Reputation Leaders Network PDFs/RLN... · Colgate-Palmolive: 68.28. 25: Danone. 68.02: POOR 80...
Transcript of Reputation Leaders Network PDFs/RLN... · Colgate-Palmolive: 68.28. 25: Danone. 68.02: POOR 80...
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Reputation Leaders NetworkWelcome!
Winter RLN Meeting, St. PeteFebruary 1 - 2, 2016
RepTrak® is a registered trademark of Reputation Institute. Copyright © 2015 Reputation Institute. All rights reserved.
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Day 1 Agenda
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Day 2 Agenda
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When a meeting, or part thereof, is held under the Chatham House Rule, participants are free to use the information received, but neither the identity nor the affiliation of the speaker(s), nor that of any other participant, may be revealed.
Chatham House Rules Observed
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Introductions
• What are your objectives for attending this RLN Workshop?
• Is there a 2016 initiative or program that you would like to share with this group?
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Volkswagen:A Self-inflicted Reputation CrisisA case study discussion and workshop
Winter RLN Meeting, St. PeteFebruary 1, 2016
RepTrak® is a registered trademark of Reputation Institute. Copyright © 2015 Reputation Institute. All rights reserved.
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On September 18th 2015, the US Environmental Protection Agency announced that Volkswagen, the company that coined the term ‘clean diesel’, has been installing sophisticated software to cheat diesel emission tests, and as a result its cars produced up to 40 times more pollution than allowed by US standards.
Volkswagen – Diesel Scandal and Reputation Challenges
1960 2015
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2015 Global RepTrak® 100: The World’s Most Reputable Companies
Rank Company 2015 RepTrak® Pulse Score
1 BMW Group 78.982 Google 78.263 Daimler 77.854 Rolex 77.685 LEGO Group 77.556 The Walt Disney Company 77.117 Canon 76.648 Apple 76.509 Sony 76.49
10 Intel 76.1611 Microsoft 76.1112 adidas 75.5313 Nike 75.25
14 Volkswagen 75.02
15 Rolls-Royce Aerospace 74.4916 Nestlé 74.4817 Samsung Electronics 74.4618 Johnson & Johnson 74.2719 Michelin 74.0720 Ferrero 74.0121 Levi Strauss & Co. 73.7422 Philips Electronics 73.7023 Nintendo 73.2024 Amazon.com 73.1225 Colgate-Palmolive 72.84
POOR
<40AVERAGE
60-69EXCELLENT
>80STRONG
70-79WEAK
40-59
14thVolkswagen’s rank in the
2015 Global RepTrak®100 Study measured in
Q1 2015
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2015 Global CSR RepTrak® 100: The World’s Most Reputable CSR Initiatives
Rank Company 2015 CSR RepTrak® Pulse Score
1 Google 75.402 BMW 73.363 The Walt Disney Company 73.354 Microsoft 73.285 Daimler 73.206 LEGO 72.697 Apple 72.288 Intel 71.819 Rolls-Royce Aerospace 71.32
10 Rolex 71.19
11 Volkswagen 71.05
12 Johnson & Johnson 70.4213 adidas 70.2814 Canon 70.2615 Philips Electronics 70.1916 Sony 70.1317 Michelin 69.4018 Nestle 69.3419 Robert Bosch 69.1220 Samsung Electronics 68.8321 BBC 68.7622 Nike 68.6723 Ferrero 68.3424 Colgate-Palmolive 68.2825 Danone 68.02
POOR
<40AVERAGE
60-69EXCELLENT
>80STRONG
70-79WEAK
40-59
11thVolkswagen’s rank in the
2015 CSR Global RepTrak® 100 Study
measured in Q1 2015
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VW Gets, Embraces CSR Accolades
VW declared world’s most sustainable automaker by DJSI on September 11, 2015 Neatly fits narrative from their 2015 Sustainability Report
Source: VW 2015 CSR Report
Source: VW Media page on corporate web site
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VW’s Engineers are So Virtuous They Sprout Wings
https://youtu.be/sylr-XHKcPg?t=8
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Behind the Scenes, Trouble is Brewing in the US
Timeline: Actions Up to the EPA Announcement
May 2014 – WVU researchers find that 2012 Jetta TDI Diesel and 2013 Passat TDI Diesel emit far more NOx. They alert EPA and CARB.
Dec 2, 2014 – VW begins a voluntary recall of about 500,000 vehicles in the U.S.
Aug. 2015 – EPA says it won’t certify VW 2016 diesel vehicles until the company explains discrepancies.
Sept. 18, 2015 – The EPA discloses that VW used a software program that produces lower measurement in diesel emissions; VW recalls 482,000 cars in the US.
Sept. 3, 2015 – VW officials tell EPA and CARB that its TDI Clean Diesel vehicles contain a defeat device.
Aug 18, 2015 - A VW executive for the first time tells EPA and CARB officials of the company's deceptions
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Questions
1. If you and your communications team found this out on Sept. 3, and had 2 weeks to address before it went public, what are the 3 things you would have done first?
2. Which internal and external stakeholders would you have focused on first, and in what order?
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VW Admits Trickery but Declares It Isolated to a Small Group of Employees
Top commenter, CrustyJusty, remains skeptical
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VW’s reputation takes a severe hit to its reputation in October 2015 in comparison with Q1 2015
Q1 2015RepTrak
Oct 2015RepTrak
Germany
United States
VW’s Reputation Drops Precipitously in October
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VOLKSWAGEN CSR REPTRAK® PULSE
Arrows denote statistically significant score changes since previous measurement
70.8
58.2
57.6
77.6
57.4
58.2
45
55
65
75
85
Q1 '15 October '15 November '15 December '15
WEA
K
AVER
AGE
STR
ON
G GERMANY
USA
VW’s 2015 CSR Performance: Germany & the US
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VOLKSWAGEN REPTRAK® GOVERNANCE DIMENSION ACROSS SIX MARKETS IN 2015GENERAL PUBLIC
71.7
54.855.0
76.3
43.9 45.7
78.5
34.739.5
67.9
29.7
34.1
71.2
27.1
34.4
79.1
32.0
27.3
20
30
40
50
60
70
80
Q1 '15 October '15 November '15 December '15
POO
R
W
EAK
AVE
RAG
E
STRO
NG
Arrows denote statistically significant score changes since previous measurement
UKGERMANY
FRANCE
ITALY
SPAINUSA
Governance Takes a Particularly Sharp Drop with No Material Recovery
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VOLKSWAGEN REPTRAK® CITIZENSHIP DIMENSION ACROSS SIX MARKETS IN 2015GENERAL PUBLIC
70.5
54.6
58.3
53.5
77.6
55.7
47.2
56.8
77.2
30.9
41.9 41.3
65.6
28.3
25.2
31.7
69.5
21.724.0
33.0
75.3
27.6
28.0
23.9
20
30
40
50
60
70
80
Q1 '15 October '15 November '15 December '15
The EPA discloses that Volkswagen used a software program that produces lower measurements in diesel emission tests
WEA
K
AVER
AGE
STR
ON
G
Arrows denote statistically significant score changes since previous measurement
UKGERMANY
FRANCE
ITALY
SPAINUSA
VW’s 2015 CSR Performance: Citizenship
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VW’s Reputation and Share Performance Drop in Tandem in Q4 2015
VOW.DE (XETRA) Currency in EUR
VOLKSWAGEN REPTRAK® PULSE IN US & GERMANY VS. VOW.DE STOCK PERFORMANCE
30
40
50
60
70
80
Q1 '15 Oct '15 Nov '15 Dec '15
VolkswagenStock Price
GERMANY
USA
VOLK
SWAG
EN R
EPTR
AK®
PULS
E
VOW
.DE STOCK PRICE IN
EUR
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Willingness to Buy Drops 10 Points, US Sales Drop Each Month in Q4 2015 WILLINGNESS TO BUY – VOLKSWAGEN U.S.
