| Case history | William Hill PLc |
| Project |  To devise and implement a three year comms programme to launch EPoS - the rationale, implications and roll out plan. The organisation's biggest change programme ever - effecting 1,600 licensed betting offices and 11,500 people (2004-2006)
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| IC8 approach | Conducted organisation’s first ever employee attitude study Working cooperatively with the Retail Management Team, use research to create a comms plan that:  Design and creation of an Internal Brand and logo device applied to all communication activities |
| Key Outputs |  Mass audience research to benchmark attitudes and perception Extended focus groups that probed the underlying stories and tested the communication options Design and production of a video launch programme that was mailed to 11,500 employees Design and production of a managers launch toolkit that included feedback mechanism etc for each District Manager to use with his people Design & implementation of a programme to develop customer service standards |
| Further activities |  A nationwide series of roadshow events to communicate & launch EPoS system and associated changes The design and production of a tool kit (including video) aimed at all staff to cascade the roadshow information The communication of the new customer service standards |
| Client Reaction | “ Intercommunic8‘s key strengths have been their willingness to challenge our thinking, understand our business and its culture and develop professional, but pragmatic, processes and messages to support what is undoubtedly the most challenging period of change in the history of William Hill.” David Russell Group Director, Human Resources |
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