As the communication function at organisations becomes more advanced it draws ever closer to a point that is key for its performance: strategy, i.e. the ability to bring strategic value to an organisation by joining together business-related objectives and results with those related directly to communication itself.
Over 2200 specialists from 42 countries clearly understand that reinforcing the communication function means taking on a strategic role at organisations once and for all, especially in regard to the CEO as a company’s top executive. These figures are taken from the 2012 edition of the annual survey conducted by the European Association of Communication Directors, EUPRERA (European Public Relations Education & Research Association and the European magazine Communication Director, with the sponsorship of international PR agency Ketchum-Pleon.
This document has been prepared by Corporate Excellence – Centre for Reputation Leadership. It has cited, from among other sources, speeches by Sebastián Cebrián, General Manager of Dircom, Alfonso González Herrero, Head of External Communications at IBM, Ángeles Moreno, tenured lecturer at the Dept. of Communication of the Rey Juan Carlos University , and Tony Noel, President of Ketchum-Pleon in Spain, delivered at the presentation of the study European Communication Monitor 2012, organised by Dircom and Ketchum-Pleon in 2012.
Loss of trust in institutions and business as well as their leaders is a fact of the new reality. That’s why, in an attempt to meet the challenge of the ethical revolution,
companies are anxious to review their management and communication strategies towards improved attitudes and behaviours
Due to the current instability in the business world, organizations should be able to anticipate changes and have coherent responses at hand to effective manage risks, create value, build good relations, increase profit and improve competitive positioning.
A report titled Exploring Strategic Risk issued in 2013 for Forbes Insights by Deloitte, contains some very important conclusions for the business community. 300 executives from around the world were interviewed for the study, in an attempt to find out their vision of the risk strategy and current changes and analysing how organizations should face these new challenges.
Sometimes it is difficult to link risks to a specific financial impact and not all data are pertinent to the evaluation of emerging risks. That's why companies have to be aware of internal risks and manage them well in order to be able to manage external risks and invest into strategic assets such as human capital, clients and innovation.
This insight explains the case of the financial services as the sector that less trust generates due to its short-sightedness, lack of values and lack of professional education that resulted in corruption and bad practices, which compromised the financial sector.
The report A Crisis of Culture: Valuing Ethics and Knowledge in Financial Services examines the role of integrity and knowledge in restoring culture in the financial services industry. The conclusions appear in the full version of this document.
The financial industry is just one example in the wider panorama. Lack of values is widespread and creates significant risks. Bad practices trigger problems such as loss of profit, loss of reputation and even loss of shareholders, clients and employees.
The crisis, as well as the arrival of new technologies, urges companies to maintain their good practices and emphasize aspects as ethics, leadership, commitment, performance, transparency and sustainability.
The digital revolution and social networks encourage companies to be more transparent: companies meet their promises and obligations, deliver a coherent dialogue and improve the relationship with their stakeholders.
Application of values raises the possibility of good results and profits for companies through improvement of their reputation and business as well as optimization of resources. This certainly creates competitive advantages, establishes a strong cultural connection and improves employees’ motivation.
Before taking any decision, an institution should keep in mind the fact that it needs implicit and explicit public approval. Good business management implies risk management, creating a climate of trust, good will, credibility, social commitment and empathy between stakeholders and the company.
Loss of trust in institutions and business as well as their leaders is a fact of the new reality. That’s why, in an attempt to meet the challenge of the ethical revolution,
companies are anxious to review their management and communication strategies towards improved attitudes and behaviours
Due to the current instability in the business world, organizations should be able to anticipate changes and have coherent responses at hand to effective manage risks, create value, build good relations, increase profit and improve competitive positioning.
A report titled Exploring Strategic Risk issued in 2013 for Forbes Insights by Deloitte, contains some very important conclusions for the business community. 300 executives from around the world were interviewed for the study, in an attempt to find out their vision of the risk strategy and current changes and analysing how organizations should face these new challenges.
Sometimes it is difficult to link risks to a specific financial impact and not all data are pertinent to the evaluation of emerging risks. That's why companies have to be aware of internal risks and manage them well in order to be able to manage external risks and invest into strategic assets such as human capital, clients and innovation.
This insight explains the case of the financial services as the sector that less trust generates due to its short-sightedness, lack of values and lack of professional education that resulted in corruption and bad practices, which compromised the financial sector.
The report A Crisis of Culture: Valuing Ethics and Knowledge in Financial Services examines the role of integrity and knowledge in restoring culture in the financial services industry. The conclusions appear in the full version of this document.
The financial industry is just one example in the wider panorama. Lack of values is widespread and creates significant risks. Bad practices trigger problems such as loss of profit, loss of reputation and even loss of shareholders, clients and employees.
The crisis, as well as the arrival of new technologies, urges companies to maintain their good practices and emphasize aspects as ethics, leadership, commitment, performance, transparency and sustainability.