48%
38%
45%
36%
-40%
-30%
-20%
-10%
0%
10%
20%
30%
40%
50%
60%
70%
Q1 ‘15 Oct. ‘15 Nov. ‘15 Dec. ‘15
The EPA discloses that Volkswagen used a software program that produces lower measurements in diesel emission tests
USA
VW GROUP
VW BRAND
VolkswagenMonthly Sales
WILLINGNESS TO BUY
% o
f gen
eral
pub
lic w
ho a
re st
rong
ly w
illin
g to
buy
VW m
onthly sales
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Calls for Investigations, Exec Changes and Recalls Announced
Timeline: Actions Immediately After the EPA Announcement
September 22 – VW issues a profit warning to shareholders and announces setting aside 6.5 billion euros (7.1 billion dollars) for future vehicle recalls and to cover the costs of the investigation.
Sept. 20 –CEO Winterkorn apologizes and VW orders an external investigation
Sept. 23, 2015 – CEO Winterkorn steps down while insisting that he was not aware of this wrongdoing, a day before VW admits that there are 11 million cars worldwide that have been affected
Sept. 2015 – VW communications Chief Stephan Gruehsemresigns, replaced by Hans-Gerd Bode from Porsche
Oct. 6, 2015 – Muller states that affected diesel vehicles will be recalled started in January and cars will be repaired by the end of 2016
Oct. 23, 2015 – VW board members state that they learned about the violation not from company executives but from news reports
Jan. 4, 2016 – The US Justice department files a lawsuit against VW over emission scandal for up to $46 billion under the Clean Air Act
//
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1. By not acting, VW completely lost control of the narrative. What counter narrative would you have created had you been in this situation?
2. If you led communications for another US automaker, what actions would you have taken?
Post-Announcement Actions & Perceptions
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Volkswagen’s 2015 Performance
1. What would be your corporate communications plan over the next 12 months?
2. What would be the key messaging points you would choose to highlight? Present to the group.
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RI’s Volkswagen Reputation Case Study Next Steps
• Publish a final version in February• Will send a copy to everyone here today and to companies who
weren’t able to attend
• Review at the EMEA RLN Workshop in Brussels in mid-March
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RLN Member Meeting:Volkswagen Reputation Case Study
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Understanding Reputation Risk:Reputation Institute RLN Member Meeting
St. Petersburg, FL1st February, 2016
26
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UNDERSTANDING REPUTATION RISK vs. REPUTATION
Reputation Risk ExposureIdentify your most significant risks and understand what can possibly and is most likely to impact your reputation and the reputation of your competitors.
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RISK vs. REPUTATION: IMPACT ON SUPPORTIVE BEHAVIOR
Would recommend company 7% 10% 27% 52% 85%
Would buy the products 8%
Would say something positive
Would work for
Would invest in
Would welcome into local community
14% 32% 57% 85%
7% 12% 29% 56% 86%
7% 10% 21% 38% 69%
6% 9% 19% 34% 69%
9% 15% 32% 56% 85%
Would trust to do the right thing 7% 10% 25% 47% 81%
Poor0-39
Weak40-59
Average60-69
Strong70-79
Excellent80+
MORE IMPACTED BY RISK RISK BUFFER
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CHARACTERIZING RISK
• Global Risk– e.g., act of terrorism, cyber attacks, major
economic crisis
• Industry / Category Risk• e.g., environmental impact, societal well-
being, occupational hazards
• Company Risk• e.g., operating practices,, labor issues,
leadership behavior, celebrity endorsement
• Product / Service Risk• e.g., product defects, health issues, harm
through consumption, service delivery
Degrees of RiskWhat are the types of risks your organization is most exposed to – do you have a proactive risk management strategy across your company at each level of risk?
“A reputation risk is an event that can impact
stakeholder perceptions of the organization”
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15%
25%
50%
60%
55%
75%
95%
25%
32%
32%
35%
40%
54%
84%
21%
17%
36%
73%
69%
48%
88%
22%
24%
39%
49%
53%
58%
84%
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Marketing
Corporate Strategy
Corporate Branding
Legal
Enterprise Risk Management
CEO's Office
Corporate Communications/Public Affairs
% who strongly agree with statement
Overall US Europe Latin America
What function is responsible for managing reputation risk at your company?
Comms partners with Risk and Legal in the US, CEO and Brand partner in LA
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50%
41%
39%
45%
45%
39%
46%
49%
42%
40%
39%
39%
55%
40%
45%
50%
70%
30%
60%
43%
40%
60%
55%
45%
20% 30% 40% 50% 60% 70%
Our organization has developed internal competencies that enable us toidentify and anticipate the key reputation risks we face in our business
Our organization has established formal processes that enable us to assess theprobability that key reputation risks will materialize
Our organization has a formal methodology to assess the impact that keyreputation risks will have on our business if they materialize
Our organization has put in place a cross-functional governance structure tomanage the key reputation risks we face in our business
Our organization has a well-established structure for addressing and mitigatingkey reputation risks if they materialize
Our organization emphasizes the importance of protecting and defending ourcorporate reputation in our internal training, appraisal, and reward systems
% who strongly agree with statement
USA Latin America Europe Overall
How ready is your company to manage reputation risk?
LA leads in Risk structure maturity, US focuses on training and competency
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5%
5%
5%
15%
25%
20%
25%
2%
9%
5%
9%
12%
33%
30%
2%
5%
10%
2%
26%
21%
33%
3%
5%
9%
10%
17%
24%
33%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
More than 75%
51-75%
Don't Know
None
26-50%
10-25%
Less than 10%
% who strongly agree with statement
Overall US Europe Latin America
What percent of your external communications focus on reputation risk issues?
50% of US Firms spend <25% on Risk Communications, LA is opposite
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IDENTIFYING REPUTATION RISK: TWO PART DISCUSSION
IMPACT
Low
High
Low HighLIKELIHOOD
Reputation Impact Calibrating Reputation Risk
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1 Accounting malpractices 2 Bankruptcy fraud 3 CEO resignation after a financial scandal 4 Child labor in a supplier's factory 5 Delayed reporting of defects 6 Fraud and abuse allegations 7 Homophobic comments of top management8 Incoherent communication of corporate strategy 9 Labor strike in emerging market
10 Mandatory product recall 11 NGOs very critical against a plant 12 Price increase 13 Product fraud 14 Bribery of Public officials15 Repeated product recalls 16 Service changes and interruption 17 Sexual harassment 18 Strong layoffs 19 Unaware utilization of toxic packaging 20 Wage Renegotiation
Reputation Risk Matrix: CalibrationTop 20 Reputation Risks - Generalized
STATISTICAL MODELING OF RISK
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KEY QUESTIONS
1. What are the most significant reputation riskskeeping you up at night?
2. What is your company doing to mitigate risk – and what is it not doing?
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Proprietary & ConfidentialPage 36
CONTINGENCY PLANNING WORKSHEETCATEGORY: FINANCIALTOPIC: EMBEZZLEMENTSITUATIONOVERVIEW
The following plan covers the possibility of an individual executive (or group of executives) that are under investigation for embezzlement or financial fraud. This type of scenario would inherently involve outside law enforcement authorities and necessarily include the involvement of external financial resources (e.g. accounting and law firms) that would need to collaborate on Southwest’s response to the alleged incident
STATEMENT Southwest Airlines is cooperating with [law enforcement agency] in their investigation following the arrest of [executive(s) name(s)] under suspicion of [crime/charges description.] The employees involved in the alleged incident [have been placed on leave/terminated/other] as the investigation continues. Their job responsibilities have been reassigned …..
