it can be applied to their po-
sitions.
EVALUATION
Following the ICARE and WeCare awards, this tactic will be measured by evaluating the quality of
applications and how applicants are using ICARE values in their positions. It will also be evaluated by
looking to see if applicants are actually understanding ICARE values. In addition, Yammer and GO
analytics will be evaluated to see the engagement on each post. This tactic will be evaluated after all
the posts have been posted throughout the campaign.
ICARE CAMPAIGN 19
MOMENTUM
STRATEGIES
TACTIC NINE
DIGITAL SIGN ADVERTISEMENTS
Digital sign advertisements will be used to advertise tactics from the ICARE Campaign in the head-
quarters that incorporate this channel; this includes: ICARE awards, WeCare awards, Global Townhall:
ICARE Launch, Goodyear Ambassador Program, Yappy Hour and Humans of Goodyear. Content for the
advertisements will be created by Global Internal Communications and sent to Goodyears in-house
graphic designer.
AUDIENCE
SECONDARY: Global Internal Communications, In-House Graphic Designer
RATIONALE
Focus group results showed, five of seven Akron associates agreed that digital signs were most/some-
what effective channel to receive communication. Furthermore, four of seven Akron associates agreed
that digital signs most/somewhat liked the channel to receive communication. This research shows
that advertising using digital signs will be effective reminder of the events for Akron associates.
EVALUATION
This tactic will be evaluated with the applications for the awards and programs. The applications will
ask associates how they heard of it and will give the digital signs as an option.
ICARE CAMPAIGN 20
MOMENTUM
STRATEGIES
TACTIC TEN
ICARE GO TAB
ICARE GO tab will be a section of the Goodyear intranet where associates can go to find all things
ICARE related; this will make ICARE content convenient for all associates to find. This section will host:
Video recording of the ICARE Launch Global Townhall
The application and submission links for the ICARE and WeCARE awards
Application and submission link for the Goodyear Ambassador program
Links to Kramer All Around the World videos in Office 365 Video
Humans of Goodyear posts
Content sent from ambassadors
Features of ICARE and WeCARE winners
Global Internal Communications will work to make sure this content is up-to-date and communicate
with Information Technology for assistance.
AUDIENCE
SECONDARY: Global Internal Communications, Information Technology
RATIONALE
There is a lot of different information that comes with ICARE and this tactic makes it easy and
convenient for associates to find ICARE information. Focus group results showed, six of seven Akron
associates agreed that GO was the most/somewhat effective channel to receive communication.
Furthermore, four of seven Akron associates agreed that GO is the most/somewhat liked channel to
receive communication.
EVALUATION
This tactic will be evaluated by measuring the metrics of GO, mainly the amount of unique views to the
ICARE tab and its links. If the number of views increase or stay constant over time, the tactic will be
considered successful.
ICARE CAMPAIGN 21
MOMENTUM
CAMPAIGN MAP
STRATEGIES
Months One - Nine
ld V round
s
ideo
ents
rds
hall
b
Y
A
Ta
of G
Adv al Sign
Awa
ts
r
The er All
n
Pro assado
sem
r
Pos
WEC E and
Tow
GO
Hou
Wor
ans
ARE
gram
erti
ARE
RE
m
bal
py
it
R
Hum
Kra
Dig
ICA
ICA
Am
Yap
Glo
#IC
Jun
Jul
(Q1)
Aug
Sep
Oct
(Q2)
Nov
Dec
Jan
Feb
(Q4)
Planning Event Post Award Evaluation

Planning the Executing the Sharing of Awards Evaluating the
logistics of the logistics of the content announced tactic
tactic tactic
Implementation
ICARE CAMPAIGN 22
MOMENTUM
STRATEGIES
CAMPAIGN
Months Ten - Eighteen
MAP
ld V round
s
ideo
ents
rds
hall
b
Y
A
Ta
of G
Adv al Sign
Awa
ts
r
The er All
n
Pro assado
sem
r
Pos
WEC E and
Tow
GO
Hou
Wor
ans
ARE
gram
erti
ARE
RE
m
bal
py
it
R
Hum
Kra
Dig
ICA
ICA
Am
Yap
Glo
#IC
Mar
Apr
(Q1)
May
Jun
Jul
(Q2)
Aug
Sep
Oct
Nov
(Q4)
Planning Event Post Award Evaluation

Planning the Executing the Sharing of Awards Evaluating the
logistics of the logistics of the content announced tactic
tactic tactic
Implementation
ICARE CAMPAIGN 23
MOMENTUM
BUDGETPART ONE
STRATEGIES
Budget Plan
Estimated
Category Details
Cost
Global Townhall ICARE launch

Rental of large projector (estimate by
Production $10,000.00 Kathy Harris, Facilities Events
Coordinator)
Agency will work with the HR and IT
departments to create the content of the
Agency Cost - 100 hours $10,000.00
campaign. We will also work with Ed
Markey to write Rich Kramer's speech.
Agency will send a survey immediately

following the meeting to gather feedback to
Tactic Evaluation - 30 hours $3,000.00
see if they enjoyed the presentation of this
information or not
Global Townhall Costs Total $23,000.00
Ambassador program fsdds
Personalized ambassador name tags,

Lunch and Learn supplies $1,500
binders, printing costs
Lunch and Learn catering (36 people x4 Catered lunch, drinks, plates, napkins,
$1,440.00
events) utensils
Catered brunch, drinks, plates, napkins,

Incentive brunch with Rich $ 400.00
utensils, presentation content
Certificate of completion for ambassador

Certificates (36) $180.00
program provided to all ambassadors
Agency will create ambassdor job
description, attend lunch and learns and
Agency cost - 125 hours (includes regional) $12,500
schedule monthly calls with the global
communications department to ensure that
Agency will send out surveys to all
Tactic Evaluation - 15 hours $1,500.00
associates
Ambassador program Costs Total $17,520.00
Ambassador program (regional) fsdds
Personalized ambassador name tags,

Lunch and Learn supplies (x2 events) $3,000
binders, printing costs
Lunch and Learn catering (36 people x4 Catered lunch, drinks, plates, napkins,
$2,880.00
events x2 places) utensils
Confidential Proprietary Page 1
ICARE CAMPAIGN 24
MOMENTUM
BUDGETPART TWO
STRATEGIES
ICARE CAMPAIGN 25
MOMENTUM
BUDGETPART THREE
STRATEGIES
ICARE CAMPAIGN 26
MOMENTUM
STRATEGIES
COMMUNICATION ELEMENTS
Communication Element One: Introducing the ICARE Campaign Video
Audience:
Primary: Goodyear wired associates
Secondary: Global Internal Communications, Information Technology (IT), Global Talent (HR)
Senior leadership: CEO Rich Kramer, VP of Corporate Communications Ed Markey, Senior VP of Global
Communications Paul Fitzhenry and other executives.
Communication Objective:
Key Messages:
Primary: We are a global company, therefore we can talk and engage with
associates worldwide with the help of communication channels.
Secondary: Effective communication between associates will occur because I am encouraging the
communication.
Strategy: Educate associates how the Strategy Roadmap can be applied to their positions using digital
Call to Action: Help associates understand and participate in the ICARE campaign.
Measurements: At the end of the Global Townhall: ICARE Launch, a survey will be given to associates
to measure the effectiveness of the video ie: Did the introduction video help you understand the ICARE
Campaign?
ICARE CAMPAIGN 27
MOMENTUM
STRATEGIES
Video Script
Audio: Video:
Introduction to ICARE Campaign
Background music
Showcase what ICARE stands for. Each letter on its own
explaining what it is, showcase employees doing their jobs,
people at events, etc.
Each letter will be in a text box over the b-roll, showing
something similar to that ICARE value that is being shown
Example: Act with Integrity- Build trust and earn the confi-
dence of others through honesty and respect -- Protect Our
Good Name. (First have Act with Integrity on screen for 3
seconds, then as Act with Integrity is on the screen, have
definition pop up next to it with the bolded key terms.)
Repeat until the end.
Spoken- This is the ICARE cam- Either photos or b-roll of Goodyear

paign.Background music- at a lower
volume when speaking
One Goodyear associate saying one of One Goodyear associate saying one of the following
the following phrases: phrases:
Stand out Stand out
Be bold Be bold
Goodyear Goodyear
Background music- at a lower volume After associates finish each saying, each square of them
when speaking will fade into a line and then the ICARE campaign text
will fade in. Then screen goes black.
ICARE CAMPAIGN 28
MOMENTUM
STRATEGIES
Communication Element Two: Humans of Goodyear
Audience:
Primary: Goodyear wired associates and Goodyear non-wired associates
Secondary: Global IGlobal Internal Communications, Regional Communicators, Information
Technology (IT), Global Talent (HR), Senior leadership: CEO Rich Kramer, VP of Corporate Communi-
cations Ed Markey, Senior VP of Global Communications Paul Fitzhenry and other executives, Global
Talent (HR)
Senior leadership: CEO Rich Kramer, VP of Corporate Communications Ed Markey, Senior VP of Global
Communications Paul Fitzhenry and other executives.
Communication Objective: To increase the number of engaged users on Yammer by 15 percent by

December 31, 2018.
Key Messages: Our value at Goodyear is shown through recognition from executive leadership and
peers.
Strategy: Use face-to-face and digital communication to encourage an increase in the number of en-
gaged users on Yammer.
Call to Action: Nominate yourself or your peers to recognize them for their hard work at Goodyear.
Measurements: This tactic will be measured by the engagement these posts receive on both Yammer
and GO; this engagement includes likes, shares and comments. If the number of views increase or stay
constant over time, the tactic will be considered successful.
ICARE CAMPAIGN 29
MOMENTUM
STRATEGIES
HUMANS OF
NAME: KIM DENNISON
LOCATION: AKRON
JOB TITLE: SOFTWARE ENGINEER
INTERSTING FACTS:
Kim has been with Goodyear for 4 1/2 years. Kims
favorite Goodyear memory was attending the blimp
christening in 2016.
WHY DO YOU CARE ABOUT GOODYEAR?

