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What it takes to Build a World Class Reputation System
Nicolas Georges TRAD
Global Executive Partner, Reputation Institute
2.Uluslararası İtibar Yönetimi Konferansı
3-4 Ekim 2013, İstanbul
Copyright 2013. Reputation Institute. All Rights Reserved.
What it takes to Build a World Class Reputation System
Nicolas Georges Trad
Global Executive Partner, Reputation Institute
October, 2013
Istanbul
Copyright 2013. Reputation Institute. All Rights Reserved.
The Purpose of Today…
Is to clarify the Business Case of
Reputation
and
Outline how to work systematically with
Reputation Management
3
Copyright 2013. Reputation Institute. All Rights Reserved.
New expectations on Corporate
Communications Professionals …
4
From… an ex-journalist whose job was to make sure the company (often CEO)
received favorable coverage in the media
To… managing communications with a variety of internal and external stakeholders,
on a global 24-7 basis… Acting in a broad range of stakeholder groups, being a bit
like a minister of foreign affairs for the firm…
Copyright 2013. Reputation Institute. All Rights Reserved.
On the role of Corporate Reputation
Management …
5
“Increasingly CEOs and boards expect their CCOs to be
more than functional experts. Rather they need CCOs who
are multidimensional strategists and advisors, collaborative
leaders who can develop, integrate, and align, as well as
execute both offensive and defensive strategies.”
The Korn/Ferry Institute
“Increasingly CEOs and boards expect their CCOs to be
more than functional experts. Rather they need CCOs who
are multidimensional strategists and advisors, collaborative
leaders who can develop, integrate, and align, as well as
execute both offensive and defensive strategies.”
The Korn/Ferry Institute
CEO View of Communications
Arthur W. Page Society ‘The Authentic Enterprise’
“Chief Communications Executives’ role is more
valuable than ever and likely to increase in value in
the future, BUT they need to be business- savvy
executives who can show business relevance in
what they do “
Copyright 2013. Reputation Institute. All Rights Reserved.
Reputation Attracts Senior Management Attention
6
52% say it is a
HIGHER priority
than last year
56%Say that reputation is a
HIGH priority to Executive
Management and Board of
Directors
and 63%Expect Reputation
Management to be a HIGHER
PRIORITY for their company
in the next 2-3 years
Source: Reputation Institute, Reputation Leaders Study, 2013
Copyright 2013. Reputation Institute. All Rights Reserved.
Changing Marketplace with Two Factors at Play –
What Matters the Most?
7
Enterprise
Product
Recommend
Buy
40 %60 %
Work for
Invest in
Copyright 2013. Reputation Institute. All Rights Reserved.
Business Case for Reputation Management
8
For them to support
you they need to trust
you.
Trust you as a company
that will deliver on its
promises.
A company who has a
good reputation
Your success as a company
relies on people supporting
you…
• Buying your products…
• License to operate…
• Investing in you…
• Reporting on your point of view…
• Delivering on our strategy…
Copyright 2013. Reputation Institute. All Rights Reserved. 9
If you deliver on these 7 dimensions
you will be in a situation where each
stakeholder will be willing to support
you.
How do they see you?
For your stakeholder to trust you,
you need to deliver on their
expectations…
They expect you to be leading within 7
key dimensions:
1. Products / Services
2. Innovation
3. Workplace
4. Governance
5. Citizenship
6. Leadership
7. Financial Performance
Copyright 2013. Reputation Institute. All Rights Reserved.
Because they impact stakeholder support
10
Products
Customer
Service
Investments
Employment
Direct Experiences
Branding
Public
Relations
Marketing
Social
Responsibility
What You Say
Media
Key Opinion
Leaders
Topic Experts
Friends/Family
What Others Say
Perceptions Support Business
Results
Copyright 2013. Reputation Institute. All Rights Reserved.