TALKINGPOINTS
• Southwest Airlines is cooperating with [law enforcement agency] in their investigation following the arrest of [executive(s) name(s)] under suspicion of [crime/charges description.] • The Employees involved in the alleged incident [have been placed on leave/terminated/other] as the investigation continues.
Q&A Q: What are the financial controls you have in place? A.Q: How was this matter brought to your attention? A. Q: Did you conduct background checks on the employee in question when he was hired?
IMPACTED AUDIENCES
Customers Employees Shareholders Vendors NYSE
CHANNELS Statement/News Release/TalkingPoints SWALife Message Read Before Lead NYSE Notification
POLICIES &RESOURCES
Guidelines for Employees Executive Succession Planning
INTERNALROUTING
Approvals: Communication, Investor Relations, CFO, Legal, Internal Audit, Corporate Security Distribution: Communicators, Vice Presidents, Board of Trustees
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Proprietary & ConfidentialPage 37
Playbook Operational Playbooks – Social Threats
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RLN Member Meeting:REPUTATION RISK
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Day 2 Agenda
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Reputation Leaders NetworkWelcome!
Winter RLN Meeting, St. PeteFebruary 1 - 2, 2016
RepTrak® is a registered trademark of Reputation Institute. Copyright © 2015 Reputation Institute. All rights reserved.
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Day 2 Agenda
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Day 2 Agenda
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2015-16 Reputation Leaders StudyA brief review and discussion
Winter RLN Meeting, St. PeteFebruary 2, 2016
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Reputation Leaders Study Review
Today’s Agenda
• Reputation Leaders Study Overview and Methodology• Reputation Management Organizational Structure• Reputation Progress Report• Reputation Link to Corporate Purpose • Reputation Risk
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Global Reputation Leaders Study - Overview and Methodology
2
RLS Participants Are Corporate Communications and Reputation Leaders
RepTrak® is a registered trademark of Reputation Institute. Copyright © 2015 Reputation Institute. All rights reserved.
CEO/ President/ MD/ Owner/ Board Member
4%
VP/ SVP/ CCO20%
Director/ Senior Director/ Head/ AVP
39%
Manager/ Senior Manager
23%
Other14%
RI surveyed over 150 senior Reputation and Corporate Communications executives across 20 countries to explore:
Organizing for reputation management Brand purpose and corporate narrative Communicating on Corporate Social Responsibility (CSR) Reputation risk management Return on reputation
Data collection: online survey - Sept. 2015-Jan. 2016
Respondent headquarters: Europe: ~50%, North America:~30%, Central/Latin America: ~15%, Other: ~5%
Respondent titles: • CEO/President/MD/Owner/Board Member -4%, VP/ SVP/ CCO - 20%,
Director/ Senior Director/Head/ AVP - 39%, Manager/Senior Manager -23%, Other - 14%. “Other” titles included Brand/Reputation Strategist, Reputation Officer, Communications Advisor, Marketing Leader
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Corporate Communications/
Public Affairs60%
Marketing9%
Corporate Strategy
7%
Other (HR, CEO's office, Legal, ERM, etc)24%
Functions Represented
Less than $1 billion22%
$1-5 billion28%$6-29 billion
27%
$30 billion or more23%
Company Size
Overview and Methodology - Continued
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Reputation Leaders Study Review
Today’s Agenda
• Reputation Leaders Study Overview and Methodology• Reputation Management Organizational Structure• Reputation Progress Report• Reputation Link to Corporate Purpose • Reputation Risk
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25%
45%
80%
80%
90%
35%
26%
46%
58%
81%
24%
23%
40%
62%
98%
30%
31%
50%
62%
88%
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Corporate Strategy
Marketing
CEO's Office
Corporate Branding
Corporate Communications/Public Affairs
% who strongly agree with statement
Overall US Europe Latin America
How responsible are each of these departments in managing your company’s reputation?
Communications leads, brand teams participate, marketing and strategy do not
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Reputation Leaders Study Review
Today’s Agenda
• Reputation Leaders Study Overview and Methodology• Reputation Management Organizational Structure• Reputation Progress Report• Reputation Link to Corporate Purpose • Reputation Risk
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20%
45%
50%
40%
30%
70%
30%
28%
39%
42%
56%
58%
48%
48%
43%
38%
52%
60%
35%
39%
43%
44%
52%
60%
10% 20% 30% 40% 50% 60% 70% 80%
Business case for reputation management; includingquantifying Return on Investment (ROI) of specific…
Knowledge: Improving our organizational competencyin reputation management/corporate communications
Corporate Social Responsibility (CSR): Improving ourreputation for CSR and sustainability
Managing reputational risk: improving our ability toeffectively manage reputational crises
Measuring our reputation across key stakeholders
Communicating: Articulating a cross-stakeholder, cross-market company narrative
% who strongly agree with statement
Overall US Europe Latin America
Where must your company make progress over the next 12 months to improve its reputation?
Multistakeholder communication and measurement dominate, ROI lags
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Reputation Leaders Study Review
Today’s Agenda
• Reputation Leaders Study Overview and Methodology• Reputation Management Organizational Structure• Reputation Progress Report• Reputation Link to Corporate Purpose • Reputation Risk
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59%
35%
41%
63%
42%
47%
41%
54%
49%
51%
26%
32%
63%
33%
40%
40%
47%
49%
65%
45%
50%
55%
55%
60%
50%
65%
65%
76%
43%
60%
83%
57%
67%
55%
60%
50%
10% 20% 30% 40% 50% 60% 70% 80% 90%
Consistent commitment and reiteration of core value by senior leadership
Corporate performance metrics tied to core values
Personal performance metrics tied to core values
Internal policies and codes of conduct developed to articulate company's…
Training provided to employees on company's core values
Core values emphasized in recruitment materials/ activities
Internal processes and controls set up to ensure employee adherence to…
Company marketing materials and corporate communications reflect its…
Proactively communicating externally on company's core values
% who strongly agree with statement
USA Latin America Europe Overall
What mechanisms are in place to ensure the company’s purpose and values are clearly and consistently demonstrated in how it acts and does business?
Internal communications and recruiting dominate, external comms lags
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Reputation Leaders Study Review
Today’s Agenda
• Reputation Leaders Study Overview and Methodology• Reputation Management Organizational Structure• Reputation Progress Report• Reputation Link to Corporate Purpose • Reputation Risk
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15%
25%
50%
60%
55%
75%
95%
25%
32%
32%
35%
40%
54%
84%
21%
17%
36%
73%
69%
48%
88%
22%
24%
39%
49%
53%
58%
84%
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Marketing
Corporate Strategy
Corporate Branding
Legal
Enterprise Risk Management
CEO's Office
Corporate Communications/Public Affairs
% who strongly agree with statement
Overall US Europe Latin America
What function is responsible for managing reputation risk at your company?
Comms partners with Risk and Legal in the US, CEO and Brand partner in LA
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50%
41%
39%
45%
45%
39%
46%
49%
42%
40%
39%
39%
55%
40%
45%
50%
70%
30%
60%
43%
40%
60%
55%
45%
20% 30% 40% 50% 60% 70%
Our organization has developed internal competencies that enable us toidentify and anticipate the key reputation risks we face in our business
Our organization has established formal processes that enable us to assess theprobability that key reputation risks will materialize
Our organization has a formal methodology to assess the impact that keyreputation risks will have on our business if they materialize
Our organization has put in place a cross-functional governance structure tomanage the key reputation risks we face in our business
Our organization has a well-established structure for addressing and mitigatingkey reputation risks if they materialize
Our organization emphasizes the importance of protecting and defending ourcorporate reputation in our internal training, appraisal, and reward systems
% who strongly agree with statement
USA Latin America Europe Overall
How ready is your company to manage reputation risk?
