Reputations On The Line
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Reputations On the LineReputations On the LineCanadian Public Relations Society Conference
Vancouver, BC, CanadaTuesday, June 9, 2009
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Your ModeratorYour Moderator
Perry GoldsmithPerry GoldsmithPresident
Contemporary Communications Ltd.
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“It takes 20 years to build a reputation and five minutes to ruin itand five minutes to ruin it.
If you think about that, you’ll dohi diff l ”things differently.”
‐Warren Buffet
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Your PanelYour Panel
• Kyle BraidKyle BraidVice‐President, Ipsos Reid Public Affairs
• Shawn Hall• Shawn HallSenior Communications Manager, TELUS
• Scott McCloyCommunications Director, WorkSafeBC
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Kyle Braid
Vice PresidentVice‐President
Ipsos Reid Public Affairs
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Reputation Management for p gBusiness Success
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Why Focus on Reputation?Why Focus on Reputation?
• Managing reputation is a core part of the business.Managing reputation is a core part of the business.– Consumers’ desire to do business with you.
– Employees’ pride in working for you.
– Investors’ confidence to put their money with you.
– Legislators’ inclination to help or hinder you.
– Journalists’ disposition to report positively or negatively about you.
NGOs’ propensity to work with or against you– NGOs propensity to work with or against you.
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Changing Definition of ReputationChanging Definition of Reputation• Traditionally, reputation has been driven by perceptions of:
– What your organization does– How and how well you do it
• Stakeholders are increasingly basing their perceptions on:– The values your organization stands for– How well your organizations’ actions support those values– Your organizations’ position on issues that affect the broader community
Opportunities forEnvironment Health Privacy Diversity Opportunities for the underserved
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Shift in FocusShift in Focus• Traditional view of reputation as vague concept of ambiguous
valuevalue.– Primary value is as a hedge against potential negative attention.– Relevant to companies in heavily regulated industries (e.g. natural
resources)resources).
• But relevance and importance of reputation to core business h h dhas changed.
• Offers tangible, short‐term benefits to the bottom line:g ,– Increasing the effectiveness and lowering the costs of marketing– Increasing customers’ preference for your products
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Traditional View of Reputation
Future value oriented: building equity for future crises
Extractive industries
future crises
MonopoliesGov’t supported
Backward looking (tracking & comparing)p g)Elite targets: gov’t, media, biz/finance
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Corporate Reputation PracticePresent Value of Reputation
Reputation isn’t just something that you store
Reputation can help you improve your marketing efficiency and thereforeaway for a rainy day. efficiency and therefore sell products/services more efficiently.
We take a much more sophisticated approach toWe take a much more sophisticated approach to Reputation and Risk than our competitors.
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Moving from DefenceMoving from Defence
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To OffenceTo OffenceTo OffenceTo Offence
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A Model of ReputationAdvocates endorse your reputation and help to pull others up the reputation pyramid
Trust is built by consistently delivering on
In general, familiarity breeds favorability
y y gyour promises
Familiarity is the bedrock of reputation
g , y y
Without awareness there is no reputation
p
Building a strong reputation helps an organization perform more effectively in the present AND builds a
reservoir of goodwill to draw upon in future crisesreservoir of goodwill to draw upon in future crises
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Reputation Drives Marketing Effi iEfficiency
Ad
MARKETINGEFFICIENCY
ββ = 0.413= 0.413
ββ = 0.186= 0.186
Advocacy
ββ 0 860 86
ββ = 0.11= 0.11 Individuals who trustIndividuals who trustan organizationan organization
Individuals who trustIndividuals who trustan organizationan organizationan organization an organization
are more likely to…are more likely to…an organization an organization
are more likely to…are more likely to…
Believe marketing
communications
Feel good aboutusing it
Pay more for a company’s
products/servicescommunications
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Marketing Efficiency Proportion of Marketing Efficiency
Explained by Reputation
Explained Variance (R2) of Marketing Efficiency
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Building Reputation Creates a Vi t C lVirtuous Cycle
Advertising
Trust encourages consumers to Advertising
builds trust and drives consumption
consumers to buy products and believe advertising
Product useProduct use builds trust and willingness to try other brands
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Trust Impact Changes the Messagep g gReputational messages (corporate social responsibility) can be used to increase brand equity AND to improve financial performance