The digital revolution and social networks encourage companies to be more transparent: companies meet their promises and obligations, deliver a coherent dialogue and improve the relationship with their stakeholders.
Application of values raises the possibility of good results and profits for companies through improvement of their reputation and business as well as optimization of resources. This certainly creates competitive advantages, establishes a strong cultural connection and improves employees’ motivation.
Before taking any decision, an institution should keep in mind the fact that it needs implicit and explicit public approval. Good business management implies risk management, creating a climate of trust, good will, credibility, social commitment and empathy between stakeholders and the company.
Estimation of a brand’s value and its contribution to business has always been considered the main challenge in measuring intangible assets. But what are those brands that make the highest contribution to business value? What brands achieve greater financial result? The stronger the brand, the higher the company’s stock price.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership and among other references contains statements made by Adolfo Fernández, Director for Customer Services at Millward Brown, Madrid; Javier Mancebo, Intelligence Director at Havas Sport & Entertainment; and José Carlos Villalvilla, General Director for Eco-Efficiency and Power Services at Iberdrola during a discussion titled New Measurement Frontiers: from Reputation to Customer Value organized by Anuncios magazine jointly with Conento and Millward Brown in Madrid, on October 18, 2012.
Thesis Corporate Excellence
This research builds on the premise that “appropriate measurement is fundamental for estimating the benefits” and investigates the hypothesis that it is necessary to measure public relations effectiveness in order to justify these activities.
Although the research and practice in the area of Public Relations have been in place since 1987, the accumulated academic and professional experience has not translated into techniques that could rationalize or improve the implementation of Public Relations activities. This lacuna is at the centre of the research conducted by Joan Cuenca, who based on already available models suggests his own hypothetical model of the global audience of Public Relations in order to measure the activity generated by Public Relations. The research attempts to come up with an answer to the following question: in what form is it possible to justify Public Relations activities?
WebSpectator Ad Exchange Network is the world’s first and only real-time ad viewability solution that creates a live audience by measuring the actual time spent viewing ads, videos or any multimedia element. This revolutionary technology inaugurates a new advertising era, providing a win-win-win scenario for the whole industry: better audience engagement and monetization for publishers, added value and control for advertisers, with granted brand exposure and new efficiency metrics and insights, and most importantly, the best consumer experience, only made possible by WebSpectator’s real-time technology. For more information, please visit www.webspectator.com or follow @WebSpec on Twitter.
Properly reflecting companies’ commitment with sustainable and ethical behaviour is the main challenge of communication in relation to reputation and corporate responsibility. However, that Corporate Social Responsibility (CSR) has to go beyond the mere realization of ‘good deeds’ to become something strategic and integrated into the business.
Through accountability, companies are increasingly communicating the phenomenon of responsibility and ethics in business. This started to happen in the 90s when responsibility was not only concerning economic issues but social, environmental and labour issues within organizations.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership and contains references, among other sources, to the statements made by Larry Parnell, associate Professor of the Graduate School of George Washington University (USA), during the session “New developments and trends in sustainable communication” held by Corporate Excellence, the school of Communication at the University of Navarra and EOI Business School in Madrid on September 19, 2012.
GTS:
Guaranteed Time Slot
GTS is the win-win
solution for publishers
and advertisers.
Publishers monetise properties
by effective time-spent, increasing
inventory and revenue.
Advertisers now pay for the effective brand
exposure time with their audience, increasing
budget efficiency and ROI.
Can Spain benefit from the strong position of successful Spanish companies abroad by reinforcing and launching its own brand during the crisis? What tools can be used to achieve this, in what sectors and what would be the basis for the project titled Spain?
In order to reconstruct Spain’s brand abroad, apart from improving the reputation by changing the country’s internal reality, it is necessary to align prestige and recognition achieved by the brands of Spanish companies abroad with the country itself, creating synergies and sharing meanings and values between the two.
But in order to achieve this, it is also necessary to improve the brand of Spain. Only by doing this it will be possible to restore the reputation damaged in the last years due to the economic crisis. Besides, it is important to improve the “hard” aspects of the reputation, such as quality, innovation and productivity – in all these elements Spain still lags behind.
Resumen ejecutivo realizado por Corporate Excellence a partir del informe The New CCO: Transforming Enterprises in a Changing World, elaborado por Arthur W. Page Society en 2016.
El informe pone de manifiesto la necesidad de una nueva forma de liderazgo para poder navegar con éxito en un nuevo contexto plagado de retos: competidores que se incorporan al mercado y reinventan los modelos de negocio tradicionales, formas de trabajo nunca antes vistas, la transformación en el modo de relacionarnos con el resto de personas y con las organizaciones, el empoderamiento de los grupos de interés…
Entre las causas de la transformación se encuentran la emergencia y maduración de los medios sociales; la demanda para una mayor transparencia; la expansión global en la era del Big Data y de contenidos propios; y la creciente volatilidad social, política y económica, que hacen que el CCO deba estar preparado para liderar y pensar de forma diferente.