Reputation Drives Stakeholder Support
11
Would buy the
products
Reputation
Score
16%
Would recommend
the products
Would work for
Would invest in
Would welcome into
local community
31% 41% 55% 64%
13% 28% 38% 50% 59%
16% 30% 37% 42% 47%
13% 25% 31% 33% 35%
16% 30 39% 47% 50%
0-39 40-59 60-69 70-79 80+
Above 80 Excellent/Top Tier
70-79 Strong/Robust
60-69 Average/Moderate
40-59 Weak/Vulnerable
Below 40 Poor/Bottom Tier
Products
Customer
Service
Investments
Employment
Direct Experiences
Branding
Public
Relations
Marketing
Social
Responsibility
What You Say
Media
Key Opinion
Leaders
Topic Experts
Friends/Family
What Others Say
Perceptions Support Business
Results
Copyright 2013. Reputation Institute. All Rights Reserved.
Support Across your Value Chain
12
Partners/
Suppliers
Employees &
Target Employees
Media &
Social Media
Customers &
Prospects
Support
Invest/
Recommend
Investors
Government,
Regulators,
Opinion Leaders
Products
Customer
Service
Investments
Employment
Direct Experiences
Branding
Public
Relations
Marketing
Social
Responsibility
What You Say
Media
Key Opinion
Leaders
Topic Experts
Friends/Family
What Others Say
Perceptions Support Business
Results
Copyright 2013. Reputation Institute. All Rights Reserved.
Good Reputations = Better Financial Results
13
37%
Better financial performance
(RoE; RoA)
27%
Better market performance
(P/E; Market/Book; EV/EBITDA)
Source: Reputation Institute, 2011; quantitative analysis based on 2011 RepTrak™ Pulse, 2010 Financial Data, Large Cap U.S. Companies, N=274
High Reputation
Low Reputation
S&P 500
0
20
40
60
80
100
120
140
160
180
January-06 July-06 January-07 July-07 January-08 July-08 January-09 July-09 January-10 July-10 January-11 July-11
Top 10 Bottom 10 S&P
High Reputation
Low Reputation
S&P 500
Companies with High
reputation outperform
Low reputation firms AND
S&P 500
Products
Customer
Service
Investments
Employment
Direct Experiences
Branding
Public
Relations
Marketing
Social
Responsibility
What You Say
Media
Key Opinion
Leaders
Topic Experts
Friends/Family
What Others Say
Perceptions Support Business
Results
Copyright 2013. Reputation Institute. All Rights Reserved.
The Biggest Reputation Leadership Challenges
14
# 1
We don’t have a structured process
for implementing reputation management
into our business planning
# 2
We are not leveraging the knowledge
we have to be relevant to each
stakeholder
# 3 Internal silos prevent cross-functional
collaboration
Business planning around reputation is the biggest challenge faced by companies
Copyright 2013. Reputation Institute. All Rights Reserved.
Key Elements
World Class Reputation System?
15
Copyright 2013. Reputation Institute. All Rights Reserved.
Using Corporate Reputation to Drive Business Value
16
Business
Rationale
Intelligence &
Strategy
Management &
Accountability
Integration
The 4 core elements of a world-class reputation management system
Copyright 2013. Reputation Institute. All Rights Reserved.
Copyright 2013. Reputation Institute. All Rights Reserved.
Current State of Reputation Management
18
Source: 2013 Reputation Institute, Reputation Leader Study (Based on responses from 313 leaders at 284 of the world’s largest and most influential companies)
Copyright 2013. Reputation Institute. All Rights Reserved.
Case: Using Reputation to Drive Value
19
Comparison with
financial metrics
(Telefonica)
● Reputation and
other Customer
Metrics compared
with a range of
Financial
Indicators
● Reputation of
Telefonica +
Primary
Competitor was
found to be
responsible for
17% of ARPU,
29% of churn and
11% of Financial
Metrics Average
globally
5%
4%
Copyright 2013. Reputation Institute. All Rights Reserved.
Case: Use Reputation to Leverage Insight
20
1. Assessment of efficiency of activities in addressing key stakeholder issues
2. Evaluation of the ROI from activities and contribution in creating reputation/support
3. Input for change in programs and overall story to tell
Copyright 2013. Reputation Institute. All Rights Reserved.
Case: Use Reputation to Leverage Insight
21
vs.
Likelihood
Importance
toStakeholder
Likelihood
ReputationImpact
1
23
456
78
9
10
11
12
Risk Prioritization
• Risks are events with a negative
reputational impact which prevent
value creation or erode existing value.
