JDBioMerieux’s Brand and Communications Portfolio for Strategic Impact

Optimizing the bioMérieux Brand & Communications Portfolio for Strategic Impact

A methodology for building enterprise systems and processes to track and measure global performance

Jesse Hastings -- 24/9/25

Agenda

Establishing Baseline

Data Collection & Aligning Priorities

Identifying KPIs

Systems & Tracking

Strategic Planning & Early Targets

Establish a Baseline

What are our main goals and objectives? Where we are now? What has already been done? We need a detailed understanding (with documentation) of what has worked, and what was less impactfulSetting this starting point will allow us chart a positive trajectory for future communications and will facilitate performance management

Collect All Current Impact Data

Inventory

Planning & Metrics

Analysis

Analyze all current audiences (demographics, interests, engagement) and review editorial/comms calendars and products, including frequency of dissemination for each product as well as current impact analysis

Create a list all of the physical and intellectual assets that serve to drive the company’s communications and branding initiatives

Evaluate ALL communications mechanisms/channels, and assess current success metrics for each

Align Communications Goals with Company Priorities

Communication

Collaboration

Consistency

Identify Key Stakeholders: Internal, External, Competition, and Opportunities for Growth

External

Internal

• A global company operating in 45 countries and serving more than 160 benefits by selecting mechanisms to communicate with each key/target audience and amplify those comms that resonate

• Define appropriate audiences through tailored messaging. A one-size-fits-all message is ineffective due to the wide range of interests among biotech stakeholders.
• Identify opportunities to expand audience through surveys and segmentation

Competitors

Opportunities

Leverage the 'SMART' Model to Establish Key Performance Indicators (KPIs)

• Apply SMART criteria to KPIs to create a foundation for positive performance and pave the way for value-add communications (ROI)
• Develop a KPI system that tracks metrics for each brand and communications function/role/initiative

• Set specific metrics for KPIs: Establish measurable KPIs that directly and positively contribute to brand/comms objectives

• KPI examples: media coverage, scientific reputation (credibility), thought leadership, stakeholder/client trust, audience engagement

Integrate KPIs into Daily Ops for Sustaining and Expanding Audiences (and Track Metrics)

KPI Example: Raise Awareness of Thought Leadership and Company Expertise

Systematize communications outputs for regular, scheduled engagement opportunities (e.g., external digital newsletters that highlight company success stories, internal newsletters to keep staff well informed). Frequency - Quarterly? Monthly?

Use branded digital 'alerts' nimbly to introduce new products, and re-purpose for dissemination on other digital media channels, including internal

Create and promote events that draw industry experts and showcase bioMérieux's innovative thought leadership

Set realistic but aspirational goals/metrics to increase subscribership and engagement broadly (web traffic, LinkedIn metrics (reposts with comments, follower count), mailing open/click rates

KPIs (continued)

KPI Example: Engagement and Investor/Client Sentiment and Relations

• Net Promoter Scores from the last 5 years are good indicators of customer experience (CX). bioMérieux's score increased from 47 (2023) to 60 (2024), a fantastic result!
• Google Analytics for website, particularly with respect to traffic rates over the past two years, page views, demographic content, and content preferences
• Social Media Analytics (Twitter/X, Facebook, Instagram, Digital Mailings, LinkedIn)
• Testimonials can be both anecdotal and more formal, including "side meetings" or "breakout sessions" at conferences or promos, or through surveys

Systematize Brand & Communications Performance Management

Regular Reviews

Employee Development

Rewards and Recognition

Plan for employee development, using performance insights to create personalized development plans and support employees as they navigate the new system

Conduct regular reviews using structured performance reviews as an opportunity to reflect, provide comprehensive feedback

Focus on rewards and recognition, and implement systems for recognizing and rewarding employees when their work contributes to business success

Implement & Monitor the System

Provide ongoing training for managers and employees to build system proficiency, support goal-setting, and enhance feedback practices

Continuously monitor progress, collect data on performance, and use these insights to identify trends, make informed decisions, and address performance gaps

Leverage software (e.g., Tableau for data visualization) and electronic tools to streamline processes, increase operational efficiency, and facilitate data-driven decision-making

Make the System Agile & Adjustable

• Ensure the system and processes can be easily updated to respond to changing business priorities and new or emerging market conditions
• Foster a culture of continuous improvement and create an ongoing cycle of improvement for both individual employees and the organization as a whole
• Incorporate a system to address real (or perceived) company deficiencies within Brand & Communications through regular internal and external surveys

Targets: First 90 Days

Collaborative approach with input and team feedback leading to three actions in first 90 days:

1. Portfolio mapping and baseline performance review
2. Identify strategic priorities and objectives with leadership input
3. Establish first set of KPIs and conceptualize (if not launch) pilot dashboard

Longer-term goals: A communications portfolio that is focused (on high-impact work/ROI), measurable (clear value articulation), aligned (global + local, internal + external), and adaptive (scaleable, ready to pivot).

Change Management through Leadership

New initiatives (and new business models) come with risks, often including resistance.

• Senior Brand and Comms Leadership should be on board, positive, and willing to collaborate
• Make use of "champions," advocates who will enthusiastically support tactical decisions
• Use small groups to form intimate connections and build employee confidence in the initiative(s) and leadership

Thank you!

Questions and Discussion

jesse1066@gmail.com

Direct communication on company goals and initiatives is best achieved through internal collaboration Answer the question: 'What's in it for us?'

• Assess competition's communications vulnerabilities; differentiate bioMérieux's thought leadership and expertise from competitors
• Amplify these distinctions in messaging, particulary with thought leadership products

Internal communications align employees with bioMérieux's goals, foster a positive and engaged culture, boost productivity and innovation, and improve overall morale, performance, and profitability.

• Determine current audience size and demographics for each external channel (social, digital/web, events, blogs, white papers, traditional media, academic articles)
• Identify most successful communications channels, but stay abreast of emerging comms technologies and tools (including AI) that could amplify impact

Both internal and external communications must convey the appropriate (and branded) messaging that amplify company goals/objectives and priorities. This requires editorial consistency.

• Identify any potential missed opportunities or gaps in communicating with key audiences

• Are we struggling to connect with certain clients or groups? Why?

Our team needs to communicate and be aligned with senior bioMérieux leadership to facilitate strategic adjustments as objectives changePre-roll-out, it will be critical to communicate with all comms teams, especially Internal Comms