Kim cares about Goodyear because it has given her
the oppurtunity to travel and communicate effec-
tively with employees from different areas of the
globe and expand her international knowledge about
her position at Goodyear.
ICARE CAMPAIGN 30
MOMENTUM
STRATEGIES
Communication Element Three: Digital Signs
Audience:
Primary: Goodyear Akron wired associates
Secondary: Global Internal Communications and In-house graphic designer
Communication Objectives: To increase the knowledge of how to apply the Strategy Roadmap to asso-
ciates positions by 20 percent by December 31, 2018.
Key Messages: ICARE helps me understand why the Strategy Roadmap is important to my position.
Strategies: Educate associates about how the Strategy Roadmap can be applied to their positions
using digital and face-to-face communication.
Call to Action: Associates will engage with the information located on digital signs to learn more about
ICARE and the events and initiatives surrounding it.
Measurements: This tactic will be evaluated with the applications for the awards and programs. The
applications will ask associates how they heard of it and will give the digital signs as an option.
ICARE CAMPAIGN 31
MOMENTUM
STRATEGIES
INTRODUCING
#ICARE CAMPAIGN
HOW WELL WORK
INTEGRITY
COLLABORATION
AGILE
RESULTS
ENERGIZE
ICARE CAMPAIGN 32
MOMENTUM
STRATEGIES
SHOW YOUR FELLOW ASSOCIATES YOU

RECOGNIZE THEIR HARD WORK.
NOMINATE YOUR PEERS FOR:
ICARE WECARE
A PERSONALIZED A GROUP AWARD
AWARD THAT THAT RECOGNIZES
RECOGNIZES AN A FUNCTIONS
ASSOCIATES EXCELLENT
EXCELLENT WORK WORK ETHIC IN
ETHIC IN REGARD REGARDS TO THE
TO THE STRATEGY ROADMAP.
STRATEGY ROADMAP.
ICARE CAMPAIGN 33
MOMENTUM
STRATEGIES
Communication Element Four: ICARE Goodyear Online (GO) Tab
Audience:
Secondary: Global Internal Communications, Information Technology (IT), Global Talent (HR), Senior
leadership: CEO Rich Kramer, VP of Corporate Communications Ed Markey, Senior VP of Global Com-
munications Paul Fitzhenry and other executives
Communication Objective: To increase the knowledge of how to apply the Strategy Roadmap to asso-
ciates positions by 20 percent by December 31, 2018.
Key Messages: ICARE helps me understand why the Strategy Roadmap is important to my position.
Strategy: Educate associates about how the Strategy Roadmap can be applied to their positions using
digital and face-to-face communication.
Call to Action: Associates will engage with the information located in this resource to learn more about
ICARE.
Measurements: This tactic will be evaluated by measuring the metrics of GO, mainly the amount of
unique views to the ICARE tab and its links. If the number of views increase or stay constant over time,
the tactic will be considered successful.
ICARE CAMPAIGN 34
MOMENTUM
STRATEGIES
ICARE
ICARE
ABOUT THE AWARD
APPLY/NOMINATE
REQUIREMENTS
ABOUT THE WINNERS
ICARE CAMPAIGN 35
MOMENTUM
STRATEGIES
Communication Element Five: Mock Yammer Post
Audience:
Secondary: Global Internal Communications, Global Talent (HR), Senior leadership: CEO Rich Kramer,
VP of Corporate Communications Ed Markey
Communication Objectives:
To increase the number of engaged users on Yammer by 15 percent by December 31, 2018.
Key Messages: Our value at Goodyear is shown through recognition from executive leadership and
peers.
Strategies:
Educate associates about how the Strategy Roadmap can be applied to their positions using digital
Use face-to-face and digital communication to encourage an increase in the number of engaged us-
ers on Yammer.
Call to Action: Nominate yourself or your peers to recognize them for their hard work at Goodyear and
how they apply the Strategy Roadmap to their positions.
Measurements: Following the ICARE and WeCare awards, this tactic will be measured by evaluating
the quality of applications and how applicants are using ICARE values in their positions. It will also be
evaluated by looking to see if applicants are actually understanding ICARE values. In addition, Yammer
analytics will be evaluated to see the engagement on each post. This tactic will be evaluated after all
the posts have been posted throughout the campaign.
ICARE CAMPAIGN 36
MOMENTUM
STRATEGIES
ICARE CAMPAIGN 37
MOMENTUM
STRATEGIES
SECONDARY RESEARCH EXECUTIVE SUMMARY

Momentum Strategies conducted secondary research to understand Goodyears internal communica-
tion channels, Goodyear resources provided to the agency and internal communication best practices.
Through the 2016 Internal Communication Survey, Momentum Strategies found that the Strategy
Roadmap is the foundation for Goodyear. However, the agency discovered that associates are aware
of the Strategy Roadmap, but have difficulty applying it specifically to their jobs. Out of 966
respondents, only 17 percent can answer questions about the company or and know how to support
it. This shows the agency that there is room for improvement to teach associates about the Goodyear
Strategy Roadmap which will help raise the percentage of Goodyear associates who know how to
support it.
According to the 2016 Internal Communication Survey, associates said they want more face-to-face
and digital communication from leaders and managers. For example, 36 percent of associates who
responded to the survey want more communication from the leaders of their region, business units or
function. Additionally, some associates who participated in the survey said open and honest
communication from executive leadership could be improved.
Yammer is used by more than 14,000 wired associates and has the ability to reach all 29,000
associates at Goodyear. Since Yammer is the only two-way digital and internal social platform, it has
the capability to connect associates from different functions and regions and keep associates updated
on global news. According to the 2016 Internal Communication Survey, there was a combined total of
85 percent for those who responded with agree/strongly agree that Yammer is a good place for col-
leagues to share news. Yammer has the opportunity to increase engagement between associates and
can be utilized by internal communications.
Video is a controlled video sharing hub for associates in all regions and is managed through Office
365. According to Global Internal Communications, Video is a platform for sharing success stories and
leader messages but is not used frequently. It is integrated with Yammer, however, this opportunity is
not currently utilized by most associates. Video could be used for leadership messages and associate
spotlight and is easily accessible on Office 365. It is also incorporated with other platforms including
Yammer, which is used by wired associates.
With the help of this research, Momentum Strategies has found four areas where the agency will
focus: the Strategy Roadmap, Video, Yammer and engagement with executive-level associates. With
strong two-way communication, associates will feel more involved and connected to Goodyear.
ICARE CAMPAIGN 38
MOMENTUM
STRATEGIES
SECONDARY RESEARCH
Goodyear Corporate Background
Key Findings
Goodyear Tire & Rubber Company was founded in 1898 by Frank Seiberling with the global headquar-
ters located in Akron, Ohio.Goodyear has approximately 66,000 associates at 49 facilities in 22
countries.Goodyear works in many industries including: consumer, racing, chemical, commercial, off
the road and aviation. Goodyear can be broken down primarily in two ways: corporate/function and
regional.There are three regions in Goodyear: The Americas, Asia Pacific and Europe, Middle East and
Africa (EMEA).
Implications
Goodyear employs associates from many countries around the world and works in multiple industries.
The broad presence of the company makes communication from a global standpoint critical. Goodyear
has a large internal audience and is broken into many functions and levels. Momentum Strategies will
focus on the communication to create messaging that is easily interpreted across functions and
regions.
Research
Because of its international presence, Goodyear has a globally focused mission. According to the glob-
al mission, Goodyears purpose is to increase the value of our brands for everyone with market-driven
innovation delivering the highest quality tires, related products and services for our customers and
consumers.1 In the Strategy Roadmap, the company discloses how Goodyear will win, work and focus
on delivering sustainable revenue and profit growth while increasing the value of [its] brand.2
Goodyear associates can be segmented into two types of associates: wired and non-wired.
Wired associates have a Goodyear email address and access to the companys intranet and other
communications channels; non-wired associates do not have this access.3 Non-wired associates are
field technicians, sales executives, logistics personnel and staff in production facilities who do not
have access to their emails and sometimes not even their mobile phones. In Goodyears case, these
associates are working in the plants and factories.
Internal Communication Industry Scan

