19. “Stakeholder interests, risks, and
opportunities are deeply integrated in
every business decision that we take.
Every single project or investment
decision comes with reflections, risk
maps, and mitigation actions around the
particular topic that we’re discussing.”
- Helge Lund, CEO
19
20. “We missed the issue of obesity and
the value of healthy and nutritional
food. We were behind, while Nestlé was
riding that wave. Not being in tune with
society, with the benefit of hindsight,
can cost you dearly.”
- Paul Polman, CEO
20
24. Business
Rationale
Intelligence &
Strategy
Management
&
Accountability
Activation
50%
Say that they Definitely know the business rationale for reputation
management, which stakeholders influence the business, what specific
business outcome they want from each, and how their company vision is
relevant to them.
32%
Say that they Definitely have ongoing perception tracking with key
stakeholders and they understand what stakeholders expect from them
and have translated that into a strong corporate narrative that is used to
tell the enterprise story and be relevant to key stakeholders
26%
Say that they Definitely are making the reputation strategy come to life
for teams and functions through tools and training so that each one
can use the intelligence to develop their stakeholder action plans.
38%
Say that they Definitely are activating their corporate narrative across
all these touch points and they are enabling stakeholders to
participate in the story telling.
Source: Reputation Institute, Reputation Leaders Study, 2013
24
26. #1
#2
We are not leveraging the
knowledge we have to be relevant to
each stakeholder (45%)
#3
26
We don’t have a structured
process for implementing reputation
management into our business
planning (57%)
Internal silos prevent crossfunctional collaboration (34%)
27. 5%
Comparison with
financial metrics
(Telefonica)
● Reputation and
other Customer
Metrics compared
with a range of
Financial
Indicators
4%
● Reputation of
Telefonica +
Primary
Competitor was
found to be
responsible for
17% of ARPU,
29% of churn and
11% of Financial
Metrics Average
globally
27
30. “…everything
we
do
affects
our
reputa*on,
and
our
reputa*on
affects
everything
we
do
–
this
is
why
we
need
to
manage
and
protect
it.”
-‐
Dennis
Jönsson,
President
and
CEO,
Tetra
Pak
Group
30
34. Latin American Countries
Rank
1
2
3
4
5
6
7
8
9
10
Country
Brazil
Peru
Puerto
Rico
Chile
Argen*na
Mexico
Hai*
Venezuela
Bolivia
Colombia
Country
RepTrak®
Pulse
2013
57.81
54.86
47.41
51.01
50.17
47.02
45.84
45.50
43.73
37.75
Latin American Cities
Rank
1
2
3
4
5
6
7
8
9
10
11
12
13
City
RepTrak®
Pulse
2013
City
Montevideo
61.77
Cancun
59.40
San*ago
58.65
Rio
de
Janeiro
57.55
Buenos
Aires
57.52
Lima
56.63
San
Juan
56.36
Sao
Paulo
55.77
Santo
Domingo
54.05
Port-‐au-‐Prince
53.3
Bogota
50.20
Caracas
48.97
Mexico
City
47.17
34
38. 8,5
IMPROVE
PERCEPTION
MAINTAIN
PERCEPTION
High importance and Lower
Ratings for Colombia
High importance and
strong ratings for
Friendly & Welcoming Colombia
Safe Environment
7,5
Lifestyle
Enjoyable
Effective Government
Global (G8)
Attribute Importance
Contribution to Global
Community
Policies
Operational Efficiency
6,5
Physical Beauty
Quality Products & Services
Business Environment
Culture
5,5
Workforce
Brands and Innovation
4,5
Education
Technology
OPPORTUNITY
ATTRIBUTES
LESS IMPORTANT
ATTRIBUTES
3,5
29,0
Strong ratings of
Colombia but of less
importance
Less importance and
lower ratings for Colombia
31,0
33,0
35,0
37,0
39,0
41,0
43,0
45,0
47,0
49,0
51,0
53,0
55,0
57,0
59,0
61,0
63,0
65,0
Global (G8)
Attribute Score
n = 639
38