VSVS
Traditional CSR
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Trust Impact Changes the MessageCSR works better than traditional messaging in all countries to improve equity flow and brand preference
CSR is more effective in Developed countriesCS s o e e ect e e e oped cou t es
Increase Brand EquityAverage Change in Equity Flow
Improve Financial PerformanceIncrease in Preference
Source: ESOMAR case study written by Ipsos and Coca-Cola
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Our comprehensive model tells you how to getOur comprehensive model tells you how to get to where you want to be, not just where you are
Current image – performance on standard image metrics (Favorability
Your foundation (where you are): Your foundation (where you are):
Marketing efficiency – modeling reputation’s effect on the credibility
Add to it with (where you are going):Add to it with (where you are going):
standard image metrics (Favorability, Trust, etc)
Drivers of image – what matters to your image
reputation s effect on the credibility and appeal of your messages, products or services
Social context – regulatory
Relative measures – trend over time and relative to competitors
environment, social trends, news cycle, etc
Values and policy context –stakeholder perceptions preferencesstakeholder perceptions, preferences and values
Communications – how to improve your reputation through effective messages and message placement
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Clients Benefiting From the Approach
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Ipsos ProductsIpsos Products
Global @dvisor (22 countries)I-Rep American Public and I-Rep Canada
Reputation Pyramid
BenchmarkA l i
Image MetricsReputational Marketing EfficiencyOmnibus PossibilitiesAnalysis Omnibus Possibilities
Custom ResearchReputation, Messaging, and Crisis ManagementCrisis ManagementStakeholdersConsumersOver 40 Countries
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Key FindingsPresent Value of Reputation:
I t Important Work Increase Trust LeverageInvest NowMakes the
Important New PartIs an important new
Work SmarterA company which lacks
Increase Trust
The end goal of reputation
Leverage ReputationReputation orientedcase for
investing in, and
i
important new part of the answer to “why should
which lacks a good reputation will have to
reputation management remains the same – help
oriented messaging can be more effective thanusing,
reputation NOW.
why should we invest in reputation?”
will have to work harder to get its point across.
same help companies and organizations to improve their
effective than traditional product/service p p
level of Trust. messaging
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Shawn Hall
Senior Communications Manager
TELUS
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ReputationReputation
• Influences how people buy in a commoditizedInfluences how people buy in a commoditized market
• Is based primarily on an individual’s• Is based primarily on an individual s perception of the quality of service and productsproducts
• Is unique to an organization
• Can only be understood if measured, and uncoloured by Kool‐Aid
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Public relations practitioners cannot directly affect the quality of service
and productsp
We do play three key roles, however:
• Responding to stakeholders and media
• Forming relationships with media who impactForming relationships with media who impact our reputation
• Influencing the organization’s decisions• Influencing the organization s decisions
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Scott McCloy
Communications Director
WorkSafeBCWorkSafeBC
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Who we areWho we are
• WorkSafeBC is an independent provincial statutoryWorkSafeBC is an independent provincial statutory agency
• We serve 2.3 million workers and more than 200,000 registered employersg p y
• We are the regulator and promoter of workplace health and safety and the sole provider of workers’ compensation coverage in BC
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What we doWhat we do
• Promote the prevention of workplace injury, illness, p p j yand disease
• Rehabilitate those who are injured and provide safe• Rehabilitate those who are injured and provide safe, timely return to work
• Provide fair compensation to replace workers' loss of wages while recovering from injuries
• Ensure sound financial management for a viable workers' compensation systemp y
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Where we were
90%
60%
70%
80%
40%
50%
60%
20%
30%
0%
10%
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
WorkSafeBC Reputation Index
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Where we are
90% 85%
60%70%80%
2009 Target =83%
40%50%60%
10%20%30%
0%10%
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
Q1 200
9
WorkSafeBC Reputation Index
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Where we wereWhere we were
80%90%
60%70%80%
40%50% Positive
BalancedNegative
10%20%30%
0%10%
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
WorkSafeBC Media Relations Outputs
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Where we areWhere we are
80%90%
60%70%80%
i i
30%40%50%
Positive
Balanced
Negative
10%20%30%
0%199
5199
6199
7199
8199
9200
0200
1200
2200
3200
4200
5200
6200
7200
8
WorkSafeBC Media Relations Outputs
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How did we get here?