LA leads in Risk structure maturity, US focuses on training and competency
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5%
5%
5%
15%
25%
20%
25%
2%
9%
5%
9%
12%
33%
30%
2%
5%
10%
2%
26%
21%
33%
3%
5%
9%
10%
17%
24%
33%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
More than 75%
51-75%
Don't Know
None
26-50%
10-25%
Less than 10%
% who strongly agree with statement
Overall US Europe Latin America
What percent of your external communications focus on reputation risk issues?
50% of US Firms spend <25% on Risk Communications, LA is opposite
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Next Steps for the Reputation Leaders Study
RLS Client Webcast: March, 2016RLS Report published March 2016RLS results presented as part of 2016 Pulse deliveryRLS 2016-2017: Winter 2016
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RLN Member Meeting:Reputation Leaders Study
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Applying Reputation Insight to Communication:Reputation Institute RLN Member Meeting
St. Petersburg, FL1st February, 2016
59
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Do
60
Say
Are
CORPORATE BRAND PURPOSE: INSPIRING COMMUNICATION STRATEGY
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Do
61
Say
Are
Brand Expression
Touchpoints
Content
COMMUNICATING WITH PURPOSE: ACTIONABLE OUTCOMES
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62
MULTIPLIER EFFECT OF COPRPORATE COMMUNICATION
ReputationCommunication
Brand Expression
Touchpoints*
ContentPerception
SayX
Isolating The Core Variables of Corporate Communications
*includes paid, owned, and earned media impressions
Corporate Brand
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63
THE IMPACT OF BRAND EXPRESSION
Reliable, secure, hardworking
Friendly, pleasant, open, straightforward
Ambitious, achievement-oriented, leading
Imaginative, up-to-date, exciting, innovative
Honest, sincere, trustworthy, socially responsible
Technical, corporate
Cool, trendy, young
Masculine, tough, rugged
Concerned, reassuring, supportive
Prestigious, exclusive
Casual, simple, easygoing
Charming, stylish, elegant
Extroverted, daring
Inward-looking, authoritarian
Arrogant, aggressive
Snobby, elitist
Delivers on its promise
Meets needs of customers
Welcomes open discussions
Appears genuine
Open about activities
Delivers consistent experience
Stands out
Brand Expressiveness
Brand Personality
Manner and Tone of Corporate Communications
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Delivers a consistent experience
Stands out from the crowd
Meets the needs of its customers
Appears genuine
Communicates often
Welcomes open discussion
Provides sufficient information about its activities
Please select a number from “1” to “7” where “1” means “I strongly disagree” and “7” means “I strongly agree”: communicates often, stands out from the crows, delivers a consistent experience, provides sufficient information about its activities, appears genuine about what it says and what it stands for, welcomes open discussion with outside audience about its activities, delivers on its promise.
64
30%
26%
34%
52%
46%
47%
59%
- Company A -
BRAND EXPRESSION: MANNER OF COPORATE COMMUNICATON
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65Of the terms you selected, which 5 do you most strongly associate with the company? Please select 5 items.
PERSONALITY TRAITS% of respondents
who perceive Company A as..
POSITIVE IMPACT
Friendly 40%
Exciting 14%
Hardworking 42%
Honest 26%
Imaginative 17%
Intelligent 23%
Responsible 33%
+8
+8
+6
+6
+6
+6
+6
PERSONALITY TRAITS
% of respondentswho perceive
Company A as..
NEGATIVE IMPACT
Boring 4%
Arrogant 3%
Aggressive 10%
-25
-17
-6
BRAND EXPRESSION: THE TONE OF COPORATE COMMUNICATON
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Significant positive reputation impactSignificant negative reputation impactNo significant reputation impact
~
67%
68%
n=517
EXPERIENCE RECALL* REP IMPACT
Someone whose opinion I value that does not work for the company
Social media postings (e.g. Facebook, Twitter, Linkedin, etc.) by someone who does not work for company
A story by an industry expert or thought leader
Local newspaper or associated website
Radio program
Local TV news or their associated website
National TV news or associated website
Magazines or periodicals
69%
74%
64%
64%
68%
77%
National newspaper or associated website
72%
+14
~
~
~
+15
~
~
~
TOUCH POINTS
+7
28%
43%
EXPERIENCE RECALL* REP IMPACT
39%
40%
43%
34%
47%
49%
50%
~
~
+7
-8
+5
~
~
~
+8
36%
52%
43%
44%
48%
43%
55%
59%
55%
~
~
~
-7
+8
~
~
+7
+9
33%
52%
44%
45%
50%
45%
53%
54%
56%
+9
~
~
~
~
~
~
~
EXPERIENCE RECALL* REP IMPACT
EXPERIENCE RECALL* REP IMPACT
66
TOUCHPOINT: REPUTATION IMPACT BY COMMUNICATION CHANNEL
- Company A - - Company B - - Company C - - Company D -
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67
ATTRIBUTES
Leadership 1 Has a legacy of fostering traditions and heritage 53% 71.4
Citizenship 2 Embraces local cultures 48% 69.8
Products & Services 3 Offers products that can be part of a healthy lifestyle 41% 62.5
Citizenship 4 Has a positive influence on society 44% 67.0
Workplace 5 Rewards its employees fairly 42% 70.4
Governance 6 Is open and transparent about the way the company operates 44% 67.3
Products & Services 7 Offers high quality products 57% 73.4
Governance 8 Is fair in the way it does business 46% 68.5
Products & Services 9 Products provide good value for the money 53% 70.6
Governance 10 Behaves ethically 48% 69.8
DIMENSIONS SCORE
*Top reputation drivers ranked by the impact on Comoany A’s reputationWe would like you to examine some specific statements, and indicate how well you think they describe the company. Please select a number from “1” to “7” where “1” means “Does not describe well” and “7” means “Describes very well”.
% of AGREE
CONTENT: TOP DIMENSIONAL DRIVERS OF REPUTATION
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Reducing harmful alcohol consumption
Preventing drunk driving
9 – Fostering sustainable agriculture practices
8 – Conserving and protecting water
7 – Using environmentally friendly packaging
6 – Ensuring responsible advertising, labeling, and packaging
5 – Being energy efficient
4 – Helping victims of natural disasters
Preventing underage drinking
15 – Promoting environmental sustainability
14 – Supporting local economic development
13 – Advancing research and innovation in the product it makes
12 – Improving road traffic safety
11 – Celebrating local heritage and culture
10 – Enhancing safety in the workplace
123
Together, the top 3 issuesimpact over
65%of respondents
68Max Diff: Below is a list of issues that alcohol beverage companies can be involved in. Please review the options and select the one that you think is the most important for alcohol beverage companies to be involved in and the one that you think is the least important for alcohol beverage companies to be involved in.
CONTENT: ISSUES THAT MATTER MOST
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KEY QUESTIONS: HOW TO OPTIMIZE CORPORATE COMMUNICATION
1. Who are the most influential stakeholders to focus on – where is the tipping point?
2. How do we optimally engage them – manner and tone?
3. What are the most impactful channels, content stories, and issues for messaging?
Perception
CommunicationSay
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70
REPTRAK AS A MEASUREMENT INSTRUMENT
Reputation
Perception
CommunicationSay
How to Understand The Cause And The Effect?
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Corporate Brand Purpose, Communications Strategy, And Reputation
71
Reputation
Perception
MEASURING THE IMPACT OF CORPORATE COMMUNICATION
CommunicationSay
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Key Opportunities• Protect and further strengthen our competitive advantage on the top driver
of Governance.