Según el informe El nuevo CCO existen cinco tendencias clave que reflejan cómo está cambiando la función de comunicación:
> Cambio en las inversiones
> Mayor integración
> Nuevas funciones
> Nuevas alianzas
> Nuevas métricas e indicadores clave de rendimiento (KPI)
Para liderar con éxito este nuevo ecosistema de relaciones y comunicación, se establecen los siguientes roles para los CCO del futuro:
> El CCO fundacional
> El CCO integrador
> El CCO creador de sistemas digitales de engagement con los grupos de interés
La nueva realidad empresarial exige a los CCO que contribuyan a la dirección estratégica de la empresa, una tarea que implica asumir nuevas responsabilidades y desarrollar nuevas habilidades y conocimientos. Corporate Excellence – Centre for Reputation Leadership comparte los principios establecidos en el «Nuevo Modelo de Comunicación» impulsado por la Arthur W. Page Society, una de las asociaciones de directivos de comunicación más relevantes en el ámbito internacional, con la que además ha firmado un convenio de colaboración junto al Foro para la Investigación y el Conocimiento de la Comunicación, que reúne a las facultades de comunicación de un grupo de universidades españolas y latinoamericanas, para avanzar en la validación académica y empresarial del Modelo.
Informe de tendencias en gestión de intangibles elaborado por el Research Centre of Governance, Sustainability and Reputation, un centro de investigación independiente que tiene como objetivo promover la colaboración en el campo de la investigación, análisis, y formación sobre Riesgo Reputacional, Gobierno Corporativo y Sostenibilidad, y el impacto de estos dos últimos en la reputación.
El presente informe ha sido elaborado con la colaboración de Canvas Estrategias Sostenibles, firma de consultoría estratégica en responsabilidad corporativa e intangibles empresariales. En el mismo aparecen reflejadas las principales tendencias globales que definen el presente y el futuro de los intangibles y aspira a convertirse en la publicación de referencia en torno a la reputación, el gobierno corporativo y la sostenibilidad.
A continuación recogemos los principales titulares del informe:
Tendencias Globales
– Se eleva la confianza pero crece la división social
– El cambio climático en un punto crítico
Tendencias en Sostenibilidad
– Alianzas estratégicas: you can’t do it alone
– Conectar con el consumidor aspiracional
– Inversión sostenible, fórmulas para el crecimiento
– ¿Nuevos modelos de negocio?
Tendencias en Reputación
– Tres riesgos reputacionales críticos
– El alcance real de la reputación
– Crece la investigación en torno a la reputación
– Nuevas competencias para la función directiva
– La evolución de las métricas
– Ganar autoridad entre los influencers
Tendencias en Gobierno Corporativo
– Nuevo Código Unificado de Buen Gobierno en España
– Riesgos del mal gobierno corporativo
Trend Report on The Management of Intangible Assets developed by the Research Centre of Governance, Sustainability and Reputation, an independent research centre supported aimed to foster collaboration for reseach, analyis and training in the field of Reputation Risk, Corporate Governance and Sustainability.
This report has been developed in collaboration with Canvas Estrategias Sostenibles, a strategic consulting firm focused on corporate responsibility and intangible assets in companies. It shows the main global trends, which define the present and future of intangible assets. Approaching the Future aspires to become a benchmark publication in the field of reputation, corporate governance and sustainability.
These are the headlines of the report:
Global Trends
- Trust increase, but also the social gap broadens.
- Climate change at a crucial tipping point
Sustainability Trends
- Strategic Partnerships: you can't do it alone
- Connect with aspiring shoppers
- Sustainable investment, growth formulas
- New business models?
Reputation trends
- Three critical reputation risks
- What is the real impact of reputation?
- Investment on Reputation growth
- New responsibilities for upper management
- Evolution of metrics
- Gain authority over influencers
Estimation of a brand’s value and its contribution to business has always been considered the main challenge in measuring intangible assets. But what are those brands that make the highest contribution to business value? What brands achieve greater financial result? The stronger the brand, the higher the company’s stock price.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership and among other references contains statements made by Adolfo Fernández, Director for Customer Services at Millward Brown, Madrid; Javier Mancebo, Intelligence Director at Havas Sport & Entertainment; and José Carlos Villalvilla, General Director for Eco-Efficiency and Power Services at Iberdrola during a discussion titled New Measurement Frontiers: from Reputation to Customer Value organized by Anuncios magazine jointly with Conento and Millward Brown in Madrid, on October 18, 2012.
Thesis Corporate Excellence
This research builds on the premise that “appropriate measurement is fundamental for estimating the benefits” and investigates the hypothesis that it is necessary to measure public relations effectiveness in order to justify these activities.