Key Findings
Momentum Strategies researched many best practices used by large global corporations and found
ways other corporations are communicating throughout their locations and areas of the company.
Large companies such as Coca-Cola use a brand ambassador advocate program that helps its em-
ployees communicate to positively impact the company.
70 percent of employees said how they were receptive and understood the program.
Employees connected to career-based social media platforms can increase productivity in the work-
place by 20 to 25 percent.
69 percent of employees would work harder if their efforts were recognized and appreciated.
Yammer has helped companies like Red Robin and Westfield Australia Group to improve internal
communications with crowdsourced feedback.
Yammer is useful for geographically separated companies to connect with each other.
40 percent of employees in the United States were using personal devices for work in 2014.
1 https://corporate.goodyear.com/en-US/about/mission.html
2 2016 Strategy Roadmap, Provided by Goodyear Global Internal Communications
3 2016 Internal Communication Survey, Provided by Goodyear Global Internal Communications
ICARE CAMPAIGN 39
MOMENTUM
STRATEGIES
Implications
With this data, Momentum Strategies can understand the variety of ways other corporations practice
internal communications. Goodyears global internal communications could benefit from multiple
initiatives taken by large companies including brand advocate programs, ambassadors and the use
of Yammer. The agency sees this as an opportunity to better the internal communications between
Goodyear associates. Momentum Strategies can use these best practices that other companies have
already implemented to find new best practices for Goodyear.
Bring Your Own Device (BYOD) is a huge trend in the workplace and will continue to increase as years
go on. Goodyear associates are supplied with computers and/or laptops, but use their own cell phones
at work. Non-wired employees do not have access to their phones while working in the factories
throughout the day. This could be a tactic for the company to use to push information out to those
associates so they have the same access to basic information.
Best Practices
Momentum Strategies looked into ways that large companies create employee engagement in the
workplace. In this research, the agency found a brand advocate program created by Coca-Cola. The
Coca-Cola Enterprises (CCE) Ambassador program was put in place in 2013 to establish an overall
understanding of the Coca-Cola goals.1 Additionally, to make sure employees felt confident to answer
questions about the roles it plays in society, sustainability commitments and the heritage of the com-
pany.
Coca-Cola2 holds an annual leadership conference to demonstrate why it is important to be an active
advocate in the communities where its businesses operate. Moreover, this advocate program worked
so well because Coca-Cola had leadership buy-in. This was valuable because the leaders already had
a solid foundation on how to answer questions about the business and brand to help their teams get
involved. The ambassador program reached employees through traditional channels including: maga-
zines, e-newsletters, the intranet and the internal social network.
This conference was vital because overall, it helped build an understanding among employees about
what it meant to be a Coca-Cola ambassador.3 This included employees who: worked on a production
line in the plants, on the road in a field sales team, a service technician or those based in an office. The
feedback from the roadshows and training programs was substantial as employees said they felt more
knowledgeable to answer questions about the business and brand. Twelve months after the launch, 70
percent of employees said how they were receptive and understood the program.
To continue research with internal communications4 best practices, Momentum Strategies discovered
a blog post from Enplug- an American technology company that specializes in software licensing and
real-time social media. Findings from the post included:
According to a study conducted by Gallup, 70 percent of employees in the United States are not
engaged at work. This engagement is defined as emotionally disconnected from their workplaces
and less likely to be productive. This shows that nationally, employers must look for ways to improve
engagement in the workplace.
This study also advised the understanding of knowledge management and discusses how leaders
1 http://www.gatehouse.co.uk/joic-cocacola/
2 www.forbes.com/sites/forbesagencycouncil/2016/08/12/best-practices-for-effective-internal-communica
tions/#75695f097292
3 https://vimeo.com/132725738
4 https://www.forbes.com/forbes/welcome/?toURL=https://www.forbes.com/sites/forbesagencycoun-
cil/2016/08/12/best-practices-for-effective-internal-communications/&refURL=&referrer=#4d958a5d7d1d
ICARE CAMPAIGN 40
MOMENTUM
STRATEGIES
of top organizations take a strategic approach to aligning their employee engagement communica-
tion efforts. It also explained that ways to communicate engagements impact throughout the year
and share engagement tools and best practices within the organization. These leaders use opportu-
nities to allow different channels to communicate reinforce and recognize the organizations com-
mitment to
employee engagement.
A study from the McKinsey Global Institute found that when employees are connected to social
technologies and social media platforms, productivity in organizations can improve by 20 to 25 per-
cent. The study shows that employees can spend up to 28 percent of a work week managing emails
and 20 percent searching for internal knowledge or consulting employees for help. However, when
companies use many-to-many communication internally, like social media platforms, this time can
be cut down. According to a study done by Globoforce, 69 percent of employees would work harder
if their efforts were recognized and appreciated. This shows how important employee recognition is
in the workplace.5
Content Research
The following research is from a blog post from Edelman called How to Make Yammer Work as an
Employee Engagement Tool Below are key findings:
Yammer has been successful for companies when it is given a solid use or purpose. For example,
the company could be using the platform to increase collaboration across the business or to build
relationships between merging business.
Find employees that are early adopters and recruit them as influencers. Use these employees as
leaders to drive conversation and encourage others to participate.
Create and organize initial conversations around central themes. Make posts incite thoughts on one
specific theme to initiate dialogue.
Use incentives to encourage participation on the platform.6
The following research is from a blog post is from Office 365 Blogs, written by the Yammer Team.
Momentum Strategies discovered these key findings about creating Yammer content:
Yammer can be a useful tool for a geographically separated team to share successes and
communicate easier.
Having the CEO of a company on Yammer can attract high engagement on posts, which in turn can
get other higher level executives on Yammer.
When introducing CEOs to Yammer, it is important to keep these two values in mind:
Consistency balanced engagement over an extended period of time rather than too much en-
gagement for the first week and nothing after that.
Simplicity convince upper management that commenting on Yammer isnt held to the same
communication standards as an official memo.7
5 https://blog.enplug.com/7-surprising-internal-communications-stats
6 http://www.edelman.com/post/make-yammer-work-employee-engagement-tool/
7 https://www.clickz.com/5-great-ways-to-engage-your-employees-with-content-marketing/26688/
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Yammer Research
Momentum Strategies found that there is a large opportunity of growth with Yammer as a communi-
cation channel. The agency looked into other large companies that have been successful with the use
of Yammer. For example, Red Robin has more than 10,000 employees using Yammer to increase en-
gagement within its internal communications. Giving employees a business-oriented social network
like Yammer-- which is aligned to the way they work and communicate in their personal lives-- is in-
tuitive, uncomplicated and makes good business sense, said Chris Laping, CIO and SVP of Red Robin.
Yammer is one of the primary ways Red Robin builds the staff cohesion that drives success.
Westfield Australia Group owns and operates shopping centers across Australia and have between
1,000 and 5,000 employees using Yammer. The use of Yammer has improved operations by leveraging
the insight of management, employees and partners. Keeping up with changes and staying on trend is
essential, and Yammer helps us do that, said Andy Hedges, director of shopping center management
for Westfield Australia. It allows people to share best practices, even across functions
Yammer is one of the primary ways Red Robin builds the staff cohesion that drives success.
Westfield Australia Group owns and operates shopping centers across Australia and have between
1,000 and 5,000 employees using Yammer. The use of Yammer has improved operations by leveraging
the insight of management, employees and partners. Keeping up with changes and staying on trend is
essential, and Yammer helps us do that, said Andy Hedges, director of shopping center management
for Westfield Australia. It allows people to share best practices, even across functions and geogra-
phies. Crowdsourced feedback from Yammer has helped Westfield to hone employee training. The
company used Yammer when using a new application at its customer service desks. From one center
to the next, Yammer helped us refine the program, improving it for the next delivery, said Hedges.
Other companies successfully using Yammer including Nationwide, Tesco and British Airways.8
When analyzing engagement on Yammer, an engaged user is defined as users have taken a deliberate
action to interact with Yammer content: posting, liking, sharing, expanding a conversation, or switching
from My Feed to a different Group feed.9
Bring Your Own Device
From findings found in an article from Motus, Momentum Strategies researched bring your own device
to work (BYOD) further:
BYOD trend started in 2009.
As of August 26, 2015, 81 percent of companies allow employees to connect their personal devices to
the companys wifi.
Although the increased mobility allowed by BYOD is very appealing, the programs come with inherent
risksthe largest is security.
Emory University established a comprehensive BYOD policy for its university healthcare system in
2013 and has been able to streamline many internal processes by connecting employees devices
through an internal application.10
8 https://www.featuredcustomers.com/vendor/yammer/case-studies
9 https://newsignature.com/articles/analytics-dashboard-on-yammer-a-quick-guide/
10 https://www.motus.com/byod-cell-phones-in-the-workplace/
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The 2016 Internal Communication Survey completed by Davis & Co.

Key Findings
Momentum Strategies was given the 2016 Goodyear Internal Communication Survey and found the
following to be most vital for the agencys campaign:
Only 17 percent of all level five associates can actively engage with the Goodyears Strategy Road-
map (I know what to do or how to support it). These associates are well-informed about the Good-
year Strategy and know why their job at Goodyear matters.
Targeted and relevant communication is a theme that appears across all research areas in respect
to associates want more personalized and relevant information.
The overall satisfaction with how Goodyear keeps up with key business issues with its associates is
69 percent. This leaves a margin of 31 percent of associates not aware of key issues.
There was a combined total of 85 percent for those who responded with agree/strongly agree that
Yammer is a good place for colleagues to share news.
Implications
Momentum Strategies can understand the fundamental elements that are imperative to the internal
communications at Goodyear. Associates at Goodyear show they want to hear more from their direct
managers about their specific job functions and duties. The agency sees an opportunity to expand
direct communication among associates and leaders/directors on a personal level. Furthermore, there
is room for improvement to teach associates about the Goodyear Strategy Roadmap, which will help
raise the percentage of Goodyear associates who know how to support it.
Research
After reviewing the detailed results from the knowledge of key topics from the 2016 Internal Communi-
cation Survey, Momentum Strategies discovered that only 17 percent of respondents are knowledge-
able and can actively engage with the Goodyear Strategy Roadmap. This is important because:
According to the 2016 Internal Communication Survey, out of 966 associates respondents, 83 percent
do not know how to directly deliver sustainable revenue and profit growth while increasing the value of
the brand. Of all of the associates who took the survey, 42 percent of all associates say they can under-
stand the basics when speaking of the Goodyear Strategy Roadmap. This implies that six percent have
never heard of it, 15 percent have heard of it and can somewhat speak about it, 20 percent can answer
questions about it confidently and 17 percent can answer questions about the company or and know
how to support it.
In reviewing Goodyears key findings from the survey, the targeted/relevant communication appears to
be a theme that is present across the research areas. This is telling because it shows that associates
are not getting enough direct communication. More specific ramifications include:
Associates want more personalized communication as it is one of the top three way associates sug-
gest to change the way Goodyear keeps associates up-to-date about key business issues.
32 percent of associates find it difficult to find updates on the GO homepage about their region, busi-
ness unit or function.
Momentum Strategies found that Goodyear has potential with the use of Yammer. According to the
2016 Internal Communication Survey results, Yammer is used by 25 percent of associates and can
reach up to 29,000 associates total. A combined total of 85 percent for those who responded with
agree/strongly agree that Yammer is a good place for colleagues to share news. Momentum Strate-
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gies sees an opportunity to increase associate engagement in the workplace on Yammer. By using a
platform where associates can engage with one another across functions and regions associates will
gain a deeper understanding of the direction and vision of Goodyears global initiatives.
Momentum Strategies recognizes how the overall satisfaction of Goodyear associates is important in
obtaining meaningful engagement and staying true to the Strategic Roadmap. The information below
tells us the Goodyear associates want more key details about important business problems:
Overall, 31 percent of associates are not satisfied with the way Goodyear keeps them updated about
key business issues.
36 percent of associates who responded to the survey want more communication from the leaders
of their region, business units or function.
Only 21 percent of respondents feel they know what the goals are of their region, business unit or
function.
Momentum Strategies wants to focus on overall satisfaction of Goodyear associates because there is
room to grow these percentages very quickly with simple changes in everyday work life such as face-
to-face communication and weekly meetings.11
Goodyear Internal Communication Channels
Key Findings
Momentum Strategies found the following information about Goodyears internal communications
channels:
Yammer contains orphaned groups which means the groups have not been used in a long period
of time, according to the 2016 Internal Communication Survey.
Mass emails are quick and urgent but some associates say they receive too many of them.
Video is a platform for sharing success stories and leader messages but is not used frequently.
GO Homepage
Overall GO Homepage unique views and articles published decreased in the second half of 2016,
due to increased use of other communication channels including email and Yammer.
Implications
The agency sees an opportunity to increase engagement on specific channels including Yammer and
Video. According to a study conducted by Melcrum in 2011, Video is integrated with Yammer, how-
ever, this opportunity is not utilized by most associates. Momentum Strategies sees an opportunity
for Goodyear to integrate a different form of engagement with these combined channels. Additionally,
while Yammer currently has more than 14,400 users, the agency agrees that more associates could be
engaged in two-way communication within their own region and other regions across the globe. With
strong two-way communication, Goodyear associates will feel more involved and connected with the
overall business goal and why their specific job matters in the company.
According to the 2016 GO News metrics report, Momentum Strategies found that the GO Homepage
is a popular resource for associates to read about current Goodyear global news. The agency sees an
opportunity to create more engagement and look for ways to continue increasing page views with the
integrated use of other channels like Yammer, Video and email.12
Research
11 2016 Internal Communications Goodyear Survey Results Presentation Provided by Goodyear Corporate
12 http://wideo.co/blog/how-to-improve-internal-communication-with-video/#.WK-AORIrKRs
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Goodyear Online News

