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  • Composite score is an average of a country’s trust in all four institutions. Informed Publics ages 25-64 in 20 country global total (excludes Argentina, Hong Kong, Malaysia, Singapore, Turkey and UAE) and across 25 countries
  • All these elements must be aligned with other Edelman initiatives around platform development and thought leadership


  • 1. Corporate Communication: key to success The 7-Ps model
  • 2. We operate in a world without trust Fundamental crisis of confidence in the world’s most regarded organisations
  • 3. After a year high of distrust, shift back to neutral 2012 2011 2013 55 GLOBAL 51 GLOBAL 57 Brazil 80 UAE 78 Indonesia 74 China 73 Netherlands 73 Mexico 69 Singapore 67 Argentina 62 India 56 Italy 56 Canada 55 South Korea 53 Sweden 52 Japan 51 Australia 51 Spain 51 France 50 Poland 49 Germany 44 U.S. 42 U.K. Russia Ireland 40 40 39 China UAE Singapore India Indonesia Mexico Netherlands Hong Kong Canada Malaysia Italy Argentina Australia Brazil Sweden U.S. South Korea Poland U.K. Ireland France Germany Spain Japan Russia 76 68 67 65 63 63 61 61 58 57 56 54 53 51 49 49 44 44 41 41 40 39 37 34 32 China Singapore India Mexico Hong Kong UAE Malaysia Canada Indonesia U.S. Netherlands Brazil Germany France Sweden UK Italy Australia Poland S. Korea Ireland Argentina Spain Turkey Japan Russia 80 76 71 68 67 66 64 62 62 59 59 55 55 54 54 53 51 50 48 47 46 45 42 42 41 36 DISTRUSTERS NEUTRAL TRUSTERS GLOBAL Composite score is an average of a country’s trust in all four institutions. Informed Publics ages 25-64 in 20-country global total Big Changes from 2008 Germany China Canada India +19 +18 +14 +11 Big Changes from 2012 Germany +16 France +14 UK +12 US +10 3
  • 4. The world has changed Nothing works in isolation anymore. A new reality has emerged… • changing contexts & hierarchies • a media landscape in constant flux • social media is mainstream media • authority has been dispersed • society’s tectonic plates have shifted • conversations start anywhere & involve influencers of all stripes The sum of these changes is the move from a shareholder to a stakeholder society... • a shift from free market to shared market; • from passive to active; • from shareholder to stakeholder; • from consumer to citizen.
  • 5. Communications & the evolution of influence yesterday today Social Advocists Employees PLATFORMS / AGGREGATION SITES Citizen Consumers COMMUNITIES Elite Elites Mass Mass analogue social digital humanity authority my clover my influence network
  • 6. Edelman point of view on trust and reputation REPUTATION an aggregate “analysis“ of past behavior TRUST an expectation of future behavior based on past performance REPUTATION TRUST is an aggregate perception of what stakeholders believe a company has done, based on perceptions of that company’s conduct and behaviour over time 6 © Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact is a measure of what stakeholders expect a company will do, based on the company’s performance in relation to those stakeholders’ expectations
  • 7. New realities for corporate communicators COMPLEXITY Companies accountable for more than making money (social responsibility, employee treatment) MULTIPLE STAKEHOLDERS NEW TECHNOLOGIES Forming opinions via multiple inputs; Democratization of media Rise of new influencers Conversations start anywhere Social media IS mainstream media BUSINESS & ECONOMIC REALITIES Increasing sense of urgency to transform business during time of economic uncertainty
  • 8. The 7-Ps model
  • 9. 1. Promotion: Corporate reputation & strategy
  • 10. 2. Participation: Employee and social engagement
  • 11. Employees continue to be a steady, reliable source of information, especially compared to the CEO Employees with technical expertise are far more trusted than top executives 2012 11 © Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact 2013
  • 12. Three key actions to build trust Employees with company Employees with employees Employees with world 12 Use storytelling to demonstrate integrity in action Encourage a culture of inclusive management Leverage employees ambassadors strategically where they have credibility © Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact
  • 13. 3. Peers: Business to business
  • 14. 4. Executive Positioning
  • 15. Why Executive Positioning Matters Creates solid reputational footing that delivers tangible business results Improves relationships with key stakeholders – customers, elected officials & influencers Creates a human touch point for a nonhuman entity Enhances internal morale Removes barriers to entry in new markets Executive Positioning Supports employee recruiting and retention efforts Aligns internal and external communications 15
  • 16. Elements of an effective Executive Platform SOCIAL PURPOSE INDUSTRY LEADERSHIP CORPORATE STRATEGY PERSON Executive Positioning 16
  • 17. 5. Purpose Business & social purpose
  • 18. 6. Public Affairs
  • 19. 7. Protection Crisis & risk management
  • 20. Edelman approach MITIGATE & PROMOTE RISK CONVERSION & TRANSFORMATION ENGAGE DECISION MAKING & RAPID RESPONSE ASSESS & PREPARE Look ahead and create opportunities to mitigate through proactive strategies CRISIS AND RISK PREPAREDNESS IDENTIFY EMERGING RISK MANAGEMENT Preempt or neutralize any emerging threats to reputation, financial performance or regulatory and commercial successes Vulnerability Assessment Decisional Structure Trust Diagnostics Perception Audits Issues Landscaping Risk Mapping Strategy Risk Tolerance Index Digital Diagnostics Develop a robust system to understand and address potential risks within an enterprise Activate crisis plans and dispatch crisis assets to manage all elements of risk Readiness Audit Plan Development Plan Training Social Business Intelligence Dark-site Creation Social Engagement Triggers Capability Mapping Decisional Analytics TRUST & REPUTATION Team Mobilization War Room Creation Decisional Protocols Spokesperson Training Third Party Engagement Real-Time Monitoring Reputational Surveying Global Activation Values Intersections Digital Advocacy Purposeful Engagement Content Continuity Expanded Messaging Monitoring Testing ROI Metrics
  • 21. CCMS@ = R+D+i Research R Identify and classify potential risks Become familiar with the organizational structure Share and review already existing materials and tools Identify and determine relevant spokespeople, getting them involved in the process + Development D + Innovation = I Prepare a new crisis communication model that includes: Application of new technologies to the crisis communications model Command center Digital version of procedures and protocols Crisis communication applications New application distribution plan → informative sessions Spokesperson training Digital application for mobile devices(Blackberry & iPhone, to name a few) SMS alert system; direct access to social networks Crisis monitoring and assessment tools CCMS@ Crisis Communication Management Solution
  • 22. Crisis Communications Management Solution CCMS© CCMS© CLIENTS:
  • 23. Thank You Copyright ©2013 Daniel J. Edelman, Inc. All rights reserved. All information contained herein is confidential and proprietary to Daniel J. Edelman, Inc. (“Edelman”). 23