Although the research and practice in the area of Public Relations have been in place since 1987, the accumulated academic and professional experience has not translated into techniques that could rationalize or improve the implementation of Public Relations activities. This lacuna is at the centre of the research conducted by Joan Cuenca, who based on already available models suggests his own hypothetical model of the global audience of Public Relations in order to measure the activity generated by Public Relations. The research attempts to come up with an answer to the following question: in what form is it possible to justify Public Relations activities?
WebSpectator Ad Exchange Network is the world’s first and only real-time ad viewability solution that creates a live audience by measuring the actual time spent viewing ads, videos or any multimedia element. This revolutionary technology inaugurates a new advertising era, providing a win-win-win scenario for the whole industry: better audience engagement and monetization for publishers, added value and control for advertisers, with granted brand exposure and new efficiency metrics and insights, and most importantly, the best consumer experience, only made possible by WebSpectator’s real-time technology. For more information, please visit www.webspectator.com or follow @WebSpec on Twitter.
Properly reflecting companies’ commitment with sustainable and ethical behaviour is the main challenge of communication in relation to reputation and corporate responsibility. However, that Corporate Social Responsibility (CSR) has to go beyond the mere realization of ‘good deeds’ to become something strategic and integrated into the business.
Through accountability, companies are increasingly communicating the phenomenon of responsibility and ethics in business. This started to happen in the 90s when responsibility was not only concerning economic issues but social, environmental and labour issues within organizations.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership and contains references, among other sources, to the statements made by Larry Parnell, associate Professor of the Graduate School of George Washington University (USA), during the session “New developments and trends in sustainable communication” held by Corporate Excellence, the school of Communication at the University of Navarra and EOI Business School in Madrid on September 19, 2012.
GTS:
Guaranteed Time Slot
GTS is the win-win
solution for publishers
and advertisers.
Publishers monetise properties
by effective time-spent, increasing
inventory and revenue.
Advertisers now pay for the effective brand
exposure time with their audience, increasing
budget efficiency and ROI.
Can Spain benefit from the strong position of successful Spanish companies abroad by reinforcing and launching its own brand during the crisis? What tools can be used to achieve this, in what sectors and what would be the basis for the project titled Spain?
In order to reconstruct Spain’s brand abroad, apart from improving the reputation by changing the country’s internal reality, it is necessary to align prestige and recognition achieved by the brands of Spanish companies abroad with the country itself, creating synergies and sharing meanings and values between the two.
But in order to achieve this, it is also necessary to improve the brand of Spain. Only by doing this it will be possible to restore the reputation damaged in the last years due to the economic crisis. Besides, it is important to improve the “hard” aspects of the reputation, such as quality, innovation and productivity – in all these elements Spain still lags behind.
Resumen ejecutivo realizado por Corporate Excellence a partir del informe The New CCO: Transforming Enterprises in a Changing World, elaborado por Arthur W. Page Society en 2016.
El informe pone de manifiesto la necesidad de una nueva forma de liderazgo para poder navegar con éxito en un nuevo contexto plagado de retos: competidores que se incorporan al mercado y reinventan los modelos de negocio tradicionales, formas de trabajo nunca antes vistas, la transformación en el modo de relacionarnos con el resto de personas y con las organizaciones, el empoderamiento de los grupos de interés…
Entre las causas de la transformación se encuentran la emergencia y maduración de los medios sociales; la demanda para una mayor transparencia; la expansión global en la era del Big Data y de contenidos propios; y la creciente volatilidad social, política y económica, que hacen que el CCO deba estar preparado para liderar y pensar de forma diferente.
Según el informe El nuevo CCO existen cinco tendencias clave que reflejan cómo está cambiando la función de comunicación:
> Cambio en las inversiones
> Mayor integración
> Nuevas funciones
> Nuevas alianzas
> Nuevas métricas e indicadores clave de rendimiento (KPI)
Para liderar con éxito este nuevo ecosistema de relaciones y comunicación, se establecen los siguientes roles para los CCO del futuro:
> El CCO fundacional
> El CCO integrador
> El CCO creador de sistemas digitales de engagement con los grupos de interés
La nueva realidad empresarial exige a los CCO que contribuyan a la dirección estratégica de la empresa, una tarea que implica asumir nuevas responsabilidades y desarrollar nuevas habilidades y conocimientos. Corporate Excellence – Centre for Reputation Leadership comparte los principios establecidos en el «Nuevo Modelo de Comunicación» impulsado por la Arthur W. Page Society, una de las asociaciones de directivos de comunicación más relevantes en el ámbito internacional, con la que además ha firmado un convenio de colaboración junto al Foro para la Investigación y el Conocimiento de la Comunicación, que reúne a las facultades de comunicación de un grupo de universidades españolas y latinoamericanas, para avanzar en la validación académica y empresarial del Modelo.
