Rogers 2014 Annual Report Download - page 18

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To use a musical metaphor, Rogers is like an orchestra
that has a great horn section, an excellent wind section
and really good percussionists, but to date we haven’t
consistently played together like an outstanding
orchestra should. While individually each section can
play fine music, it’s only after we better synchronize the
parts that we’ll create a great symphony. This is what we
are now focused on doing at Rogers.
Increased cross-functional coordination and an
organizational structure created around customer
type will help us make the most of our assets and
deliver better services to our customers. For example,
better integration of our Media assets with our core
Wireless and Cable communications assets can provide
better customer value and drive higher loyalty, better
customer experience and stronger growth.
Going to market as One Rogers also means rethinking
and refining how we manage our brands and
communicate with our customers. To accelerate our
progress on this front, we have consolidated all the
various branding and marketing communications
functions from across the company into a single
brand unit reporting to the CEO. We appointed Dale
Hooper to the position of Chief Brand Ocer. This
new brand team manages all the brands, customer
communications and corporate social responsibility
initiatives across Rogers.
Brand management will become a core competency at
Rogers as the company moves forward because brands
are essential for clearly communicating the type of
experience consumers expect.
Hand in hand with clearly dierentiated brands is
executing well in the market. We have the right assets
but we need to execute as one team delivering one
plan. Increasing collaboration across the company and
improving agility is core to our strategy so we will be
making a number of changes to our workplace to help
facilitate this collaboration. At the same time, we have
created one go to market team to ensure we eectively
deliver key commercial propositions to our customers.
This involves cross-functional project work from all
parts of the business. We have also begun refreshing
our advertising to reinforce the concept of One Rogers
through campaigns representing our company as an
entity rather than simply a collection of products.
The phrase “One Rogers” describes our plan to use all
Rogers’ employee, network, content and brand assets
to work together; as a powerful single force, we will
increase agility, velocity and customer loyalty.
When we harness and coordinate the talents of our employees across the
various facets and functions of the company, and combine these with our
wireless and broadband networks, powerful brands and leading media
assets, we can deliver an unbeatable combination for our customers.
“ONE ROGERS” IS AN INTERNAL RALLYING PHRASE THAT REMINDS US
THAT THE VALUE OF ROGERS AS A WHOLE IS FAR GREATER THAN
THE SUM OF ITS PARTS.
OUR CORE PILLARS GO TO MARKET AS ONE ROGERS
14 ROGERS COMMUNICATIONS INC. 2014 ANNUAL REPORT