• By systematically identifying,
assessing reputation risks, you stay in
control, pre-empt risks and ensure a
coordinated response to potentially
emerging risks. You protect the value
of your company.
Copyright 2013. Reputation Institute. All Rights Reserved.
Case: Use Reputation to Leverage Insight
22
“…everything we do affects our reputation, and our
reputation affects everything we do – this is why we
need to manage and protect it.”
- Dennis Jönsson, President and CEO, Tetra Pak Grou
Customers
Competitors
Retailers
Governments
& Regulators
Media
General
public
NGOs /
special
interest
groups
Consumers
Opinion
leaders
Brand
consultants
Copyright 2013. Reputation Institute. All Rights Reserved.
Case: Use Reputation to Integrate Corporate
23
Copyright 2013. Reputation Institute. All Rights Reserved.
Know your Stakeholders Expectations
- to Act in Ignorance is to take a Huge Risk
24
“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 of Unilever
Source: McKinsey & Company: March 2013
Copyright 2013. Reputation Institute. All Rights Reserved.
Bring your stakeholders into the room
when you make decisions
25
“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 Statoil
Copyright 2013. Reputation Institute. All Rights Reserved.
Thank You
26
Australia • Belgium • Bolivia • Brazil • Canada • Chile • China • Colombia • Denmark • Finland•
France • Germany • Greece • India • Ireland • Italy • Japan • Malaysia • Netherlands • Norway •
Peru • Portugal • Russia • South Africa • Spain
Sweden • Switzerland • Turkey • Ukraine • United Arab Emirates • United Kingdom • United States
About Reputation Institute
Reputation Institute is the world’s leading
reputation consulting firm. As a pioneer in the field
of brand and reputation management, Reputation
Institute enables companies to make decision that
protects their reputation capital and improve their
competitive advantage
With a presence in 30 countries, Reputation
Institute is dedicated to advancing knowledge
about reputation and sharing best practices and
current research through client engagement,
memberships, seminars, conferences, and
publications such as Corporate Reputation Review
and Reputation Intelligence.
Visit ReputationInstitute.com to learn how you
can start making reputation based decisions
Questions or Comments
Please post your questions or
comments and continue the discussion
in our LinkedIn Group Reputation
Institute
To find your local office please visit our
website
www.reputationinstitute.com/contact/

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2. Uluslararasi İtibar Yonetimi Konferansi-What it takes to Build a World Class Reputation System / Nicolas Georges TRAD

  • 1. What it takes to Build a World Class Reputation System Nicolas Georges TRAD Global Executive Partner, Reputation Institute 2.Uluslararası İtibar Yönetimi Konferansı 3-4 Ekim 2013, İstanbul
  • 2. Copyright 2013. Reputation Institute. All Rights Reserved. What it takes to Build a World Class Reputation System Nicolas Georges Trad Global Executive Partner, Reputation Institute October, 2013 Istanbul
  • 3. Copyright 2013. Reputation Institute. All Rights Reserved. The Purpose of Today… Is to clarify the Business Case of Reputation and Outline how to work systematically with Reputation Management 3
  • 4. Copyright 2013. Reputation Institute. All Rights Reserved. New expectations on Corporate Communications Professionals … 4 From… an ex-journalist whose job was to make sure the company (often CEO) received favorable coverage in the media To… managing communications with a variety of internal and external stakeholders, on a global 24-7 basis… Acting in a broad range of stakeholder groups, being a bit like a minister of foreign affairs for the firm…
  • 5. Copyright 2013. Reputation Institute. All Rights Reserved. On the role of Corporate Reputation Management … 5 “Increasingly CEOs and boards expect their CCOs to be more than functional experts. Rather they need CCOs who are multidimensional strategists and advisors, collaborative leaders who can develop, integrate, and align, as well as execute both offensive and defensive strategies.” The Korn/Ferry Institute “Increasingly CEOs and boards expect their CCOs to be more than functional experts. Rather they need CCOs who are multidimensional strategists and advisors, collaborative leaders who can develop, integrate, and align, as well as execute both offensive and defensive strategies.” The Korn/Ferry Institute CEO View of Communications Arthur W. Page Society ‘The Authentic Enterprise’ “Chief Communications Executives’ role is more valuable than ever and likely to increase in value in the future, BUT they need to be business- savvy executives who can show business relevance in what they do “