Informe de tendencias en gestión de intangibles elaborado por el Research Centre of Governance, Sustainability and Reputation, un centro de investigación independiente que tiene como objetivo promover la colaboración en el campo de la investigación, análisis, y formación sobre Riesgo Reputacional, Gobierno Corporativo y Sostenibilidad, y el impacto de estos dos últimos en la reputación.
El presente informe ha sido elaborado con la colaboración de Canvas Estrategias Sostenibles, firma de consultoría estratégica en responsabilidad corporativa e intangibles empresariales. En el mismo aparecen reflejadas las principales tendencias globales que definen el presente y el futuro de los intangibles y aspira a convertirse en la publicación de referencia en torno a la reputación, el gobierno corporativo y la sostenibilidad.
A continuación recogemos los principales titulares del informe:
Tendencias Globales
– Se eleva la confianza pero crece la división social
– El cambio climático en un punto crítico
Tendencias en Sostenibilidad
– Alianzas estratégicas: you can’t do it alone
– Conectar con el consumidor aspiracional
– Inversión sostenible, fórmulas para el crecimiento
– ¿Nuevos modelos de negocio?
Tendencias en Reputación
– Tres riesgos reputacionales críticos
– El alcance real de la reputación
– Crece la investigación en torno a la reputación
– Nuevas competencias para la función directiva
– La evolución de las métricas
– Ganar autoridad entre los influencers
Tendencias en Gobierno Corporativo
– Nuevo Código Unificado de Buen Gobierno en España
– Riesgos del mal gobierno corporativo
Trend Report on The Management of Intangible Assets developed by the Research Centre of Governance, Sustainability and Reputation, an independent research centre supported aimed to foster collaboration for reseach, analyis and training in the field of Reputation Risk, Corporate Governance and Sustainability.
This report has been developed in collaboration with Canvas Estrategias Sostenibles, a strategic consulting firm focused on corporate responsibility and intangible assets in companies. It shows the main global trends, which define the present and future of intangible assets. Approaching the Future aspires to become a benchmark publication in the field of reputation, corporate governance and sustainability.
These are the headlines of the report:
Global Trends
- Trust increase, but also the social gap broadens.
- Climate change at a crucial tipping point
Sustainability Trends
- Strategic Partnerships: you can't do it alone
- Connect with aspiring shoppers
- Sustainable investment, growth formulas
- New business models?
Reputation trends
- Three critical reputation risks
- What is the real impact of reputation?
- Investment on Reputation growth
- New responsibilities for upper management
- Evolution of metrics
- Gain authority over influencers
5th issue of the Online Comments Report, developed by Corporate Excellence and LLORENTE & CUENCA. The Report analyses comments made voluntarily on the Internet as well as their impact on the dimensions that constitute corporate reputation: Products and Services, Innovation, Finance, Workplace, Citizenry and Leadership.
The Report contains a map of stakeholders that actively use the Internet and the networks that should be taken into account at the time of developing a strategy of positioning on the Internet: the real–time network Twitter, the social network Facebook, the multimedia network YouTube, and the hyper-textual network Google. It also identifies relevant content for different audiences and helps map key reputational risk areas for companies.
In particular, this issue has evaluated the digital fingerprint of 71 brands of 15 sectors from a total of 88,950 URLs and 28,000 mentions.
The report assesses the 100 first findings that analysed brands positioned in four key environments on the Internet: Google, Facebook, Twitter and YouTube, and offers specific findings by sectors dimensions, stakeholders and networks. Thus, the analysis allows identifying those sectors, topics, stakeholders and networks that are most and least favourable in terms of recognition (how it is evaluated) and recognition (how much it is evaluated). It also offers strategic insights to design positioning strategies online.
BEO 2016 has been already applied to more than 70 companies around the world and aims to become an international standard to manage the reputation of organisations online.
5.ª Edición del Balance de Expresiones Online elaborado conjuntamente por Corporate Excellence y LLORENTE & CUENCA. Este estudio analiza de forma rigurosa las expresiones que de forma voluntaria se emiten en Internet y su impacto en las dimensiones que configuran la reputación corporativa: Oferta, Innovación, Finanzas, Trabajo, Ciudadanía, Liderazgo y Gobierno.
El informe ofrece un mapa de los stakeholders más activos en Internet y de los espacios a considerar para desarrollar una estrategia de posicionamiento en Internet: la red de tiempo real Twitter, la red social Facebook, la red multimedia YouTube y la red hipertextual Google. A su vez, te da información sobre los contenidos que mayor relevancia tienen para las distintas audiencias y permite identificar las principales áreas de riesgo reputacional para las empresas.
En concreto, en esta edición se ha valorado la huella digital de 71 marcas de 15 sectores diferentes a partir de un total de 88.950 URL y 28.000 menciones.