Governance is a priority for our key stakeholders
+
We are known for our ethical practices and outperform
National Banks
= Governanceas a
Competitive Advantage
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• Community = Acceptable way to story tell
your ethics and governance
• Stories can work well
• Consistency is key
• Don’t ignore the non-verbal cues
• Leverage and nurture high employee
engagement
Communication
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Amazon and Subway:A Tale of Two CrisesA reputation risk discussion and workshop
Winter RLN Meeting, St. PeteFebruary 2, 2016
RepTrak® is a registered trademark of Reputation Institute. Copyright © 2015 Reputation Institute. All rights reserved.
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2015 US RepTrak® 100 : The Most Reputable Companies – MAY 2015
Rank Company 2015 RepTrak® Pulse Score
1 Amazon.com 84.082 Kellogg's 81.503 LEGO 81.494 Fruit of the Loom 81.235 Campbell Soup Company 80.296 Levi Strauss & Co. 80.257 Snap-on 80.098 Hershey Company 80.009 Panera Bread 80.00
10 Briggs & Stratton Corp. 79.8911 UPS 79.6812 Clorox 79.3013 BMW 79.2914 The Walt Disney Company 79.2415 Netflix 79.0516 Kraft Foods Group Inc. 79.0117 FedEx 78.8218 3M 78.4419 Dunkin' Brands, Inc. 78.4420 Publix Super Markets Inc. 78.3621 Whole Foods 78.1522 Tupperware 78.0823 Hasbro 78.0024 Under Armour 77.8925 Tiffany & Co. 77.85
Rank Company 2015 RepTrak® Pulse Score 26 General Mills 77.7627 Harley-Davidson 77.7528 Samsung Electronics 77.73
29 Hallmark 77.59
30 Lavazza 77.5631 Shire Ltd. 77.5532 Costco Wholesale 77.5233 Michelin 77.4934 Subway 77.3835 Tesla Motors 77.2136 Krispy Kreme 77.2137 Sony 77.1138 Nikon 77.0639 Baskin-Robbins 77.0640 La-Z-Boy Inc. 76.9841 Ferrari 76.8442 Cummins Inc. 76.8443 J.M. Smucker Company 76.83
44 Hewlett-Packard 76.66
45 Pizza Hut 76.6246 Microsoft 76.6047 Lowe's Home Improvement 76.5848 Unilever 76.5349 Eni 76.53
50 Kohler 76.51
POOR
<40AVERAGE
60-69EXCELLENT
>80STRONG
70-79WEAK
40-59
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2015 US RepTrak® 100 : The Most Reputable Companies in the US
Rank Company 2015 RepTrak® Pulse Score
1 Amazon.com 84.082 Kellogg's 81.503 LEGO 81.494 Fruit of the Loom 81.235 Campbell Soup Company 80.296 Levi Strauss & Co. 80.257 Snap-on 80.098 Hershey Company 80.009 Panera Bread 80.00
10 Briggs & Stratton Corp. 79.8911 UPS 79.6812 Clorox 79.3013 BMW 79.2914 The Walt Disney Company 79.2415 Netflix 79.0516 Kraft Foods Group Inc. 79.0117 FedEx 78.8218 3M 78.4419 Dunkin' Brands, Inc. 78.4420 Publix Super Markets Inc. 78.3621 Whole Foods 78.1522 Tupperware 78.0823 Hasbro 78.0024 Under Armour 77.8925 Tiffany & Co. 77.85
Rank Company 2015 RepTrak® Pulse Score
26 General Mills 77.7627 Harley-Davidson 77.7528 Samsung Electronics 77.73
29 Hallmark77.59
30 Lavazza 77.5631 Shire Ltd. 77.5532 Costco Wholesale 77.5233 Michelin 77.4934 Subway 77.3835 Tesla Motors 77.2136 Krispy Kreme 77.2137 Sony 77.1138 Nikon 77.0639 Baskin-Robbins 77.0640 La-Z-Boy Inc. 76.9841 Ferrari 76.8442 Cummins Inc. 76.8443 J.M. Smucker Company 76.83
44 Hewlett-Packard 76.66
45 Pizza Hut 76.6246 Microsoft 76.6047 Lowe's Home Improvement 76.5848 Unilever 76.5349 Eni 76.53
50 Kohler 76.51
POOR
<40AVERAGE
60-69EXCELLENT
>80STRONG
70-79WEAK
40-59
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2015 US RepTrak® 100 : The Most Reputable Companies in the US
Rank Company 2015 RepTrak® Pulse Score
1 Amazon.com 84.082 Kellogg's 81.503 LEGO 81.494 Fruit of the Loom 81.235 Campbell Soup Company 80.296 Levi Strauss & Co. 80.257 Snap-on 80.098 Hershey Company 80.009 Panera Bread 80.00
10 Briggs & Stratton Corp. 79.8911 UPS 79.6812 Clorox 79.3013 BMW 79.2914 The Walt Disney Company 79.2415 Netflix 79.0516 Kraft Foods Group Inc. 79.0117 FedEx 78.8218 3M 78.4419 Dunkin' Brands, Inc. 78.4420 Publix Super Markets Inc. 78.3621 Whole Foods 78.1522 Tupperware 78.0823 Hasbro 78.0024 Under Armour 77.8925 Tiffany & Co. 77.85
Rank Company 2015 RepTrak® Pulse Score
26 General Mills 77.7627 Harley-Davidson 77.7528 Samsung Electronics 77.73
29 Hallmark77.59
30 Lavazza 77.5631 Shire Ltd. 77.5532 Costco Wholesale 77.5233 Michelin 77.49
34 Subway 77.3835 Tesla Motors 77.2136 Krispy Kreme 77.2137 Sony 77.1138 Nikon 77.0639 Baskin-Robbins 77.0640 La-Z-Boy Inc. 76.9841 Ferrari 76.8442 Cummins Inc. 76.8443 J.M. Smucker Company 76.83
44 Hewlett-Packard 76.66
45 Pizza Hut 76.6246 Microsoft 76.6047 Lowe's Home Improvement 76.5848 Unilever 76.5349 Eni 76.53
50 Kohler 76.51
POOR
<40AVERAGE
60-69EXCELLENT
>80STRONG
70-79WEAK
40-59
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US CSR RepTrak® 100 Ranking: The Top 25
POOR
<40AVERAGE
60-69EXCELLENT
>80STRONG
70-79WEAK
40-59
CSR Reputation Rank Company2015 U.S. CSR RepTrak®
Score
1 Amazon.com (Q1 2015) 84.052 LEGO Group 79.793 Levi Strauss & Co. 78.57
4 BMW 78.22
5 Schneider Electric 77.60
6 Sanofi (former Sanofi-Aventis) 77.40
7 Snap-on 77.23
8 Panera Bread 76.55
9 Shire Ltd 76.45
10 Harley-Davidson 76.40
11 Lavazza 76.37
12 The Walt Disney Company 76.31
13 Hershey Company 76.24
14 Briggs & Stratton Corp. 76.06
15 UPS 75.99
16 Kellogg Company 75.87
17 Hasbro 75.48
18 Subway (Q1 2015) 75.4319 Google 75.42
20 Ahold 75.29
21 Campbell Soup Company 75.17
22 Visa 75.16
23 FedEx 75.13
24 Microsoft 75.06
25 Whole Foods Market 75.00
2015 U.S. RepTrak® Drivers:
18.0%
13.4%
12.8%
14.0%
15.5%
13.1%
13.2%
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US CSR RepTrak® 100 Ranking: The Top 25
POOR
<40AVERAGE
60-69EXCELLENT
>80STRONG
70-79WEAK
40-59
CSR Reputation Rank Company2015 U.S. CSR RepTrak®
Score
1 Amazon.com (Q1 2015) 84.052 LEGO Group 79.793 Levi Strauss & Co. 78.57
4 BMW 78.22
5 Schneider Electric 77.60
6 Sanofi (former Sanofi-Aventis) 77.40
7 Snap-on 77.23
8 Panera Bread 76.55
9 Shire Ltd 76.45
10 Harley-Davidson 76.40
11 Lavazza 76.37
12 The Walt Disney Company 76.31
13 Hershey Company 76.24
14 Briggs & Stratton Corp. 76.06
15 UPS 75.99
16 Kellogg Company 75.87
17 Hasbro 75.48
18 Subway (Q1 2015) 75.4319 Google 75.42
20 Ahold 75.29
21 Campbell Soup Company 75.17
22 Visa 75.16
23 FedEx 75.13
24 Microsoft 75.06
25 Whole Foods Market 75.00
• In 2015, Amazon was the only US company to receive an “Excellent” (>80) CSR reputation score, and led the US in all 3 CSR dimensions.