Goodyear Online (GO) News is the hub for all news across each of the three regions. Content
normally consists of success stories from different regions and associates as well as global news up-
dates. There is currently an established process in which content is submitted to the Corporate/Func-
tions team at the Akron headquarters and is published when its relevant.
Pros: GO News is the only channel that has the most effective representation of global news. The
channel is promoted through mass emails which has the potential to reach 29,000 wired associates.
Cons: It is difficult for associates to interact directly with content because there is no option to like
or comment and while there is a feedback feature, it is rarely used. The platform also has a cluttered
and outdated interface where there is limited use of graphics and there are too many links, tools and
resources.
Momentum Strategies found the following information to assist the agency in understanding who is
using GO News most frequently and what types of stories are being viewed the most from the 2016 GO
News metrics:
The GO homepage received 8 million page views and published 785 stories covering news from all
parts of the world.
Asia Pacific News received 30,097 unique visits, making it the highest ranked regional page but had
the fewest articles published. The Asia Pacific region could receive more unique visits if more articles
were published.
This information shows Momentum Strategies that associates take interest in reading about events
occurring in different regions and occurrences that could affect Goodyear globally.
Mass Emails
Mass emails serve as quick and urgent messages to all 29,000 wired associates and to push GO News
to those associates who are not actively viewing it.
Pros: Mass emails are attention-grabbing, visually interesting and include calls to action for associ-
ates like visiting the GO News page. Emails can also be segmented into specific regions and there is
a cross-functional calendar to avoid multiple emails every day.
Cons: According to the 2016 Goodyear Internal Communication Survey, 12 percent (125 out of 966
survey respondents) said they receive too many emails and/or do not have time to read them due to
their busy schedules. Additionally, most content from mass emails is not translated.
Digital Signs
Digital signs are located throughout the Akron headquarters and in headquarter buildings in some of
the other regions. With a potential reach of 3,000 associates, these signs display quick messages with
visuals, weather updates, a Reuters news feed and are useful for associates who are on the go.
Pros: The digital signs contain easily digestible information and have the ability to incorporate video.
Cons: The signs are positioned poorly and are not in easily accessible locations such as elevators
and other locations where associates stand for a longer period of time. There are also no digital
screens across some of the Goodyear regions and no practical way to obtain metrics.
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Goodyear Video
Video is a controlled video sharing hub for associates in all regions and is managed through Office 365.
There is currently a potential reach of all 29,000 wired associates.
Pros: Video is great for success stories, leadership messages and associate spotlight and is easily
accessible. It is also incorporated with other platforms including Yammer and Office 365 which are
used by wired associates. Additionally, there are metrics available for this platform.
Cons: While there is integration with Yammer, associates rarely use this feature to engage with the
videos posted. Videos are also not published frequently.
According to an article posted by Office 365 Support, the following metrics can be tracked using the
Statistics feature on the Video:13
Video Engagement: The engagement graph shows how viewers interacted with a video. Users can
see which times of your video users viewed the most or the least.
Views: Users can track the total number of views by day and by month.
Unique Visitors: Users can track the total number of unique visitors by day, along with the sum of
unique daily visitor counts per month.
Yammer
Yammer is an internal social network where associates from all regions can connect and participate
in two-way communication. There are currently 14,422 members but there is a potential to reach all
29,000 wired employees.14
Pros: Since Yammer is focused on two-way communication, it is easy for the CEO and associates
regardless of region or rank. The platform is also beneficial for posting up-to-date accomplishments
where associates can like and comment, similar to Facebook. Yammer is easily accessible from a
desktop computer through Office 365 or through the mobile application.
Cons: Yammer currently has 736 groups but some have not been used in a long time and are con-
sidered orphaned. While there are more than 14,000 associates with a Yammer account, not all wired
associates are on Yammer because it is optional. Additionally, there are no extensive metrics and no
ability to translate posts so associates who do not speak another language may have difficulty en-
gaging with posts from different regions.
Social Scan
Key Findings
After evaluating information on Glassdoor, Indeed, CareerBliss, Facebook and Twitter, Momentum
Strategies found that Goodyear has both positive and negative comments from current and past asso-
ciates. While most agree that Goodyear has a positive work environment, associates have expressed
that some of the processes are outdated and not efficient for all branches of this international
company.
Goodyear associates appreciate being treated as an individual despite the large setting. They
appreciate personalized recognition and awards.
Goodyear associates think that there is great company culture.
13 https://support.office.com/en-us/article/View-statistics-for-a-video-in-Office-365-Video-46819666-2b24-4220-
882d-aeceaf10a745?ui=en-US&rs=en-US&ad=US&fromAR=1
14 2017 Channel Overview Presentation, Provided by Goodyear Global Internal Communications
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The associates expressed that Goodyear acquires a traditional, individualized department style form
of communication and struggles with meaningful communication across the different departments
throughout the company. The following concerns were addressed:
The company does not listen to younger associates.
The company does not seem willing and adaptable to change with the ways of the workforce.
The company lacks diversity.
Implications
Past and current associates use social media platforms to speak openly about how they feel about
Goodyear. When posting on anonymous review boards, associates are more likely to address con-
cerns. Goodyear needs to focus internal communications around highlights of diversity and adaptabil-
ity. By engaging in positive communications internally, associates can express their gratitude and pride
toward Goodyear externally.
Research
The following review of Goodyear was written on Glassdoor by an anonymous Goodyear associate,
who could be either past or present.
Overall Rating: 3.2 out of 5 stars
Employees would recommend working for this company: 60 percent
Approval of CEO: 82 percent
User Review
Pros: Goodyear has a well-defined plan, both operations and administrative.
Cons: Lack of flexibility in some areas - too many baby-boomers in management still clinging to
1960s and 1970s management style, but the good ones have been adapting and the others have
been retiring. Sometimes too caught up on following procedure and not able to understand that one
size does not fit all.
Advice to Management: Listen more to the GenX, GenY and Millennial employees. Continue to adapt,
change and be flexible while also continuing to Protect Our Good Name.
The following reviews were written anonymously on Indeed from Akron, Ohio. The first was posted
May 11, 2014 by a past associate. The second was posted August 15, 2016 by a North America
Communications Intern.
Overall Rating: 3.7 out of 5-star rating
Management rating: 3.2 out of 5
Culture rating: 3.4 out of 5
User Review A
Their processes are outdated and not standardized. Each group operates in its own silo and politics
make the culture challenging. They pay well but the work/life balance is determinant on the depart-
ment you work in. The company lacks diversity and does not value inclusivity. Great resume builder
but not a long term career for most.
User Review B
The best part of Goodyear is the culture, it is a great environment to work in, and they are always
looking to improve your work life.
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The following reviews of Goodyear were written on CareerBliss by an anonymous associate of

Goodyear, who could be either past or present.
Overall Rating: 3.5 average out of 5-star review
3.4 company culture review
4.0 people you work with review
User Review
Overall the company is moving in the right direction from a stockholder and investor view. That
said, the company still has a lot of legacy systems and politics. This makes it difficult to clearly
identify roles and responsibilities and thus impacts decision making. The mid-level managers seem
to change frequently which also adds to confusion - the same opportunities for lateral movement
sometimes does not appear be available for everyone. This is not always beneficial and can some-
times hurt morale because some individuals want to change roles and feel they are stuck making
decisions that should be a managers responsibility.
The following are Facebook posts from current and past Goodyear associates.
Dev Chand - As an ex Goodyear employee Im very pleased our contributions are going to such a
worthy charity.15
32 likes, 2 comments
Mark Reynolds - Shouldnt the workers be consulted first, after all they are the ones paying into it
David Hadley - Great donation but Im with you Mark they should be asked first!
Guvy Dulai - As an ex Goodyear employee, this warms my heart. 16
2 likes
Guvy was a Safety and Training Manager at Goodyear from July 1998 - October 2000 in Wolver-
hampton, United Kingdom.
Ondrej Novak - Just received Goodyear Quarterly Award for best employee in Central Europe. It is
actually a nice feeling when your good work is appreciated.
70 likes, 5 comments
Jiri Jan Bohm - Congrats!
Michael Svarc - Happy for you
Filip Petras - You nice man!!! (translated)
Karolina Seidlova - Oh, wow.
Ohto Kangas - I knew it, hombre. Gratz. So you left the bled take price? (translated)
Ondrej is a Pricing Manager for the Goodyear in the Czech Republic. He has been employed with Good-
year since December of 2014.
The following are Twitter posts from Goodyear employees, including a future intern.
Nate Donaldson @NateD34 - When ur future employer @goodyear17 sends you a care package to wish
you luck on finals. Cant wait to start working with my team this summer
5 favorites
Kevin Beatson @kevinbeatson - Discover how a Goodyear employee was able to assist a
driver with a flat tire on the way to work18
15 http://www.expressandstar.com/business/2016/11/25/goodyear-workers-give-1m-to-wolver
hampton-compton-hospice/#9QAS6DEWCcuigOBZ.01
16 https://twitter.com/expressandstar/status/802134997511512064
17 https://twitter.com/goodyear
18 https://blogs.office.com/2016/02/11/goodyear-brings-spirit-of-innovation-to-every-facet-of-product-develop-
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PRIMARY RESEARCH
Executive Summary
Momentum Strategies conducted primary research to understand Goodyears Global Internal Commu-
nications and how the functions work to support and inform Goodyear wired associates. The agency
conducted interviews with 19 Goodyear associates in all three regions and various functions including
Global Internal Communications, Global Talent (Human Resources), new hires and recently relocated
associates. Interviews were also conducted with three internal communications professionals who
offered an outside perspective of how internal communications works in other companies.
The agency also hosted a focus group with seven Goodyear wired associates from various functions
who work in the Akron headquarters. The focus group revealed that associates would enjoy more
face-to-face and digital communication with executive leadership as well as the option to personalize
communication. Additionally, participants addressed concerns with the understanding and usage of
communication channels like Yammer and Goodyear Online.
Primary Research Interviews