El estudio valora los 100 primeros resultados que las marcas analizadas posicionaban en cuatro entornos claves en Internet: Google, Facebook, Twitter y YouTube, y ofrece resultados concretos por sectores empresariales, dimensiones, grupos de interés y entornos. De esta forma, el análisis permite identificar aquellos sectores, temas, stakeholders y espacios más y menos favorables en términos de notabilidad (cómo se valora) y notoriedad (cuánto se valora), ofreciendo insights estratégicos para diseñar estrategias de posicionamiento en Internet.
BEO 2016 ha sido aplicado a más de 70 compañías en todo el mundo y aspira a convertirse en un estándar internacional para la gestión de la reputación en Internet.
5.ª Edición del Balance de Expresiones Online elaborado conjuntamente por Corporate Excellence y LLORENTE & CUENCA. Este estudio analiza de forma rigurosa las expresiones que de forma voluntaria se emiten en Internet y su impacto en las dimensiones que configuran la reputación corporativa: Oferta, Innovación, Finanzas, Trabajo, Ciudadanía, Liderazgo y Gobierno.
El informe ofrece un mapa de los stakeholders más activos en Internet y de los espacios a considerar para desarrollar una estrategia de posicionamiento en Internet: la red de tiempo real Twitter, la red social Facebook, la red multimedia YouTube y la red hipertextual Google. A su vez, te da información sobre los contenidos que mayor relevancia tienen para las distintas audiencias y permite identificar las principales áreas de riesgo reputacional para las empresas.
En concreto, en esta edición se ha valorado la huella digital de 71 marcas de 15 sectores diferentes a partir de un total de 88.950 URL y 28.000 menciones.
El estudio valora los 100 primeros resultados que las marcas analizadas posicionaban en cuatro entornos claves en Internet: Google, Facebook, Twitter y YouTube, y ofrece resultados concretos por sectores empresariales, dimensiones, grupos de interés y entornos. De esta forma, el análisis permite identificar aquellos sectores, temas, stakeholders y espacios más y menos favorables en términos de notabilidad (cómo se valora) y notoriedad (cuánto se valora), ofreciendo insights estratégicos para diseñar estrategias de posicionamiento en Internet.
BEO 2016 ha sido aplicado a más de 70 compañías en todo el mundo y aspira a convertirse en un estándar internacional para la gestión de la reputación en Internet.
Audits have changed their traditional focus from cost control towards a global strategy of risk management, governance, value creation, and organizational culture. Auditing is a representative element of corporate culture because it defines how companies think and act, but manage decisions are the true reflection of how a company thinks and acts. Thus, this area expands its importance thanks to its direct participation in risk management and value creation.
La auditoría ha cambiado su tradicional enfoque de control de costes a otro más global de gestión de riesgos, gobernanza, creación de valor y cultura organizacional. La auditoría representa la cultura corporativa al definir cómo las empresas piensan y actúan, pero son las decisiones de los directivos las que reflejan realmente cómo piensa y se comporta una organización. De esta forma, esta área amplía su importancia al participar directamente en la gestión de riesgos y generación de valor
This document was developed by Corporate Excellence – Centre for Reputation Leadership from the book Contabilidad simultánea. Valoración y control de los intangibles en la gestión integral (Simultaneous accounting. Intangible value assessment and control in integral management) written by Salvador Guasch, Head of the Institute of Intangibles and international expert on financial and nonfinancial accounting in collaboration with professor Antonio Márquez and Esteve Sitges and published by ACCID and Accounting Economists from the Consejo General de Economistas.
Documento elaborado por Corporate Excellence – Centre for Reputation Leadership a partir del manual Contabilidad simultánea. Valoración y control de los intangibles en la gestión integral escrito por Salvador Guasch, director del Instituto de Intangibles y experto internacional en contabilidad financiera y no financiera, con la colaboración de los profesores Antonio Márquez y Esteve Sitges, y editado por ACCID y Economistas Contables del Consejo General de Economistas.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership, and among other sources, contains references to the 6th edition of Corporate Communication, a book written by Professor Paul A. Argenti from the Tuck Business School of Dartmouth University, New Hampshire (USA) and published by McGraw Hill in 2013.
Documento elaborado por Corporate Excellence – Centre for Reputation Leadership citando, entre otras fuentes, la sexta edición del libro Corporate Communication escrito por el profesor Paul A. Argenti de la escuela de negocios Tuck de la Universidad de Dartmouth en New Hampshire (EE. UU.) y publicado por McGraw Hill en 2013.
This document was developed by Corporate Excellence – Centre for Reputation Leadership and among other sources contains references to
the book Brand Psychology written by Jonathan Gabay, British lecturer and expert in Brand, Reputation and Communication and published by Kogan Page in 2015.