• Subway vaulted from 34th (overall reputation) to 18th
(CSR reputation) in the US
• #2 in industry in Workplace, tied for 1st in Governance, #1 in Citizenship.
• Other than Panera (76.5), there was no other restaurant in the top 50. Chipotle was next at #72.
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Reputation Crisis #1:
Amazon
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The 2015 Amazon Reputation Crisis How They Responded
What happened?
“This is not the Amazon I Know”
Amazon CEO Jeff Bezos
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POOR
<40AVERAGE
60-69EXCELLENT
>80STRONG
70-79WEAK
40-59 CSR RepTrak® scores that differ by more than +/- 3.1 are significantly different at the 95% confidence level.
Pulse scores are based on questions measuring Trust, Admiration & Respect, Good Feeling and Overall Esteem (captured in the Pulse score on a 0-100 scale).
RepTrak® is a registered trademark of Reputation Institute. Copyright © 2015 Reputation Institute. All rights reserved.
CSR Reputation Rank Company2015 U.S. CSR RepTrak®
Score
1 Amazon.com (Q1 2015) 81.842 LEGO Group 79.79
3 Levi Strauss & Co. 78.57
4 BMW 78.22
5 Schneider Electric 77.60
6 Sanofi (former Sanofi-Aventis) 77.40
7 Snap-on 77.23
8 Panera Bread 76.55
9 Shire Ltd 76.45
10 Harley-Davidson 76.40
11 Lavazza 76.37
12 The Walt Disney Company 76.31
13 Hershey Company 76.24
14 Briggs & Stratton Corp. 76.06
15 UPS 75.99
16 Kellogg Company 75.87
17 Hasbro 75.48
18 Subway (Q1 2015) 75.43
19 Google 75.42
20 Ahold 75.29
21 Campbell Soup Company 75.17
22 Visa 75.16
23 FedEx 75.13
24 Microsoft 75.06
25 Whole Foods Market 75.00
Q1 score
Q4 RepTrak® CSR Score: 72.5(-9.34)
US CSR RepTrak® Ranking: September 2015
#82
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1. What should Amazon have done in advance to prepare for this potential reputation risk?
2. How would you have handled this crisis situation (differently) had you been in charge? Present to the group your proposed (re)action plan.
3. Would you focus on any specific actions/stakeholder groups? How and what would you do?
Amazon Crisis Management
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Reputation Crisis #2:
Subway
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2015 US RepTrak® 100 : The Most Reputable Companies in the US
Rank Company 2015 RepTrak® Pulse Score
1 Amazon.com 84.082 Kellogg's 81.503 LEGO 81.494 Fruit of the Loom 81.235 Campbell Soup Company 80.296 Levi Strauss & Co. 80.257 Snap-on 80.098 Hershey Company 80.009 Panera Bread 80.00
10 Briggs & Stratton Corp. 79.8911 UPS 79.6812 Clorox 79.3013 BMW 79.2914 The Walt Disney Company 79.2415 Netflix 79.0516 Kraft Foods Group Inc. 79.0117 FedEx 78.8218 3M 78.4419 Dunkin' Brands, Inc. 78.4420 Publix Super Markets Inc. 78.3621 Whole Foods 78.1522 Tupperware 78.0823 Hasbro 78.0024 Under Armour 77.8925 Tiffany & Co. 77.85
Rank Company 2015 RepTrak® Pulse Score
26 General Mills 77.7627 Harley-Davidson 77.7528 Samsung Electronics 77.73
29 Hallmark77.59
30 Lavazza 77.5631 Shire Ltd. 77.5532 Costco Wholesale 77.5233 Michelin 77.49
34 Subway 77.3835 Tesla Motors 77.2136 Krispy Kreme 77.2137 Sony 77.1138 Nikon 77.0639 Baskin-Robbins 77.0640 La-Z-Boy Inc. 76.9841 Ferrari 76.8442 Cummins Inc. 76.8443 J.M. Smucker Company 76.83
44 Hewlett-Packard 76.66
45 Pizza Hut 76.6246 Microsoft 76.6047 Lowe's Home Improvement 76.5848 Unilever 76.5349 Eni 76.53
50 Kohler 76.51
POOR
<40AVERAGE
60-69EXCELLENT
>80STRONG
70-79WEAK
40-59
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US CSR RepTrak® 100 Ranking: The Top 25
POOR
<40AVERAGE
60-69EXCELLENT
>80STRONG
70-79WEAK
40-59
CSR Reputation Rank Company2015 U.S. CSR RepTrak®
Score
1 Amazon.com (Q1 2015) 84.05
2 LEGO Group 79.79
3 Levi Strauss & Co. 78.57
4 BMW 78.22
5 Schneider Electric 77.60
6 Sanofi (former Sanofi-Aventis) 77.40
7 Snap-on 77.23
8 Panera Bread 76.55
9 Shire Ltd 76.45
10 Harley-Davidson 76.40
11 Lavazza 76.37
12 The Walt Disney Company 76.31
13 Hershey Company 76.24
14 Briggs & Stratton Corp. 76.06
15 UPS 75.99
16 Kellogg Company 75.87
17 Hasbro 75.48
18 Subway (Q1 2015) 75.4319 Google 75.42
20 Ahold 75.29
21 Campbell Soup Company 75.17
22 Visa 75.16
23 FedEx 75.13
24 Microsoft 75.06
25 Whole Foods Market 75.00
• In 2015, Amazon was the only US company to receive an “Excellent” (>80) CSR reputation score, and led the US in all 3 CSR dimensions.
• Subway vaulted from 34th to 18th overall in the US
• #2 in industry in Workplace, tied for 1st in Governance, #1 in Citizenship.
• Other than Panera (76.5), there was no other restaurant in the top 50. Chipotle was next at #72.
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REPUTATION RISK MANAGEMENT
The 2015 Subway Reputation Crisis How They Responded
What happened?
