Return on relationships: Getting the most out of reputation measurement by Bjorn Edlund

Return on relationships: Getting the most out of reputation measurement Bjorn Edlund Executive Vice President, Communications Royal Dutch Shell (2005-2010)

Brand and Reputation management How we see & portray ourselves Overall estimation by stakeholders Interaction with stakeholders Behaviour Corporate Identity Who we are and what we stand for Communication Fears Hope Biases Self-interest Trust Effective relationships Performance Corporate Reputation Employees Government NGOs Academics Investors Customers Communities/ Citizens Media

The media – the interaction spectrum PR MR GR IR SD Forecourts High control Low/No control Website Display Advertising TV Digital Outdoor Loyalty Scheme Sponsorships Media Partnerships Viral Seeding Coverage Owned Media Bought Media Earned Media Awareness (=Loyalty) Favourability Advocacy Increasingly, conversation is king. Content is just something to talk about S O C I A L M E D I A

Independent annual survey to track attitudes towards Shell and competitors in some 12-15 countries
Audiences: special publics, general public and staff
Special publics are: government, media, NGO’s, academics
Shell Reputation Tracker 0 10 20 30 40 50 60 70 2003 2004 2005 2006 2007 2008 Z Shell Y Net favourability over time - special publics 0 5 10 15 20 25 30 35 40 2003 2004 2005 2006 2007 2008 Z Shell Y Net favourability over time - general public

Advocacy…and high expectations Would speak highly of them Would speak critically of them 42% 11% 47% What will special publics say about you when you’re not in the room? Versus competitor 1 Versus competitor 2 6 7 8 9 6 7 8 9 Environmental responsibility Health and safety Integrity Quality of products & services Responsible on climate change Long-term perspective Alternative energy sources Respect for communities Technology Well managed Human rights Financial performance Economic contribution

Communication from company silos Internal Communications Social Performance Employees Communities Marketing /Retail Motorist/ General public Media Relations Media

Target stakeholder Do you take the hierarchical route? Or do you have a power map? Communication from the company bunker

The world according to the stakeholder
Patterns of influence on the target stakeholder are multiple
Target is exposed to, and seeks out, interaction with third parties
We need to understand the other dialogues before filling the direct channel with messages
Testing how measurement can help us with this
Target Stakeholder Media SHELL Motorist/ General public Academia (Science) Economic NGOs Environmental NGOs Human Rights NGOs Communities

Innovation - who’s influencing whom?
Can we influence other stakeholders surrounding the target to make their dialogue with these stakeholders more informed?
If we can measure and predict a certain level of behaviours of stakeholders, then engagement becomes a highly tactical channel strategy
We are testing this with data of the Reputation Tracker and our Henley partner
Government Media SHELL Motorist/ General public Academia (Science) Economic NGOs Environmental NGOs Human Rights NGOs Communities

Innovation - who’s influencing whom?
Channel approach to achieve objective
If this works, then measurement truly becomes the basis of stakeholder engagement
Government Media SHELL Motorist/ General public Academia (Science) Economic NGOs Environmental NGOs Human Rights NGOs Communities

Return on Relationships
Build productive relationships and alliances, partnerships
Proactively tell the story of how you deal with your stakeholder-relevant business challenges
Broaden and escalate direct dialogues, create and use toolkits
Minimising risks by understanding and acting on societal expectations
Utilise your USP, e.g. your technology position
Spend smarter

Strategy and Global Reputation Plan One worldwide reputation plan Primary themes The energy challenge Technology and innovation Respect for people and the environment Preferred partner Underlying themes Delivering corporate strategy and business performance Management excellence Key messages on Shell’s position per theme Finding factual proof points on all messages Mining for authentic and human stories Basis for all internal and external communication channels and stakeholder meetings Marrying desirable message components as emotional appeal, factual data and authenticity Helping leaders to improve story-telling

More Upstream, Profitable Downstream Three Hard Truths Priority projects Public Relations incl engagement Brand campaign Government Relations Integrated programmes Internal Comms

Strong impact new media – early hits in 2009
Tell Shell 1998 – Forum serving as window into global corporation
Shell Dialogues – 32,000 visitors, 1500 participants in 5 web chats
Technology podcasts – 4.5 million listeners per podcast in US
Web activity and corporate advertising
550 million impressions
1 million visits Shell campaign site
39% saw 6 minutes Gas to Liquid film
Web Q&A with Jeremy Bentham

Return on relationships: Getting the most out of reputation measurement by Bjorn Edlund

by The Group on May 19, 2010

Accessibility

Categories

Upload Details

Usage Rights

2 Embeds 13

Statistics

Return on relationships: Getting the most out of reputation measurement by Bjorn Edlund Presentation Transcript

http://www.slideshare.net	12
http://www.westminster.ac.uk	1