Documento elaborado por Corporate Excellence - Centre for Reputation Leadership citando, entre otras fuentes, la obra Brand Psychology
escrita por Jonathan Gabay, consultor y profesor británico experto en Marca, Reputación y Comunicación, y publicada por Kogan Page en 2015.
This document was developed by Corporate Excellence – Centre for Reputation Leadership and among other sources contains references to the
book Brand Premium by Nigel Hollis, VP and Chief Global Analyst at Millward Brown. The book was published by Palgrave in 2013.
Documento elaborado por Corporate Excellence – Centre for Reputation Leaderhip citando, entre otras fuentes, la obra Brand Premium escrita
por Nigel Hollis, Vicepresidente Ejecutivo y Director Global de Millward Brown, y publicada por Palgrave en 2013.
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Linking strategy with communication and dealing with the digital world: the two main purposes of new-style communication directors.
1. Insights
Strategy Documents
I31/2013
Communication
Linking strategy with
communication and
dealing with the digital
world: the two main
purposes of new-style
communication directors
As the communication function at organisations becomes more advanced it
draws ever closer to a point that is key for its performance: strategy, i.e. the ability
to bring strategic value to an organisation by joining together business-related
objectives and results with those related directly to communication itself.
Over 2200 specialists from 42 countries clearly
understand that reinforcing the communication
function means taking on a strategic role at
organisations once and for all, especially in regard
to the CEO as a company’s top executive.
These figures are taken from the 2012 edition
of the annual survey conducted by the European
Association of Communication Directors,
EUPRERA
(European
Public
Relations
Education & Research Association and the
European magazine Communication Director,
with the sponsorship of international PR agency
Ketchum-Pleon.
Indeed, 7 out of 10 communication directors
think that this is already the case, that the
recommendations of communication directors are
listened to carefully and taken into account on
management committees. 72% of communication
directors believe that they are listened to by their
colleagues on executive committees, but 82%
This document has been prepared by Corporate Excellence – Centre for Reputation Leadership. It has cited, from among
other sources, speeches by Sebastián Cebrián, General Manager of Dircom, Alfonso González Herrero, Head of External
Communications at IBM, Ángeles Moreno, tenured lecturer at the Dept. of Communication of the Rey Juan Carlos
University , and Tony Noel, President of Ketchum-Pleon in Spain, delivered at the presentation of the study European
Communication Monitor 2012, organised by Dircom and Ketchum-Pleon in Madrid on July 12, 2012.
2. Linking strategy
with communication
and dealing with
the digital world:
the two main
purposes of new-style
communication
directors
believe it to be essential to continue promoting
and demonstrating knowledge there and
recognition of the strategic role of their function.
75.3% believe that it is therefore necessary to
measure the impact of communication actions on
business results.
Accordingly, CCOs (Chief Communications
Officers) are taking on a significant role at
organisations. Their prime responsibility and remit is
to impact on the strategy of their company and attain
the influence required to act as a bridge to connect
the interests of stakeholders and the shareholders
who represent the company ownership.
“The
communication
director is no
longer merely
a conveyor of
information
and raiser of
awareness: he/
she is now
a translator
of concerns
and a creator
of behaviour
patterns.”
Their function is no longer merely to tell people
outside what happens at their company; they must
translate its approaches for outside audiences and
interpret the concerns of stakeholders for those
within. In other words, the communication
director is no longer merely a conveyor of
information and raiser of awareness: he/she is
now a translator of concerns and a creator of
behaviour patterns.
More competences and responsibilities
Almost half the time that communication
directors devote to their remit is spent aligning
communication with strategy and with the
needs and expectations of stakeholders. Ángeles
Moreno, a tenured lecturer at the Dept. of
Communication of the Rey Juan Carlos University
and a research co-ordinator in Spain, maintains
that the keys to this function lie in studying and
analysing reports, developing plans, drawing up
scenarios and enhancing the company’s legitimate
entitlement to operate and act in the economy
and in society.
Other important tasks include general planning,
the annual budget, effective team management,
assessment and development, the implementation
of processes and strategies and the preparation of
the company’s responses in tackling any situation of
risk or crisis that may arise. A further 37% of their
time is devoted to operational and management
tasks and the remaining 14.7% to training
members of the company itself in communicationrelated matters.
As far as training related to communication
directors themselves is concerned, there is a clear
gap between what they themselves demand –more
training in corporate management, finance and
team management– and what their organisations
offer them, which is more strategic in their specific
field and focused on new forms and new channels
of communication such as the digital world and
social networks.
The unstoppable rise of the digital world
The communication directors interviewed for the
survey believe that in the next three years one of
the most important issues for the communication
function will be the rise of the on-line world, social
networks, digital media and mobile apps. Indeed,
there is a 34.7 point gap in terms of the overall
application of such apps, i.e. the extent to which
they are actually implemented is lagging behind the
importance attributed to them.