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Subway’s Reputation Over Time
77.38
71.35
65.0
67.0
69.0
71.0
73.0
75.0
77.0
79.0
81.0
83.0
85.0
Q1 2015 Q3 2015
RepT
rak®
Pulse
Sco
re
RepTrak® Pulse ScoresSubway
Subway RepTrak® Pulse
Subway’s reputation plummeted 6 points
in Q3 2015
#159
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POOR
<40AVERAGE
60-69EXCELLENT
>80STRONG
70-79WEAK
40-59
CSR Reputation Rank Company2015 U.S. CSR RepTrak®
Score
1 Amazon.com (Q1 2015) 81.84
2 LEGO Group 79.79
3 Levi Strauss & Co. 78.57
4 BMW 78.22
5 Schneider Electric 77.60
6 Sanofi (former Sanofi-Aventis) 77.40
7 Snap-on 77.23
8 Panera Bread 76.55
9 Shire Ltd 76.45
10 Harley-Davidson 76.40
11 Lavazza 76.37
12 The Walt Disney Company 76.31
13 Hershey Company 76.24
14 Briggs & Stratton Corp. 76.06
15 UPS 75.99
16 Kellogg Company 75.87
17 Hasbro 75.48
18 Subway (Q1 2015) 75.4319 Google 75.42
20 Ahold 75.29
21 Campbell Soup Company 75.17
22 Visa 75.16
23 FedEx 75.13
24 Microsoft 75.06
25 Whole Foods Market 75.00
Q1 score
Q4 RepTrak® CSR Score: 69.32(-6.11)
US CSR RepTrak® Ranking: September 2015
#150
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A Tale of Reputational Crisis
Subway’s 2015 CSR Dimension Scores: Q1 – Q3
All 3 CSR dimensions dropped significantly, led by citizenship and governance, which dropped over 6 points.
73.01
67.76
75.83
69.49
77.45
70.76
64
66
68
70
72
74
76
78
80
Q1 Q3
REPT
RAK®
SCO
RE
Workplace Governance Citizenship
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RepTrak® Pulse links to Supportive Behavior
77.4
71.4
66.0%
56.2%
25%
30%
35%
40%
45%
50%
55%
60%
65%
70%
75%
65
67
69
71
73
75
77
79
81
83
85
Q1 2015 Q3 2015
% w
ho w
ould
say
som
ethi
ng p
ositi
ve a
bout
Sub
way
RepT
rak®
Pulse
Sco
re
“I would recommend Subway”
Subway RepTrak® Pulse
% who would recommend company
Say Something PositiveStrongly Disagree Tripled
Willingness to Buy: Strongly disagree tripled
Willingness to Trust: Strongly disagree quadrupled
Benefit of Doubt:Strongly disagree increased 5X
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1. What should Amazon have done in advance to prepare for this potential reputation risk?
2. How would you have handled this crisis situation (differently) had you been in charge? Present to the group your proposed (re)action plan.
3. Would you focus on any specific actions/stakeholder groups? How and what would you do?
Subway Crisis Management
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Post Reputation Crisis Activity
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Amazon’s Reputation Post-Crisis
While Amazon’s reputation plummeted
in Q3, it rapidly recovered by year’s end
79.95
82.9084.08
78.40
84.90
70.0
72.0
74.0
76.0
78.0
80.0
82.0
84.0
86.0
88.0
90.0
2013 2014 Jan-15 Sep-15 Dec-15
RepT
rak®
Pulse
Sco
re
RepTrak® Pulse Scores:Amazon.com
Amazon
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Amazon’s Pulse Has Recovered, but their CSR scores have not
84.1
81.180.3
85.083.5
84.1
84.4
84.08
January 2015
CSR Index: 81.84
83.1
69.272.8
80.477.3
74.1
77.3
78.40
September 2015
CSR Index: 72.10
85.4
77.178.9
81.482.0
77.2
82.4
84.90
December 2015
CSR Index: 77.80
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Reputation Tracker: Spotlight on “Workplace”
56.9%
30.7%
44.7%
21.5%
26.0%
18.0%
1.3%
2.9%
1.9%
20.3%
40.4%
35.4%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Jan-15
Sep-15
Dec-15
Agree Somewhat Agree Do Not Agree Not Sure
44.7% of respondents agree Amazon is a good place to work, compared with 56.9% last January
“Company is a good place to work – maintains an environment that shows concern for employees and for treating and rewarding them fairly”
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1. What other reputation risks do you think Amazon has? Name them and tell us why/how they could impact the business.
2. How would you internally sell the importance of a proactive risk management and communications strategy for these risks? Pick one, and give us your pitch.
Amazon Post-Crisis: An Embarrassment of Riches (Table 5-6)
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Subway Post-Crisis
https://www.youtube.com/watch?v=TR8qmmuZvUE
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1. Do you agree with this direction by Subway?
2. What do you like about it? What do you not like? What are the risks?
3. What other reputation risks do you think Subway has? Name them and tell us why/how they could impact the business.
4. How would you internally sell the importance of a proactive risk management and communications strategy for these risks? Pick one, and give us your pitch.
Subway: Post Crisis
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ChinaPreview of Our Reputation Findings
Winter RLN Meeting, St. PeteFebruary 2, 2016
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China Opportunity
• > 1.3 billion residents today, with a rapidly growing middle class
• The United Nations Population Division and Goldman Sachs predict China will have 1.4 billion middle-class consumers by 2030, compared to a forecast of 365 million in the U.S.
• 7% GDP growth in 2015
• Economy is shifting from reliance on exports to domestic consumption
• Predictions align on China overtaking the US economy (GDP) by 2021
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2016 China RepTrak® 100 : The Most Reputable Companies in China (1-50)
Rank Company 2016 RepTrak® Pulse Score 1 Intel 76.62 Rolex 76.13 Porsche 75.84 Rolls-Royce Aerospace 74.85 SAP 74.46 Daimler (Mercedes-Benz) 74.47 Siemens 74.48 Dell 74.39 Michelin 74.2
10 Huawei 74.211 BMW 74.012 Amazon.com 74.013 Microsoft 74.014 Nestlé 73.315 Sanofi 73.316 Giorgio Armani Group 73.317 General Motors 73.218 Airbus 72.519 Procter & Gamble 72.520 Gucci 72.321 China Merchants Bank 72.322 Panasonic 72.223 IBM 72.224 Nokia 72.225 Swatch Group 72.1
Rank Company 2016 RepTrak® Pulse Score 26 Facebook 72.127 Philips Electronics 72.128 Hilton Worldwide 72.129 Abbott Laboratories 72.030 Kraft Heinz Company 71.931 Exxon Mobil 71.832 Pirelli 71.833 Alibaba 71.734 Nescafé 71.535 LG Corporation 71.436 Johnson & Johnson 71.437 Tsingtao Brewery 71.438 Christian Dior 71.339 Hewlett Packard Enterprise 71.240 Apple 71.241 Boeing 71.142 Danone 71.043 The Walt Disney Company 71.044 Air Canada 70.945 Bayer 70.846 Deutsche Lufthansa 70.847 Unilever 70.848 Robert Bosch 70.749 Shell 70.750 SAS (Scandinavian Airlines) 70.7
POOR
<40AVERAGE
60-69EXCELLENT
>80STRONG
70-79WEAK
40-59
RepTrak® is a registered trademark of Reputation Institute. Copyright © 2016Reputation Institute. All rights reserved.
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2016 China RepTrak® 100 : The Most Reputable Companies in China (51-100)
Rank Company 2016 RepTrak® Pulse Score
51 Frito-Lay 70.752 IKEA 70.7
53 LVMH Group (Louis Vuitton -Moët Hennessy) 70.7
54 Gillette 70.555 USAA 70.556 Heineken 70.557 Visa 70.458 Novartis 70.459 Nike 70.460 The Coca-Cola Company 70.361 Hertz Global Holdings 70.362 General Electric 70.263 HSBC 70.264 LinkedIn 70.265 Mastercard 70.266 FedEx 70.267 Hershey Company 70.168 Deere & Co. 70.169 Pillsbury Company 70.170 Schneider Electric 70.171 Citibank 70.172 ConAgra Foods 70.173 Sharp 69.974 InterContinental Hotels Group 69.975 The Estée Lauder Companies 69.8
Rank Company 2016 RepTrak® Pulse Score 76 HJ Heinz 69.677 Colgate-Palmolive 69.678 Air China 69.579 PepsiCo 69.580 LEGO Group 69.481 Hugo Boss 69.482 L'Oréal 69.3
83 Mondelēz International (formerKraft Foods Inc.) 69.2
84 Whirlpool 69.185 Metro Group 69.086 Canon 69.087 Oracle 69.088 UPS 68.989 State Farm Insurance 68.890 Ford Motor 68.891 Mars 68.892 Goodyear 68.793 Avis Budget Group 68.694 Volvo Group 68.695 Valero Energy 68.596 Carlsberg Group 68.497 Clorox 68.498 Xerox 68.399 Bristol-Myers Squibb 68.3
100 Adidas Group 68.3
POOR
<40AVERAGE
60-69EXCELLENT
>80STRONG
70-79WEAK
40-59
RepTrak® is a registered trademark of Reputation Institute. Copyright © 2015 Reputation Institute. All rights reserved.