  • 6. Copyright 2013. Reputation Institute. All Rights Reserved. Reputation Attracts Senior Management Attention 6 52% say it is a HIGHER priority than last year 56%Say that reputation is a HIGH priority to Executive Management and Board of Directors and 63%Expect Reputation Management to be a HIGHER PRIORITY for their company in the next 2-3 years Source: Reputation Institute, Reputation Leaders Study, 2013
  • 7. Copyright 2013. Reputation Institute. All Rights Reserved. Changing Marketplace with Two Factors at Play – What Matters the Most? 7 Enterprise Product Recommend Buy 40 %60 % Work for Invest in
  • 8. Copyright 2013. Reputation Institute. All Rights Reserved. Business Case for Reputation Management 8 For them to support you they need to trust you. Trust you as a company that will deliver on its promises. A company who has a good reputation Your success as a company relies on people supporting you… • Buying your products… • License to operate… • Investing in you… • Reporting on your point of view… • Delivering on our strategy…
  • 9. Copyright 2013. Reputation Institute. All Rights Reserved. 9 If you deliver on these 7 dimensions you will be in a situation where each stakeholder will be willing to support you. How do they see you? For your stakeholder to trust you, you need to deliver on their expectations… They expect you to be leading within 7 key dimensions: 1. Products / Services 2. Innovation 3. Workplace 4. Governance 5. Citizenship 6. Leadership 7. Financial Performance
  • 10. Copyright 2013. Reputation Institute. All Rights Reserved. Because they impact stakeholder support 10 Products Customer Service Investments Employment Direct Experiences Branding Public Relations Marketing Social Responsibility What You Say Media Key Opinion Leaders Topic Experts Friends/Family What Others Say Perceptions Support Business Results
  • 11. Copyright 2013. Reputation Institute. All Rights Reserved. Reputation Drives Stakeholder Support 11 Would buy the products Reputation Score 16% Would recommend the products Would work for Would invest in Would welcome into local community 31% 41% 55% 64% 13% 28% 38% 50% 59% 16% 30% 37% 42% 47% 13% 25% 31% 33% 35% 16% 30 39% 47% 50% 0-39 40-59 60-69 70-79 80+ Above 80 Excellent/Top Tier 70-79 Strong/Robust 60-69 Average/Moderate 40-59 Weak/Vulnerable Below 40 Poor/Bottom Tier Products Customer Service Investments Employment Direct Experiences Branding Public Relations Marketing Social Responsibility What You Say Media Key Opinion Leaders Topic Experts Friends/Family What Others Say Perceptions Support Business Results
  • 12. Copyright 2013. Reputation Institute. All Rights Reserved. Support Across your Value Chain 12 Partners/ Suppliers Employees & Target Employees Media & Social Media Customers & Prospects Support Invest/ Recommend Investors Government, Regulators, Opinion Leaders Products Customer Service Investments Employment Direct Experiences Branding Public Relations Marketing Social Responsibility What You Say Media Key Opinion Leaders Topic Experts Friends/Family What Others Say Perceptions Support Business Results
  • 13. Copyright 2013. Reputation Institute. All Rights Reserved. Good Reputations = Better Financial Results 13 37% Better financial performance (RoE; RoA) 27% Better market performance (P/E; Market/Book; EV/EBITDA) Source: Reputation Institute, 2011; quantitative analysis based on 2011 RepTrak™ Pulse, 2010 Financial Data, Large Cap U.S. Companies, N=274 High Reputation Low Reputation S&P 500 0 20 40 60 80 100 120 140 160 180 January-06 July-06 January-07 July-07 January-08 July-08 January-09 July-09 January-10 July-10 January-11 July-11 Top 10 Bottom 10 S&P High Reputation Low Reputation S&P 500 Companies with High reputation outperform Low reputation firms AND S&P 500 Products Customer Service Investments Employment Direct Experiences Branding Public Relations Marketing Social Responsibility What You Say Media Key Opinion Leaders Topic Experts Friends/Family What Others Say Perceptions Support Business Results
  • 14. Copyright 2013. Reputation Institute. All Rights Reserved. The Biggest Reputation Leadership Challenges 14 # 1 We don’t have a structured process for implementing reputation management into our business planning # 2 We are not leveraging the knowledge we have to be relevant to each stakeholder # 3 Internal silos prevent cross-functional collaboration Business planning around reputation is the biggest challenge faced by companies
  • 15. Copyright 2013. Reputation Institute. All Rights Reserved. Key Elements World Class Reputation System? 15
  • 16. Copyright 2013. Reputation Institute. All Rights Reserved. Using Corporate Reputation to Drive Business Value 16 Business Rationale Intelligence & Strategy Management & Accountability Integration The 4 core elements of a world-class reputation management system
  • 17. Copyright 2013. Reputation Institute. All Rights Reserved.