Goodyear Associate Interviews
Interview: Global Internal Communications Department
Information below was gathered from an in-person interview with Barbara Barkley, global internal com-
munications manager for Goodyear. This interview occurred after the original meeting at Goodyear
headquarters and was conducted to gain a more in-depth perspective of Goodyears internal communi-
cation channels and practices.
Key Takeaways
The main platforms used by Goodyear for communicating are Yammer and the intranet which includes
GO News and GO Video.Goodyear Yammer administrators cannot get access to the analytics they
need to see what engagement posts are receiving.
Strategic Implications
Momentum Strategies has found that Goodyear views communication as an essential part of brand
development among the associates worldwide. Yammer and the intranet, which include GO News and
Video have been chosen to be the most valuable platforms that can be capitalized on.
Findings
The main platforms used are Yammer and the intranet which includes GO News and Video while other
forms of communication discussed were mass emails and newsletters. According to Barkley, non-
wired associates have access to the GO Homepage on kiosks at plants and service locations.
Barkley gave the following Yammer metrics:
736 groups with some being ghost groups (groups that serve no purpose and are not utilized)
14,422 total members as of February 14
259 new members over the past 28 days
No specific demographics by countries or regions
Administrators can see how many people saw a post but not how they engaged with it.
Also according to Barkley, the values in the How Well Work section of the Strategy Roadmap spell out
ICARE with each of the values representing a letter; this could potentially be used as an aspect of the
campaign.
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Interview: Global Talent Department

The following information was gathered from a conference call interview with Amy Alexy, the vice pres-
ident of global talent for Goodyear and Barbara Barkley, the global internal communications manager
for Goodyear. The role of Global Talent is to build the strength of leadership and ensure associates
meet current and future business goals. The purpose of this interview was to gain knowledge on the
functional roles of the associates within Goodyear and how they are communicated with.
Key Takeaways
Associates join Goodyear to work at a global company, however, this task can often be challenging.
The company is open to technologies that give associates the opportunity to work not only globally,
but also horizontally and vertically.
Baby Boomers and Millennials want the same treatments and benefits, but the drivers of these
things may be different.
Yammer is being used regionally and by associates of different generations without issues or hesi-
tations.
Newly hired associates are not given training on internal communications channels.
Both Global Talent and Global Internal Communications create content that is flexible to be tailored
to specific regions and countries.
Global Internal Communications is working to make the GO Homepage better suited for associates
in regions outside of the Americas and Akron.
Momentum Strategies found it important that associates of different ages and regional locations are
using Yammer without issues or hesitation. This shows that associates should not find it difficult using
the platform for the first time, however, the challenge is getting associates to join if they have not yet. It
is also important to remember that associates are looking to connect with other associates global; this
further proves how important Yammer can be to build relationships between associates in different re-
gions. Finally, Global Internal Communications and Global Talent create content that is flexible enough
to work in all of the Goodyear regions. The agency can work to create content that follows this flexible
standard.
Findings
Alexy is responsible for hiring talent and performance management and looks for better avenues to
engage associates with Goodyear.
The following graphic shows the breakdown of hierarchy of positions for wired associates, as
explained by Alexy.
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Associate Demographics
Gender:
Male: 75 percent
Female: 25 percent
Age/Generations:
Baby Boomers, born between 1946-1964: ~25 percent of associates
Generation X, born between 1965-1980: ~42 percent of associates
Generation Y or Millennials, born between 1981-2000: ~31 percent of associates
Generation Z, born after 2000: 0 percent of associates
*These percentages are rounded numbers
Both Global Talent and Global Internal Communications found that people often assume that Baby
Boomers and Millennials are completely different, however, the two generations want the same treat-
ments and benefits, but the driving factors of these things may be different. For example, Global Inter-
nal Communications assumed that Millennials would be very willing and eager to use Yammer, while
Baby Boomers would be most hesitant and against it. However, the team found that all associates
were comfortable with the channel because it was similar to a format they were used to with Face-
book. They also found that some Millennials were hesitant to use Yammer because they felt it may not
be work appropriate.
Working Globally
In terms of strategy with retiring and future associates, Alexy noted that people join Goodyear because
they want to work for a global company. She added that there are often challenges that make it hard
for associates to get that global experience. For this reason, Goodyear works to give associates the
opportunity to work both horizontally and vertically in the company and look for different technologies
to help achieve that.
Regional Communications
Barkley discussed how different internal communications channels are favored throughout the re-
gions. Global Internal Communications found that associates in different regions felt that the GO
Homepage was too focused on the Americas region and more specifically, Akron focused. As a result,
the intranet is not viewed as a critical channel to regions other than the Americas. This has led to the
creation of country-level intranets, because associates feel the GO Homepage does not include infor-
mation tailored to their region. However, Global Internal Communications has capitalized on this and
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has been in the process of creating and launching a new intranet, which is more tailored to the regions
outside of the Americas.
In terms of use regionally, Barkley stated that Yammer is used in all regions. Global Internal Commu-
nications found that globally, associates use Yammer to connect with each other. Associates make
posts in their native language and use the channel to post news from their specific region or country.
New Hires/Training:
Both Barkley and Alexy stated that newly hired associates are not given an integration or training
process on the internal communications channels. In the past, Goodyear held new hire trainings which
introduced associates to channels and how to use them. However, this program has not been used in
a while and was not done on a global level, as Barkley recalls. When associates are hired, they receive
a company laptop and Goodyears IT Department shows associates how to access the GO Homepage.
Barkley noted that Goodyear wants to have channels that do not need formal training; Global Internal
Communications is working towards a more user-friendly program with the new intranet.
Content and Channels:

When discussing the GO Homepage, Barkley emphasized that Global Internal Communications strives
to show the people behind the stories and share global news and content. The team receives
information from regional communicators, which can represent a specific region or country, to create
content for the intranet. Then, the content is written and sent back to the region or country to translate
if needed.
With the new intranet, Barkley discussed how Global Internal Communications wanted to work to-
wards a GO Homepage that was customizable. The team wanted to give associates the ability to lo-
cate elements specific to their region, such as a benefits or human resources, which can vary by coun-
try. However, the team found that this would be difficult because of how many different elements this
would include. They wanted to give associates overarching content and messaging that would work
on a global basis, but still incorporate local sharepoint sites and local information to the region; so at
some point the channel would have to be handed off at country level to be customized.
Interview: Vice President, Corporate Communications

This information was gathered from a group conference call with Ed Markey, vice president of corpo-
rate communications. The purpose of this interview was to gain more perspective of how Goodyear
internal communications is organized.
Key Takeaways
CEO Rich Kramer interacts with associates through quarterly videos and monthly associates lunches.
It is important for messaging to be written in ways all associates can understand.
It is a priority to use Strategy Roadmap values in messaging whenever possible.
Momentum Strategies sees an opportunity to capitalize on Rich Kramers interactions with associ-
ates and potentially increase them whenever possible, preferably with face-to-face communication.
Additionally, it is important to further increase Strategy Roadmap messages and values into everyday
messaging that all associates can understand.
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Findings
As the VP of Corporate Communications, Markey oversees executive communication from the senior
leadership team, particularly the CEO. His main job duties include speech writing, executive leadership
communication and making sure communication from executives cascades effectively throughout the
company.
Markey explained to Momentum Strategies that associates receive messaging and information in a
variety of ways including directly from their managers, through email and face-to-face meetings. Since
there is no one main room in the new building for everyone to meet in, associates use Skype or Webex
to run virtual Townhalls to discuss new and important information. Markey also said that it is import-
ant for Goodyear to write messages with the listener in mind and making sure the message will have
an impact on associates. Additionally, Goodyear tries to make it a priority to use the Strategy Roadmap
in messaging. If we find that we are coming up short in an area thats on the Strategy Roadmap, well
try to tie the messaging to something that they know is a priority and that is relevant to their work and
give them guidance to what our expectations are, Markey said.
When asked to describe what the role of a Leader of Business is, Markey explained that this team is
made up of higher level executives including:
CEO and CFO
General Counsel (oversees the Legal team)
Senior Vice Presidents of Sales and Marketing Excellence
Global Talent
Communication
Business Development
One Strategic Business Unit Leaders for each region.
According to Markey, the CEO gets to interact directly with associates in multiple ways. Every quarter,
he records video business updates which include closed captioning and are translated into different
languages for other regions. The CEO also hosts roundtables each month with groups of 6 to 8 asso-
ciates to have unfiltered conversations about their wants and needs while working at Goodyear. These
associates are selected by cohort, for example, Millennials, interns, engineers and Latin America asso-
ciates.
Interview: Current Associate

This information was gathered from a phone interview with Brenda Reppa, software application archi-
tect and project manager for the North America and Latin America global projects. She also represents
the global manufacture IT department. The purpose of this interview was to gain a deeper understand-
ing of how individual associates feel about the communication throughout the company.
Key Takeaways
From this information, Momentum Strategies can understand how beneficial it is for Brenda to hold
meetings with associates from the Akron location and the regional offices. The meetings are personal-
ized and connect the associates with managers, which is what the associates were looking for, accord-
ing to the 2016 Internal Communications Survey. These meetings range from one-on-one sessions
with immediate managers to larger focused meetings with associates in different regions over Skype.
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Momentum Strategies has determined that the overall challenge for successful communication across
regions is language. It is far more complicated and complex than translating words in that different
words have different meanings in various regions. Additionally, it would help to make sure there is a
representative (who can also act as a translator) at each plant to help mend the communication barrier
between different languages.
Findings
Brenda has been with Goodyear for more than 25 years, including five years at Goodyear Aerospace in
1982 before that department was sold to Loral in 1987. After that, she left Loral to work at a company
in Oberlin, but then returned to interview with Goodyear where she felt is much more personable and
family-oriented.
During the conference call, Brenda pointed out how often her team exchanges information for weekly
discussions and why communicating is important to the success of their team. Meetings are held in
various ways including:
Project meetings that can happen every week or bi-weekly that last about an hour to check on the
status of projects.
Skype calls that contain talking points including action items or issues, which also include people
from Latin America or other international regions.
Mass email about certain tasks
Brenda then disclosed how different levels of the business communicates across all platforms. When
she travels, she usually gives out her business card and tells other associates to contact her directly
if they have a problem in her department. There is usually an on-site representative for a project that
speaks the local language, so if Brenda is not there, that associate can go to the representative who
will then notify her. When a project manager does not know the language, it can pose limitations within
the communication received.
Another way associates are heard is through the Townhall meetings. These are one hour to two hour
meetings with associates where the CEO or director is there to update associates and answer any
questions or concerns they might have. This can be held in an auditorium or over Skype where
associates can type in a question and get it answered. It is usually preferred to send in questions be-
fore the meetings so that the directors can prepare the answers so the meeting is efficient. After this
meeting, a survey on SurveyMonkey is then sent out to participating associates asking if the meeting
went well or if they have any other questions.
As for the Goodyear communication channels, Brenda uses GO the most, as it displays all the infor-
mation she wants to know about Goodyear including current news from the chairman and CEO, stock
prices and updates in regions. Some other tactics that are used to connect with associates include:
One-on-one sessions with immediate manager once a week
Messenger in Outlook 365
GO chat groups
Yammer
Email
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Interview: Former Intern