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2016 China RepTrak® 100 : Top 20 US Companies in China
Rank Company 2016 RepTrak® Pulse Score
1 Intel 76.62 Dell 74.33 Amazon.com 74.04 Microsoft 74.05 General Motors 73.26 Procter & Gamble 72.57 IBM 72.28 Facebook 72.19 Hilton Worldwide 72.1
10 Abbott Laboratories 72.011 Kraft Heinz Company 71.912 Exxon Mobil 71.813 Johnson & Johnson 71.414 Hewlett Packard Enterprise 71.215 Apple 71.216 Boeing 71.117 The Walt Disney Company 71.018 Unilever 70.819 Shell 70.720 Frito-Lay 70.7
POOR
<40AVERAGE
60-69EXCELLENT
>80STRONG
70-79WEAK
40-59
RepTrak® is a registered trademark of Reputation Institute. Copyright © 2016Reputation Institute. All rights reserved.
Strong showing for US B2B companies
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2016 China RepTrak® 100 : Top 20 Chinese Companies in China
Rank Company 2016 RepTrak® Pulse Score
1 Huawei 74.22 China Merchants Bank 72.33 Alibaba 71.74 Tsingtao Brewery 71.45 Air China 69.56 China CNK 67.47 China Construction Bank 67.38 Hutchison Whampoa 67.19 Jardine Matheson 66.8
10 Tasly 66.511 Bank of Communications 66.412 SDIC Power 66.013 Industrial and Commercial Bank
of China 65.7
14 Bank of China 65.515 China Eastern Airlines 65.116 SAIC Motor 64.417 Hainan Airlines 64.418 Shanghai Pharmaceuticals 64.419 China CITIC Bank 63.820 Baidu 63.7
POOR
<40AVERAGE
60-69EXCELLENT
>80STRONG
70-79WEAK
40-59
RepTrak® is a registered trademark of Reputation Institute. Copyright © 2016Reputation Institute. All rights reserved.
Lower overall scores compared to US companies
Broad mix of industries represented
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Reputation Drivers : US vs China
2015 US RepTrak® Drivers
18.0%
13.4%
12.8%
14.0%
15.5%
13.1%
13.2%
2016 China RepTrak® Drivers
16.3%
13.6%
14.2%
13.9%
14.5%
13.8%
13.7%
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Reputation Drivers : Global vs China
2015 Global RepTrak® Drivers
18.3%
13.4%
12.9%
13.4%
14.3%
13.8%
13.9%
2016 China RepTrak® Drivers
16.3%
13.6%
14.2%
13.9%
14.5%
13.8%
13.7%
2015 Asia Pacific RepTrak® Drivers
17.3%
13.5%
13.2%
13.9%
14.5%
13.9%
13.6%
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3M: China vs US
2016 China
63.8
58.9
64.0
60.564.4
61.9
65.5
2015 US
66.3
80.2
75.3
76.0
72.873.8
75.6
78.378.412.1
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Intel: China vs US
2016 China
77.7
70.2
71.7
71.070.3
69.3
71.2
2015 US
76.6
80.1
72.1
75.1
69.473.1
76.9
79.175.01.6
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2016 China : Alibaba vs Google
64.9
69.5
73.5
67.667.3
73.3
75.371.7
65.7
65.1
63.7
58.860.9
64.2
67.167.1
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2016 China : Adidas, Levi Strauss, Nike, Under Armour
64.7
58.9
62.4
61.464.8
63.4
62.868.3
64.0
61.6
66.7
64.562.5
65.6
64.464.9
69.2
65.9
68.7
64.365.2
68.6
67.270.4
68.4
64.6
65.8
63.662.6
61.9
66.567.2
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Reputations in China: Next Steps
• March publication and webinar
• We will send the final report to all RLN members
• Reach out to any of us if interested in a more in-depth discussion of the findings after this workshop
• China RepTrak® Tracker is available
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New Market Challenges:Reputation Institute RLN Member Meeting
St. Petersburg, FL2nd February, 2016
113
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“NEW MARKET” REPUTATION MEAUREMENT CHALLENGES
New Segments
M&A
New Stakeholders
New Geographies
Easier
Easier Harder
Harder
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“NEW MARKET” REPUTATION MEAUREMENT CHALLENGES
New StakeholderNew Geographies
New SegmentsM&A
Easier
Easier Harder
Harder
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“NEW MARKET” REPUTATION MEAUREMENT CHALLENGES
New StakeholderNew Geographies
New SegmentsM&A
Easier
Easier Harder
Harder
Hardest:Developing markets
represent the biggest need and challenge
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“NEW MARKET” CHALLENGES: DICHOTOMIES
• Familiarity • Non-familiarity
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“NEW MARKET” CHALLENGES: DICHOTOMIES
• Familiarity• Global
• Non-familiarity• Local
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“NEW MARKET” CHALLENGES: DICHOTOMIES
• Familiarity• Global• Legacy
• Non-familiarity• Local• Future
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“NEW MARKET” CHALLENGES: DICHOTOMIES
• Familiarity• Global• Legacy• Parent Brand
• Non-familiarity• Local• Future• Sub-brands
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“NEW MARKET” CHALLENGES: DICHOTOMIES
• Familiarity• Global• Legacy• Parent Brand• Corporate $
• Non-familiarity• Local• Future• Sub-brands• SBU $
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“NEW MARKET” CHALLENGES: DICHOTOMIES
• Familiarity• Global• Legacy• Parent Brand• Corporate $• RepTrak Pulse
• Non-familiarity• Local• Future• Sub-brands• SBU $• Other benchmark
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“NEW MARKET” CHALLENGES: KEY QUESTION
• Familiarity• Global• Legacy• Parent Brand• Corporate $• RepTrak Pulse
• Non-familiarity• Local• Future• Sub-brands• SBU $• Other benchmark
New StakeholderNew Geographies
New SegmentsM&A
How to reconcile the dichotomies and get the appropriate measure of reputation?
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“NEW MARKET” CHALLENGES: KEY MEMBER LEARNING
• Familiarity• Global• Legacy• Parent Brand• Corporate $• RepTrak Pulse
• Non-familiarity• Local• Future• Sub-brands• SBU $• Other benchmark
?
Member learning and best practices in new market reputation measurement
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• Member-only webinar on Feb. 25th for an in-depth review of the Reputation Leaders Study
• Next RLN Workshop is planned for June in Chicago
• Unleashing employees and internal stakeholders to enhance your reputation (C-Suite, employee ambassadors, front-line delivery)
• Proving and communicating the ROI of reputation
• Multi-stakeholder prioritization and engagement
• Feedback forms
Winter RLN Workshop Wrap-up
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US RLN MEMBERS
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Reputation Leaders NetworkThank you!
Winter RLN Meeting, St. PeteFebruary 1 - 2, 2016
RepTrak® is a registered trademark of Reputation Institute. Copyright © 2015 Reputation Institute. All rights reserved.