  • 18. Copyright 2013. Reputation Institute. All Rights Reserved. Current State of Reputation Management 18 Source: 2013 Reputation Institute, Reputation Leader Study (Based on responses from 313 leaders at 284 of the world’s largest and most influential companies)
  • 19. Copyright 2013. Reputation Institute. All Rights Reserved. Case: Using Reputation to Drive Value 19 Comparison with financial metrics (Telefonica) ● Reputation and other Customer Metrics compared with a range of Financial Indicators ● Reputation of Telefonica + Primary Competitor was found to be responsible for 17% of ARPU, 29% of churn and 11% of Financial Metrics Average globally 5% 4%
  • 20. Copyright 2013. Reputation Institute. All Rights Reserved. Case: Use Reputation to Leverage Insight 20 1. Assessment of efficiency of activities in addressing key stakeholder issues 2. Evaluation of the ROI from activities and contribution in creating reputation/support 3. Input for change in programs and overall story to tell
  • 21. Copyright 2013. Reputation Institute. All Rights Reserved. Case: Use Reputation to Leverage Insight 21 vs. Likelihood Importance toStakeholder Likelihood ReputationImpact 1 23 456 78 9 10 11 12 Risk Prioritization • Risks are events with a negative reputational impact which prevent value creation or erode existing value. • By systematically identifying, assessing reputation risks, you stay in control, pre-empt risks and ensure a coordinated response to potentially emerging risks. You protect the value of your company.
  • 22. Copyright 2013. Reputation Institute. All Rights Reserved. Case: Use Reputation to Leverage Insight 22 “…everything we do affects our reputation, and our reputation affects everything we do – this is why we need to manage and protect it.” - Dennis Jönsson, President and CEO, Tetra Pak Grou Customers Competitors Retailers Governments & Regulators Media General public NGOs / special interest groups Consumers Opinion leaders Brand consultants
  • 23. Copyright 2013. Reputation Institute. All Rights Reserved. Case: Use Reputation to Integrate Corporate 23
  • 24. Copyright 2013. Reputation Institute. All Rights Reserved. Know your Stakeholders Expectations - to Act in Ignorance is to take a Huge Risk 24 “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 of Unilever Source: McKinsey & Company: March 2013
  • 25. Copyright 2013. Reputation Institute. All Rights Reserved. Bring your stakeholders into the room when you make decisions 25 “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 Statoil
  • 26. Copyright 2013. Reputation Institute. All Rights Reserved. Thank You 26 Australia • Belgium • Bolivia • Brazil • Canada • Chile • China • Colombia • Denmark • Finland• France • Germany • Greece • India • Ireland • Italy • Japan • Malaysia • Netherlands • Norway • Peru • Portugal • Russia • South Africa • Spain Sweden • Switzerland • Turkey • Ukraine • United Arab Emirates • United Kingdom • United States About Reputation Institute Reputation Institute is the world’s leading reputation consulting firm. As a pioneer in the field of brand and reputation management, Reputation Institute enables companies to make decision that protects their reputation capital and improve their competitive advantage With a presence in 30 countries, Reputation Institute is dedicated to advancing knowledge about reputation and sharing best practices and current research through client engagement, memberships, seminars, conferences, and publications such as Corporate Reputation Review and Reputation Intelligence. Visit ReputationInstitute.com to learn how you can start making reputation based decisions Questions or Comments Please post your questions or comments and continue the discussion in our LinkedIn Group Reputation Institute To find your local office please visit our website www.reputationinstitute.com/contact/