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Tesco, a retail technology leader, caters to 11 countries in Central and Western Europe.
The MISSION 23' strategy strives to build the next generation of business services by nurturing a digital-first culture of innovation through mentorships, industry events, and virtual community activities.
Tesco
BRAND COMMUNICATIONS, CSR
CLIENT + TEAM
Tesco
Nimmi Sebastian (Head, Corporate Brand + CSR)
Aditi Naval (Manager, Corporate Brand)
Tescos's Mission 23' strategy includes mentorships, technical training programs, digital campaigns, corporate videos, global partner gatherings, industry events, virtual community building activities and more.
By building a robust communication bridge between leadership and the wide network of teams, we increased employee engagement by 200% across all internal channels.
CONSIDERATIONS
Tesco's brand recognition amongst customers is cemented through its proportional use of the brand colours cadmium red, white and navy blue, and a visual asset collection that is primarily photographic.
15%
35%
50%
AGILE DESIGN
To represent Tesco as the place to be for tech professionals, I proposed visually differentiating the communications for employees from standard customer-oriented guidelines. In researching imagery on tech news sites, blogs and twitter pages, I circulated non-photographic and illustrative moodboards to (1) gauge image style preferences, and (2) overcome the unavailability of employee photographs due to remote environments.
In doing so, we employed a fluid colour scheme that drew from the original three brand colours, and became more agile and swift in cross-channel delivery.
VIRTUAL ACTIVITIES, TRAINING PROGRAMS, UPDATES, NEW INITIATIVES
Through emailers, animations, static image posts, illustrated newsletters and videos, colleagues were engaging not only in a culture of innovation, but amidst remote work, meeting each other for the first time in virtual spaces designed to nurture foresight and transformation.
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