On the down side…
• Attitudinal Survey 1996– few perceptions of core mandate(s)– described as bureaucratic, inefficient, fiscally irresponsible, lacking in leadershipleadership
– most perceptions from perceived status as a government monopoly vs. actual experience
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How did we get here?
On the up side…
– viewed as having an important role as insurance id d k l d / f
• Attitudinal Survey 1996
provider and workplace educator/enforcer
– emphasis should be on prevention
b l h h f f ff ff– believe that sponsorship of safety efforts effects positive change
support to take on higher profile role in safety– support to take on higher profile role in safety
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How did we get here?
Strategy…• 1996
– Change attitudes in the workplace making unsafe work practices unacceptable
• 2006• 2006– Societal and cultural change is essential in creating a culture
of health and safety in the workplace and WorkSafeBC plays a principal role in effecting this change
– as champion of workplace health and safety, WorkSafeBC must and will be the catalyst to change societal attitudes so that injuries are no longer regarded as an acceptable part of the cost of production in any industry p y y
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ReputationReputation
Positive reputation results when our Positive reputation results when our
institutional values and behaviours are institutional values and behaviours are
closely aligned with, and seen to be closely aligned with, and seen to be y gy g
closely aligned with, our publics’ closely aligned with, our publics’
values and expectationsvalues and expectationsvalues and expectationsvalues and expectations
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What is reputation based on?What is reputation based on?
Corporate ReputationCorporate ReputationCorporate ReputationCorporate ReputationCorporate ReputationCorporate ReputationCorporate ReputationCorporate Reputation
ValuesValuesValuesValues BeliefsBeliefsBeliefsBeliefsValuesValuesValuesValues BeliefsBeliefsBeliefsBeliefs
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Public’s core valuesPublic s core values
H lth d f t• Health and safety
• Preservation of property values
• Community pride
• Peace of mind• Peace of mind
• Economic security
• Absence of conflict
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What reputation means to usWhat reputation means to us
• Reputation = Public ConfidenceReputation = Public Confidence
• Increased public confidence enables us to:D li h lth d f t– Deliver our health and safety message more effectively
Build lasting partnerships with our stakeholders– Build lasting partnerships with our stakeholders
– Lower the injury rate in BC
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Reputation and valuesReputation and values
• Reputation linked to corporate values – statedReputation linked to corporate values stated and demonstrated every day
• “What is the right thing to do?”• What is the right thing to do?
• Our values:– Open, transparent, accountable
– Honest, ethical, respectful, compassionate
– Work to make a difference one human being at a time
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Case study: h i iChanging a reputation
• Our reputation impacts our ability to change behavioursbehaviours
• An example:• An example:
– Pay Before You Pump, February 2008
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Media coverage resultsMedia coverage results
Grant's Law Media Coverage Summary 2008 WorkSafeBC
Tone of Coverage
Balanced
Posit ive
Tot al # St or ies
0 20 40 60 80 100 120 140 160 180 200
Negat ive
Balanced
N umbe r of S t or i e s
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What made the differenceWhat made the difference
REPUTATIONREPUTATION
PUBLIC CONFIDENCE
ADDRESS OUR PUBLICS’ CORE VALUESCORE VALUES
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Where we are
90% 85%
60%70%80%
2009 Target =83%
40%50%60%
10%20%30%
0%10%
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
Q1 200
9
WorkSafeBC Reputation Index
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How do we stay here?WorkSafeBC
BrandWorkSafeBCReputation
Social Marketing
Media Relations &
I M tMarketing Issues Mgmt.
Focused, honest, ethical respectful
Commitment to
ethical, respectful, compassionate
Commitment toopenness, transparency,
accountability, trustworthinessWorkSafeBC Values
Working to Make a Difference CommunicationsOperations
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Questions?Questions?
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Thank you!Thank you!
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