The information below was compiled from a phone interview with Cody Taylor, global engineer co-op
and electrical co-op at Goodyear. He was also apart of a team called component prep team, which is
located within the Global Engineering function. Thus far Cody has worked at Goodyear for four months
in the fall semester of 2016 and is going back for another term.
Key Takeaways
Momentum Strategies identified that even as an intern, Goodyear does an admirable job in keeping
communication across all platforms as equal as it can. Taylor was a well-informed co-op only being
there for four months, which tells Momentum Strategies the communication efforts across all levels
were commendable.
Momentum Strategies identified that Yammer is not working as efficiently as Goodyear expected it to
according to multiple interviews and a focus group. Although, it is great for networking and connecting
with other associates about their specific positions, it is not the best platform for finding out Goodyear
news due to its functionality.
Findings
The internal communication methods at Goodyear for someone at Codys level was notable because of
how inclusive the atmosphere was. During his four months as a co-op, Cody was treated like a full-time
employee as he got to sit in on quarterly meetings that incorporated CTO presentations that reviewed
financial results. He was also part of the process of new plan start-ups where he would work with other
employees. Here, he would learn what the plans would do for the company and also see a more broad
perspective of the companys goals and missions. Some of the inclusive meetings would include:
Face-to-face communication
Weekly conference calls with the department manager
Quarterly meetings with other regions within the company
The GO Homepage is one of the most useful tools in Codys opinion as it gives him updated informa-
tion about what is going on in and around the company. He also has a Yammer account, but rarely
uses it. Cody believes Yammer is more of a networking opportunity for associates across the company
and helps employees find out about other functions. He also recognizes that if an associate needed
help with something or wanted to reach out to another associate about their position and learn about
different projects, Yammer was a good place for that.
Along with the GO Homepage, Cody valued the emails that kept him up-to-date on key events such as
charity events for United Way or a company 5K. Furthermore, he would usually receive about one or
two emails a day from Goodyear. If he did not stay up-to-date with the emails, co-workers would usu-
ally talk about what was said, so he was informed one way or another. He commented on how Good-
year does a great job in awarding hard-working associates and those who go above what is expected
of them. Overall, one channel does not dominate the other as it depends on what type of communica-
tion is preferred by individual associates.
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Interview: Group Interview with New Hires

The information below was compiled from a group interview with three Goodyear associates that were
hired within the last 60 days: Global IT associate, Mark Kramer, Nicole Arnold of Global Internal Com-
munications and Trushita Patil of the Global Engineering function.
Key Takeaways
Momentum Strategies has identified that face to face communication is essential, especially in the first
steps of becoming a Goodyear associate. Although the new hires value having a mentor walk them
through the basics of their position and the communications channels, the fast paced atmosphere was
described as hard to dive right into.
Momentum Strategies has identified that associates value direction. Whether that be in the form of
face-to-face communication or short video tutorials, new hires want guidance and wish the training
process went more in-depth a bit more than it does. Moving forward, the agency will implement a
tactic that caters to this desire by creating short video tutorials that can be found on the current video
channel the company is using.
Findings
The new hire process at Goodyear was explained to be quick and hands-on. While Patil said that she
appreciated this process and liked that she was given space to navigate through questions and
information on her own, Nicole said that she wished it was a a bit more in depth so she did not feel as if
she was thrown into the job.
Kramer described that he did not mind the process. He said it was a bit overwhelming, but was pleased
that he had a mentor to work him through the bare necessities of the communications channels.
Both Kramer and Patil said that they believe that personal interactions are the most beneficial form
of communication as a new hire and in general. Arnold, however, said that she thinks that Sharepoint
and Yammer are the most effective communication tools as she can connect and share content with
associates all around the globe. When asked about their understanding of the Strategy Roadmap, they
all said they understood the purpose of it, but they are still in the process of implementing it into their
daily work at Goodyear.
Arnold mentioned that she thinks that her role in Global Internal Communications gives her the upper
hand and helps her understand the importance and benefits of each communication channel that
Goodyear uses. All three associates described playing around on the intranet and other channels to
attempt to find and understand information. When asked how they would respond to short videos that
explain certain functions on communications channels, all three associates seemed interested, but
urged that they should be short.
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Interview: Group Interview with Relocated Associates

The information below was compiled from a group interview with four Goodyear associates who have
relocated to Akron from different regions in Goodyear: Eduardo Grevy of Human Resources in Latin
America, Nell Ding of Finance in Latin America, Alen Olieve of Finance in Latin America and Gabriel
Toshio of Supply Chain Finance in Latin America.
Key Takeaways
Momentum Strategies has identified that face-to-face communication is essential when dealing with
the different regions. Additionally, associates in all regions like to be recognized and feel honored when
they are chosen out of the thousands around the world.
This interview has shown Momentum Strategies that in order to ensure associates of a global
company feel connected to the company overall, leaders must be approachable, reachable and active
within the regional development. The agency plans to create an overarching campaign that will
connect associates from all regions and recognize them for their efforts.
Findings
Transferring from other regions to the corporate office in Akron has given these associates two per-
spectives of Goodyear as a global company. All four associates described the hardest component
of working with people from other countries was the language barrier. Grevy said that the announce-
ments in Latin America are portrayed in three languages: Spanish, Portuguese and English. This is just
a small number compared to the thirteen different countries with various different languages that the
Asia Pacific region covers. Ding said that global announcements were sent out in English and region-
al announcements were sent out in English along with the country specific to whatever country was
receiving it. Grevy made it clear that language obviously serves as a barrier for not only communica-
tion, but understanding as a whole, as something in English may not translate perfectly in another
language.
When asked about the various communication channels and how the vary from region to region, the
associates were all aware of GO, Yammer and Skype and said that these three platforms remained the
same. GO resonated with the associates and Ding shared that the overall website was in English but
provided links to information specific to the Asia Pacific region in other languages. Yammer was also
referred to, but not well thought of. Grevy said that he did not use Yammer frequently to post any infor-
mation, but he browses through content that is posted by others. He said that he felt that the informa-
tion shared is almost seen as showing off. Ding said that she too will read through the content posted
by others on Yammer, but does not post often herself. She said that she prefers Skype when interact-
ing one-on-one with other associates because it still gives a personal face-to-face feel. Toshio shared
that he is very active on social media sites but not on Yammer at all. He agreed with Ding and said that
the best way to professionally use social media is to Skype.
The associates were asked if and how they felt connected to Akron when they were located region-
ally. Grevy said that being in HR, he always felt connected. He said that the connection was different
because information was not as readily available and he would have to wait on responses from corpo-
rate. All four associates said that they felt most connected to corporate when people physically came
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to their region for a meeting or visit. Olieve said that he also appreciates live Townhall meetings where
he can ask questions and get an answer directly. That is what Toshio said was the biggest difference in
communication for him, too. He said that he would much rather go up a flight of stairs to ask a ques-
tion than wait hours or even days for a response. All of the associates stated that they feel connected
to the Strategy Roadmap and they understand its purpose in their daily activities. Ding mentioned that
she doesnt see how every part relates to her specific duties, but the leaders cascade the relevant infor-
mation to their associates.
Grevy and Toshio specifically shared valuable information on how regions of Goodyear have imple-
mented awards and recognition. Grevy described a campaign called Imagine that was an impactful
movement that described the visions of the company and how each of the departments were impact-
ful. He also said that groups within the company collaborated together and helped people envision and
reach new objectives.
Goodyear Regions Interviews
Interview: Europe, Middle East and Africa (EMEA) Region

The following information was taken from a conference call interview with two associates who work
within the Europe, Middle East and Africa region. Liz Styles, director of internal communications at
EMEA, works in Brussels, Belgium. Ana Vercko Grilec, director of corporate communications for Cen-
tral Europe, works in multiple areas of communication including public affairs, logistics and corporate
communications. Grilec also works closely with Styles on global projects. The purpose of this interview
was to obtain a better understanding of the current internal communication used within the EMEA
region of the company.
Key Takeaways
Momentum Strategies found the following information from this interview:
EMEA uses similar communication channels to the Americas region
Managers are key in passing down messages to associates
Interpersonal communication plays a big role in the EMEA region
After talking with Styles and Grilec from the EMEA region, Momentum Strategies found that their re-
gion communicates similarly to the Americas region. They believe that Goodyear should leverage the
unique opportunities of each communication channel. The agency found a few key points that could
be acted upon, for example improving the use of GO Video to make it a more well known resource for
associates working in all regions. Additionally, it is crucial to make sure that information being passed
down is interpreted correctly, mending the disconnect from leaders to associates. The EMEA region
tends to rely on managers as the information disseminators so that every associate in their team stays
informed. This strategy could be implemented across every region to maintain order and make sure as-
sociates receive the same information, regardless of what level it is coming from. Finally, Momentum
Strategies understands the language barrier and see an opportunity to close it by making sure informa-
tion is passed down and translated the same so associates are up to date.
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Findings
The EMEA region has similar communications channels as the ones that were shared with Momentum
Strategies from the Goodyear headquarters in Akron. All wired associates have access to the Good-
year intranet, Yammer, GO Video, newsletters and digital signs to receive updated global information.
Styles said the United Kingdom team is relocated in a new office where there are digital signs in every
sub area but other offices have difficulty using them to their best ability because they are not located
in feasible areas. Styles said GO Video is also a useful platform for creative content, but it is one of the
least known resources among associates because videos are not frequently posted. The EMEA region
also relies heavily on Skype, in which they often hold meetings when discussing business across coun-
try lines.
As for Yammer, Styles said it would be beneficial to boost the platform to more associates and help
collaboration and take conversations out of emails. Styles said the benefits of Yammer include the abil-
ity to communicate with other associates across all regions and that it is a different and creative way
to share information. However, associates are not required to have a Yammer account and there are
too many private groups, making the platform less open and interactive.
Styles and Grilec mentioned that interpersonal communication is an important aspect of their daily
work in the EMEA region. For example, keeping leaders and managers in the loop and making sure
information is passed down to associates in a relevant and and understandable manner. Specifically
in the Central Europe area where Grilec is located, working with middle managers is key to make sure
their teams are receiving the appropriate information. Styles said managers receive most of their infor-
mation from one page communication bulletins that are sent to them after large meetings, so it is easy
for the information to be disseminated among associates. While English is spoken in some capacity by
wired associates, there is often a language barrier due to Goodyear being in multiple countries. Ac-
cording to Styles and Grilec, relevant information is translated into local languages and passed down
accordingly to non-wired associates.
Interview: Americas Region