This gap between the importance attributed and
Graph 1: Communication management has to catch up in the field of mobile applications
Gap between importance and current implementation of social media tools in communications
-34,7 %
Mobile applications (Apps, Mobile Webs)
Online communities (social networks)
-20,1 %
-19,4 %
Online video
Webblogs
-17,5 %
-15,9 %
Location-based services
Microblogs (e.g. Twitter)
-14,0 %
Social bookmarks
-11,8 %
Wikis
-11,5 %
Slide sharing
-11,1 %
Online audio (e.g. podcasts)
-10,8 %
Mash-ups
Photo sharing
Virtual worlds
-8,6 %
-7,6 %
-5,6 %
Source: European Communication Monitor 2012.
Insights
2
the degree of implementation is perhaps the most
3. Linking strategy
with communication
and dealing with
the digital world:
the two main
purposes of new-style
communication
directors
significant obstacle to be overcome if a policy on
digital matters is to be developed that is useful
to the overall communications strategy and that
provides some guarantee of future success.
There are currently more points of contact between
companies and their stakeholders than ever before
in the history of the function, and communication
needs to respond to this somehow: integration
would appear to be the only way to cover the full
range of channels and communicate efficiently, and
at the same time effectively.
Focus on business ethics
“It is hard
to prove the
worth of the
communication
function if
people know
nothing
about it: it is
essential to
promote and
demonstrate
knowledge and
recognition of
its strategic
role.”
The 2010 study examined the contribution of
communication to the objectives of organisations.
In 2011 the impact of the social media was
incorporated, and the 2012 analysis now includes
the value of transparency and ethics in the field
of communication and business, according to
Alfonso González Herrero, Head of External
Communications at IBM and co-ordinator of the
European Association of Communication Directors
in Spain.
By contrast with what has happened to date, the
problems that are beginning to concern European
communication directors are mostly related to
ethical issues, with matters bordering on behaviour
patterns that are ethically praiseworthy or
approachable, especially in regard to relations with
the public administration and institutions, but also
in matters of digital communication.
Some of the causes lie in the opening up of certain
markets, in globalisation itself, in the rise of new
media such as the digital media and, without
doubt, in the production of codes of conduct and
ethics at organisations that regulate and penalise
certain patterns of behaviour to prevent them
from taking root and ending up by affecting the
reputation and, indeed, the very viability and
survival of companies.
Almost 6 out of 10 (57.6%) communication
directors believe that they currently face more
ethical problems than just five years ago. 77.3% of
them believe that this has to do with compliance
with regulations and rules on transparency, 72.3%
associate it with the sudden expansion of social
networks and 57.4% with the challenges that arise
from operating in countries with different situations
and cultures.
However, only 29% state that they have specifically
used the codes of conduct of their organisations to
tackle and resolve ethical problems, while 51.7%
state that they have not done so. It is among older
and more experienced communication directors
and those who belong to professional organisations
that the use of such codes is most widespread.
31.7% state that the codes of ethics now in force
in the profession are outdated and are neither
useful nor relevant to the problems currently facing
communication directors. Even so, 93.2% believe
that codes are necessary and essential, and feel that
it is professional associations at both the domestic
and international levels that should draw them up
and develop them, or at least their foundations.
Conclusions: the major
challenges still outstanding
In the opinion of Tony Noel, President of KetchumPleon in Spain, there are five challenges that
professional communication directors need to
Graph 2: Despite low utilisation and critical voices, communication professionals clearly
see the need for a code of ethics
Does the communication profession
need a code of ethics?
Which institutions are most eligible to
provide such a code?
National professional
associations
International professional
associations
28,4 %
Organisations
individually
19,8 %
Governmental
institutions
No
6,8 %
29,6 %
10,2 %
Universities and
educational institutions
5,2 %
Source: European Communication Monitor 2012.
Insights
3
4. Linking strategy
with communication
and dealing with
the digital world:
the two main
purposes of new-style
communication
directors
meet in the coming years if they wish to maintain
and extend their competences and influence at
organisational level:
1. Guardianship of ethics: this role needs to be
enhanced by adopting and implementing a
single code of ethics adapted to the actual needs
of the profession.
2. Measuring of results: it is essential to have and
implement common, widely accepted tools
for measuring the value of communication
to organisations in terms of the efficiency of
resource investment, time and money and the
effectiveness of actions taken.
3. Development of networks: it is essential to bridge
the gap that still exists between the importance
attributed to these issues and the amount of
actual resources earmarked for making a success
of them.
4. Internal influence: it is vital for the
communication function and its value in a
company to be known and appreciated in-house
by other management staff and by the workforce
as a whole. It is hard to prove the worth of
something if people know nothing about it.
5. Business negotiation: it is also essential for
communication directors not to be merely
experts in communication (otherwise it would
be difficult to link it with strategy) but also to be
capable of handling other areas such as finance,
administration and team management, like their
fellow members of the management committee.
Insights
4