The following information was gathered from a conference call interview with three associates who
work within the North America and Latin America region. Eduardo Arguelles, Latin America Commu-
nication; Laura Duda, vice president for the Americas communication; and Julianna Roberts, internal
communications on the Americas Team at Goodyear. The purpose of this interview was to obtain a
deeper understanding of the current internal communications used in the North American and Latin
American regions of the company.
Key Takeaways
After discussing the North America and Latin America regions with Eduardo, Laura and Julianna,
Momentum Strategies concluded there needs to be more effective communication, face-to-face and
among channels such as the intranet and email, between wired associates, retail associates and man-
ufacturing associates. Furthermore, the agency recognizes the age barrier between young Millennials
and those who have been at Goodyear for 25 plus years. There is a disconnect between the informa-
tion given out, as it is at times not tailored to the correct crowd.
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From the information provided, Momentum Strategies will be focussing on how to better the continu-
ous communication from North America to Latin America and vice versa. Furthermore, we will make
sure that all job functions and information is provided accordingly to each associate.
Findings
In this interview, Momentum Strategies was able to take a better look at internal communication in
North America and Latin America. During the conference call, Momentum Strategies learned of the
three segments that Goodyear associates fall under. Those include:
Associates in offices
Wired associates
Retail Associates
Ensuring the same communication and translation across all levels and regions of the company and
different sectors is vital in establishing and implementing the Goodyear strategy. The internal commu-
nications team has merged the North America and Latin America regions as they are trying to focus on
the overall strategy and communication for both regions. Since December of 2015, North America and
Latin America have combined financially to better serve the entire Americas region. The merge was
also implemented to make better use of resources that would help make and sell more tires. Some of
the things they also want to improve on include:
Learning the right translation and meanings of different words
Sharing more information back and forth
To educate each region about the other
Make sure the strategy for Americas is communicated in Latin America
Interview: Asia Pacific Region

The following information was taken from the conference call interview with two associates who work
for Goodyear in global positions. The purpose of this interview was to gain a better understanding of
the current global communication that takes place throughout the company and what channels or
ways of communicating are used or under utilized. James Peate is the Director of Global Functions
Communications; Troy Scully is the communications director for Global Operations and Technology
and formerly served as the corporate communications leader for the Asia Pacific region of Goodyear.
Key Findings
There are implementations put in place for the headquarters in Akron to directly reach the Asia Pacific
region, but there are no means of two-way communication on a face-to-face level. Communication
between the executive level and leadership seems to be extremely strong and effective. The messages
are understood and passed down to management. There is then an obvious challenge when man-
agement tries to communicate and have the message resonate with employees as they face not only
language barriers, but a situation highly mirroring the game of telephone. While this is to be expected
due to geographical factors, online presence is now heavily focused upon.
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From the information above, Momentum Strategies has concluded that one solid campaign needs to
be administered through the few chosen channels. A strong and tailored initiative must be implement-
ed to ensure that messages are being received and resonating with all associates of Goodyear, world-
wide.
Findings
Scully seconds Peates comment about the falling out of communication after leadership shares the
information with management. He says that if the message does make its way down through the com-
pany, individuals do not see the connection with how they are contributing to the big picture. Scully
says that online usage through programs such as Office 365, GO Video and Yammer have started to
make a difference but have not solved the problem. He says that regardless of the platform, one strong
campaign can be
According to Peate, from a face-to-face perspective, a series of Townhall meetings are held via Skype
and have a varying participation level. They are good for one way communication, but not two-way
dialogue. The time factors as a barrier for participation as well. Peate explains that even when senior
management holds meetings that are obviously on a smaller scale than Townhalls, it is often hard to
expect that information to be cascaded down in the correct fashion. Communication is strong from
executive level leadership and then seems to dissipate from there.
Scully said that the company could truly benefit from a plan implemented to help break down the
language and cultural barriers that the different regions face. In Asia specifically, there are operations
in 13 countries and distributors in another five or six. Of those, there are 10 different languages. The
broad majority of people working in head office locations do speak some sort of English, as it is the
popular business language, but regardless, there is still a large number of people within those manage-
ment positions that do not speak English at all. He says that they may be connected, but they may not
have language capabilities to translate the message and take away the key information necessary for
the message to succeed.
When asked how the Asia Pacific region feels towards the Goodyear intranet, Scully said that previ-
ously, it has been stated to be heavily focused on North American and corporate style. There was very
little AP content unless something . Because of this, over the years, countries within this region have
created their own intranets, some are used religiously and others are not as developed. As most of the
leadership level communication is done so in English, management conveys the message in the local
language. He wonders what better management can be implemented to ensure that messages from
country keep their value and importance to each and every member within the country.
Communication via the internet and other various tools online are essential because they are the only
way to create an effective two-way form of communication that ensures that the message is reach-
ing and resonating with the varying levels of employees internationally. Currently, effective two-ways
communication is not taking place and messages are not resonating with the same importance to all
employees. Although there is communication often between Akron and AP, an efficient way of maxi-
mizing understanding has yet to be found.
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Peate thinks that content strategy is where the strength of the message ultimately lies. He says that
focusing on a minimal number of campaigns that maximize in quality and have tailored content will
be the best way to communicate to these regions regardless of the channel. He says that there then
needs to be a holistic approach taken through content customization, possibly a more practical trans-
lation strategy, to ensure the wide spread of the information and its importance.
External Resources Interviews
Interview: Internal Communications Professionals

Information below was gathered from a presentation and Q&A session with Sean Williams and Pat
Burnham. Sean Williams is the founder of Communications AMMO, while Pat Burnham is the strategic
marketing and communications lead for Marcus Thomas. The two professionals spoke about their
past experience in internal communications.
Key Takeaways
Importance of connecting with all employees, wired or non-wired
Creating trustworthy relationships with customers result in success
Find what is meaningful to your employees and use it
Momentum Strategies will create recommendations for Goodyear on how the company can best
communicate with its employees and why it is important to create a meaningful connection with
associates.
Findings
What is a communication audit and how can it help internal communications?
Sean and Pat both discussed the differences between wired and non-wired employees. They said it
was beneficial for all employees to have a relationship with the human resources department of the
company and even though those non-wired employees may not always have access to computers,
they should still have access to all information if needed. Additionally, messages need to be written in a
way for everyone to understand, not just those in communications.
Sean and Pat discussed, from personal experience, how having a relationship with your employees is
important. They mentioned that there is a need to connect with them and make sure they feel wanted
and important within the company. Leaders should pride employees in their work and help them with
what they struggle on. A way to create these relationships is finding out what motivates employees
and what they care about.
Sean and Pat also briefly discussed how you should engage with your employees. For example, deliv-
ering content to your employees that is meaningful and authentic will create a better relationship and
motivate them to do their best at work. Pat spoke about how videos can be a very powerful form of
communication for employees. Communicating and showing the employees why their job is so import-
ant creates a more positive and successful work environment.
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Interview: 7-Eleven Communications

Information below was gathered from a phone interview with Walter Cook, business consultant for
7-Eleven focusing on operations. Cook works with 10 different 7-Eleven stores and likes to think of
himself as the business liaison between the current company 7-Eleven corporate and individual fran-
chise owners. Cook advises on all capacities in the operation from accounting to merchandising.
7-Eleven was voted number one franchised organization in 2016 and has more global locations than
McDonalds worldwide. The purpose of interviewing Cook was to learn more about the communication
style of another large company.
Key Takeaways
7-Eleven uses many ways to connect with its employees including retreats, video calls, newsletters and
email. Cook believes the retreat in Las Vegas every year is the most effective because he likes the face-
to-face communication he gets to meet with franchisees and top-level executives.
From this information Momentum Strategies can take into consideration different ways 7-Eleven com-
municates with its locations and determine if those could potentially be used within Goodyear.
Findings
Some ways 7-Eleven communicates include:
Retreats: 7-Eleven hosts retreats where the company reveals concepts and ideas for the upcoming
year. They invite managers and workers from all locations to Las Vegas for four days to talk about the
new year. Cook called this similar to a trade show for 7-Eleven where rooms are filled with new prod-
ucts. They also set time to talk about rewards programs where they set up tables so the employees
and managers can get hands-on access to learn how to use these programs. Lastly, they have what
is called digital assembly where the CEO speaks to everyone about past, present and future and what
his vision for the company is. This event usually hosts an estimated 8,000 employees. The company
does this early in the year so it can implement its ideas and concepts for its busiest season, which
is summertime. Cook call this 7-Elevens Christmas Season because the majority of profit occurs
during this time of the year.
Video Calls: 7-Eleven has video conferencing with all the key departments twice a month. Cook, an
expert in the field, does not like these video conference calls because he believes they sometimes
repeat information and its not always relevant to what he needs to know. After the global conference
call there is a zone call which contains more valuable information to Cooks specific zone.
Newsletters: Newsletters are sent every Monday and Friday. One of these newsletters contains gen-
eral information as in new products and deadlines while the other newsletter contains competitor
information and ideas to improve 7-Eleven sales. Cook believes the newsletters are effective because
they are a helpful reminder for any upcoming meetings with his franchisees.
GroupMe: 7-Eleven uses the texting app GroupMe in its marketing team. Cook likes GroupMe and he
thinks it works really well. This platform is beneficial for work environments because it is an easy way
to manage communication among departments.
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Emails: Cook said he receives around 30 emails a day. About 80 percent of the emails he receives are
directed personally to him. He also said that he does read every single one of them because many are
to help the company and not just aimless information; receiving undirected emails can greatly impact
productivity. GroupMe is a platform for direct communication with purposed messages and
meaningful conversation.
Focus Group with Goodyear Associates
Research Objectives
Momentum Strategies conducted a focus group with seven wired, salaried Goodyear associates from
a range of levels, departments and ages. The participants are as follows:
Jay Monk, Senior Technical Specialist, Global Product Performance
Vinita Kapoor, Pricing Administrator, North America Consumer Pricing Strategy
Rachel Barnette, Category Analyst, North America Commercial Tires
Gen Adkins, Manager, International Tax, Corporate Finance
Andrew Lau, Category Analyst, North America Consumer Performance
Chloe Russell, Senior Analyst, Corporate IT
Jim Forsythe, Architect, Global Operations & Technology IT
The goal of the focus group was to understand:

The awareness levels associates have of communication channels used by Goodyear
How associates utilize Goodyears global internal communications channels
What they think is effective and ineffective about each
What they think can be improved with communication channels in the future
Key Takeaways
Momentum Strategies discovered the following from the focus group:
The Goodyear intranet is the best place to find updated information, although new hires should be
trained on this platform so they have a better understanding of how to use it.
Associates felt that personalized communication related to their specific job would help them focus
more attention to corporate updates.
Associates enjoy hearing directly from executive leadership about global updates, but they have not
participated in any recent meetings to share their perspective.
Momentum Strategies discovered many opportunities to improve global internal communications
through this focus group with the seven wired Goodyear associates. First, Goodyear can improve the
usability of its intranet by training new hires how to use it, considering the focus group participants
said there is a learning curve to fully understanding it. Secondly, Momentum Strategies sees an op-
portunity to assist Goodyear in improving global communication for its associates wherein executive
leadership is more involved in face to face communication. Focus group participants stated that some-
times information gets miscommunicated from leadership to associates. Finally, the agency found
that associates would be happy with more personalized communication that is more related to their
specific jobs to break through the clutter of other messages. As Momentum Strategies found in sec-
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ondary research, the 2016 Internal Communication Survey results had similar conclusions with per-
sonalized communication. Of the 823 associates who responded to a question, 68 respondents said
they want more personalized communication. Goodyear is currently redesigning its intranet to incorpo-
rate more personalized communication, but associates are looking for personalization in other forms
of communication, not just through the intranet.
Findings
Momentum Strategies found that the seven wired associates are aware of the the main communi-
cation channels Goodyear currently uses, but are unable to fully engage with some of the platforms
because of the limitations they possess like ease of navigation and usability. These channels include:
the Goodyear Online homepage (the intranet), mass emails, Yammer, digital signs, and face-to-face
communication. Associates emphasized how important face-to-face communication was for them.
Goodyear Online Homepage

When asked where the first place associates look for new information, all seven associates said the
Goodyear Online homepage. This was the best place to visit to see stories from other regions and
stock prices, as well as finding the breakdown of functions. All participants felt like they understood
what was going on within the company through different channels including their bosses, discussions
with coworkers, the weekly GO newsletter and Yammer. One participant said if he couldnt find it on-
line, he would go through a network of people, referring to other associates through word of mouth.
Yammer
Six participants said they frequently use Yammer to check what other regions are accomplishing that
may not be featured on GO News. Those same participants agreed that using Yammer created a more
personal connection with other associates and incorporated a deeper sense of company culture. One
participant said he did not use Yammer because he felt it was too social for the workplace and it
seemed to similar to how people use Facebook.
Improving Global Internal Communications

Participants saw many opportunities to improve global internal communications within Goodyear
including:
Having mandatory training on different channels for new hires so they know where to find updated
information.
Creating a short video series to explain the main parts of the intranet to make it easy for new hires
to understand.
Two participants said it can take up to a week to fully understand the intranet when first starting
at the company and still have difficulty finding some parts on the intranet. Three participants added
they never use the search bar tool in the intranet because it turns up cluttered results.
A few associates brought up the option to personalize the communication they receive from corpo-
rate. For example, one participant said she enjoys receiving notifications through her Apple Watch and
thinks it would be beneficial if Goodyear had a similar system. She also said if I could choose what
information came to me, I would care more about it. Associates agreed and said that they often get
annoyed with receiving multiple notifications for things that are not directly related to their jobs. Anoth-
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Focus Group
TO: Goodyear Associates

FROM: Momentum Strategies
DATE: 2/17/2017
RE: Focus Group One with Goodyear Associates
Audience: Associates of various ages and positions in Corporate/Functions

Will last approximately one hour (60 minutes) with no breaks.
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RESEARCH OBJECTIVES:
This research is designed to understand effective communication with Goodyear associates by explor-
ing:
Awareness levels associates have of communication channels used by Goodyear
Effective communication with Goodyear associates, both in the workplace and personally
Ineffective communication with Goodyear associates, both in the workplace and personally
An understanding of associates pride and connection to Goodyear
I.
Introduction and Welcome
10 Minutes
Welcome, thanks for coming

Introduce self and group:
o Explain Campaigns to associates and that we appreciate them for being there
o Most important people in the world: only want to hear from you
We truly care about the responses that you have
We appreciate your differences! Because you are all different ages and hold different positions, you all
may answer these questions differently. Please dont hold in answers even if they are different from
other participants.
o Ethical disclosures
- Used only for research purposes in Campaigns project
- Other members sitting in an taking notes
- Hear from everyone, no wrong answers
o Make it a discussion
Respondents introduce themselves
o Name, what position you hold within the company, how long youve been with the company and
why you like working for Goodyear.
[NOTE TO RESEARCH TEAM: BE SURE TO RECORD PARTICIPANT INFORMATION FOR USE DURING
DEBRIEF AND PRESENTATION]
II.
Communications Overview
5 Minutes
ACTIVITY Great! To get us started, we want you to answer this question. If you were to look for the
newest information about whats going on within Goodyear, where is the first place you would look?
Have participants tell first channel that comes to mind and why
Do you feel like you understand what is going on throughout the company? Why or why not?
If you feel out of the loop, what do you do?
Who do you go to with questions? If you have questions or concerns, do you feel like they are attended
to? Why or why not?
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III.
Communications Knowledge
20 Minutes
Great! We are going to start writing down all of the ways you receive communication from Goodyear.
* Flip paper over for this next part
Have associates write down the channels they know

Lets discuss the answer!
Discuss
So you all are aware, there are a couple ways that Goodyear communicates to employees. This in-
cludes GO News, the Goodyear Intranet, Goodyear mass emails, GO video, digital signage, Yammer,
and face-to-face communications in meetings. Though these channels are used to the majority of
associates, you may have other forms of communication in your own department.
Ask them to include those channels, if there are any extras used specifically in their department.
Now, we want you rate these forms of communications. On these forms, write a number from 1-5, with
one meaning the platform is not informative or useful and five being very informative and used often.
Also fill out the other side based on how much you like the platform also 1-5.
We want to know, how do you like to receive information? For example, I personally like to receive
straightforward newsletters once a week with whats happening at my job. You can give an answer of a
platform that Goodyear does not currently use.
Discuss
What is your favorite way to interact with other associates?

If there was a way you could change the way you are communicated with at Goodyear, what would you
change?
Discuss
Is there anything else that Goodyear could do to make the company feel more connected as a global
company?
IV.
Yammer Perceptions
10 Minutes
With a show of hands, how many of you are on Yammer?

What do you currently know about Yammer?
For those of you on Yammer, what do you like most about the social platform? And like least about it?
Who are you communicating with on Yammer?
Do you ever comment on associatess posts from other regions?
Does this platform make Goodyear feel more like a global company to you?
What is a way you wish you could connect with someone on Yammer that you cant do right now?
Are you a part of any groups on the site? What do you you find beneficial about these groups?
Weve heard it is very exciting when the CEO comments on posts on Yammer, what else do you hope to
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achieve by using Yammer?

For those of you not on Yammer, what are your reasons for not joining?
After hearing the reasons some people use the social platform, have your opinions changed about pos-
sibly signing up for account? Why or why not?
Interview Questions
Do you feel like you understand what is going on throughout the company? Why or why not?
Who do you go to for questions and concerns?
Are you aware of Goodyears social channels including GO News, the Goodyear Intranet, GO Video
and Yammer?
Do you have a Yammer account?
How do you like to receive information?
How do you like to interact with other associates?
Do you feel like you know what is going on in other regions?
ICARE CAMPAIGN 70

Momentum Strategies Final Casebook

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ICARECAMPAIGN

DANIE MINOR BAILEY PURPURA MOMENTUM STRATEGIES

KATE SCHWANKE MIRANDA ZOLOTY

SITUATION ANALYSIS ................................................................................................... 4

Goal Statement ................................................................................................................................7

CAMPAIGN PLAN ................................................................................................................ 8

Audiences .............................................................................................................................. .............9

Key Messages .................................................................................................................................. 9

Campaign Map ................................................................................................................................22

COMMUNICATIONS ELEMENTS ............................................................................27

Momentum Strategies created an 18-month campaign to assist Goodyear in improving multiple

Momentum Strategies sees an opportunity to increase associate engagement in the workplace on

OBJECTIVES, STRATEGIES & EVALUATIONS

Months One - Nine

Planning Event Post Award Evaluation

Planning Event Post Award Evaluation

Global Townhall ICARE launch

Agency will send a survey immediately

Global Townhall Costs Total $23,000.00

Ambassador program fsdds

Personalized ambassador name tags,

Catered brunch, drinks, plates, napkins,

Certificate of completion for ambassador

Ambassador program Costs Total $17,520.00

Ambassador program (regional) fsdds

Personalized ambassador name tags,

Confidential Proprietary Page 1

Repeat until the end.

Spoken- This is the ICARE cam- Either photos or b-roll of Goodyear

Communication Element Two: Humans of Goodyear

Communication Objective: To increase the number of engaged users on Yammer by 15 percent by

WHY DO YOU CARE ABOUT GOODYEAR?

Communication Element Three: Digital Signs

SHOW YOUR FELLOW ASSOCIATES YOU

Communication Element Four: ICARE Goodyear Online (GO) Tab

ABOUT THE AWARD

ABOUT THE WINNERS

Communication Element Five: Mock Yammer Post

SECONDARY RESEARCH EXECUTIVE SUMMARY

Internal Communication Industry Scan

The 2016 Internal Communication Survey completed by Davis & Co.

Goodyear Online News

The following reviews of Goodyear were written on CareerBliss by an anonymous associate of

Primary Research Interviews

Interview: Global Talent Department

Content and Channels:

Interview: Vice President, Corporate Communications

Interview: Current Associate

Interview: Former Intern

Interview: Group Interview with New Hires

Interview: Group Interview with Relocated Associates

Goodyear Regions Interviews

Interview: Europe, Middle East and Africa (EMEA) Region

Interview: Americas Region

Interview: Asia Pacific Region

External Resources Interviews

Interview: Internal Communications Professionals

Interview: 7-Eleven Communications

Focus Group with Goodyear Associates

The goal of the focus group was to understand:

Goodyear Online Homepage

Improving Global Internal Communications

TO: Goodyear Associates

Audience: Associates of various ages and positions in Corporate/Functions