• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Strategic reputation management in a digital world
 

Strategic reputation management in a digital world

on

  • 40,035 views

Engage and give back to the community in a way that gets at root causes and makes a real difference. Step up and lead on the issues that are related to your business. In addition, boards are not ...

Engage and give back to the community in a way that gets at root causes and makes a real difference. Step up and lead on the issues that are related to your business. In addition, boards are not spending enough time on social media. Social media is the hottest topic at almost every governance conference because risk and reputation management is incredibly important.

Statistics

Views

Total Views
40,035
Views on SlideShare
17,319
Embed Views
22,716

Actions

Likes
66
Downloads
0
Comments
2

29 Embeds 22,716

http://www.linkedin.com 19486
https://www.linkedin.com 1137
http://cmsoforum.mckinsey.com 788
http://www.google.com 457
http://specialedition.linkedin.com 311
http://www.scoop.it 296
https://www.rebelmouse.com 50
https://twitter.com 45
http://mckinseyonmarketingandsales.com 34
http://acanthusblog.wordpress.com 22
http://www.revenueperform.com 19
http://revenueperform-2.hs-sites.com 13
http://10.3.58.2 11
http://cmsodrupal.darbyfilms.com 9
http://pinterest.com 8
http://www.mckinseyonmarketingandsales.com 8
http://www.twylah.com 6
http://bessgallanis.wordpress.com 3
http://mae-guerra.articulate-online.com 2
http://www.weebly.com 2
http://translate.googleusercontent.com 1
http://buzzingtribe.com 1
http://www.diffbot.com&_=1359683817696 HTTP 1
http://www.pinterest.com 1
http://www.pulse.me 1
http://thedma.org 1
http://10.76.240.90 1
http://us-mg6.mail.yahoo.com 1
https://acanthusblog.wordpress.com 1
More...

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel

12 of 2 previous next

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
  • interesting presentation

    Main topics are wel treated.
    Are you sure you want to
    Your message goes here
    Processing…
  • Barometrics - study of business nodes. Interesting slideshow.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Strategic reputation management in a digital world Strategic reputation management in a digital world Presentation Transcript

    • A view from the topStrategic reputation managementin a digital world
    • Strong brands and reputation matterTotal return to shareholders1Index140 Top brand portfolio1120 +31%100 MSCI World 80 60 2000 2002 2004 2006 2008 2010 20121 Portfolio consisting of the 40 top-ranked, listed companies, picked from Interbrand’s "Best Global Brands" report, published each summer since 2000. Stocks in local currency, equally weighted and adjusted every July 1 stSOURCE: Datastream; Interbrand, McKinsey analysis McKinsey & Company |1
    • Expectations of key stakeholders will continue rising NGOs Superior performance, products & service + Good global citizen Media McKinsey & Company |2
    • People’s willingness tobuy, recommend, workfor and invest in acompany is driven 60%by their perceptions ofthe company, andonly 40% by theirperceptions of theirproducts.”Kasper Ulf Nielsen, anexecutive partner at theReputation Institute McKinsey & Company |3
    • Trust is foundational to building relationships,brands and reputation. At its essence is integrity,authenticity, transparency, and consistency. McKinsey & Company |4
    • The toughest thingabout the power oftrust is that it’s verydifficult to build andvery easy to destroy.Thomas J. Watson,Founder, IBM Corp. McKinsey & Company |5
    • NGOs remain most trusted institution globally % trust in institutions Global 2011 2012 Business 56 53 Government 52 43 NGOs 61 58 Media 49 52SOURCE: 2012 Edelman Trust Barometer; informed public 25-64 McKinsey & Company |6
    • NGOs remain most trusted institution in the U.S. % trust in institutions United States Global 2003 2007 2011 2012 2012 Business 48 53 46 50 53 Government 39 38 40 43 43 NGOs 49 57 55 58 58 Media 28 43 27 45 52SOURCE: 2007 and 2012 EdelmanTrust Barometer; Informed public 25-64 McKinsey & Company |7
    • Many mature economies saw double digit dropin trustHow much do you trust business to do what is right? % informed public 2011 2012 Δ Global 56 53 -3 China 61 71 10 US 46 50 4 Poland 44 46 2 Russia 41 41 NC South Korea 46 31 -15 Germany 52 34 -18 Brazil 81 63 -18 France 48 28 -20 Spain 53 32 -21SOURCE: 2012 Edelman Trust Barometer; Responses 6-9 only on 1-9 scale McKinsey & Company |8
    • Dramatic shifts in credibility over the past year 2012 % extremely or ∆ pts vs. very credible 2011 Academic or expert 68% -2 Technical expert in the company 66% +2 A person like yourself 65% +22 Regular employee 50% +16 NGO representative 50% +3 Financial or industry analyst 46% -7 CEO 38% -12 Government official or regulator 29% -14SOURCE: 2012 Edelman Trust Barometer – Percent Informed Public McKinsey & Company |9
    • Consumers trust multiple media sources; Informed public % 2011social had the biggest increase 2012How much do you trust each of the following placesas a source of information about a company? +10 +18 +75% +23 29 32 26 22 14 13 16 8 Traditional Online Social Corporate multiple media sourcesSOURCE: 2012 – Edelman Trust Barometer; 20 countries McKinsey & Company | 10
    • Technology remains most trusted sector; financialsector still at the bottom 2012, percent Technology 79 Automotive 66 Food and beverage 64 Consumer packaged goods 62 Telecommunications 60 Brewing and spirits 59 Pharmaceuticals 56 Energy 53 Media 51 Banks 47 Financial services 45SOURCE: 2012 – Edelman Trust Barometer; Responses 6-9 only on 1-9 scale; informed public 25-64 McKinsey & Company | 11
    • Many businesses are not meeting Business importance Company performanceexpectations and seizing the opportunity Listens to customer needs and feedback -31 67 36 Offers high-quality products or services -19 67 48 Treats employees well -37 64 27 Places customers ahead of profits -36 62 26 Takes responsible actions to address an issue/crisis -34 62 28 Has ethical business practices -29 61 32 Has transparent and open business practices -33 60 27 Works to protect and improve the environment -26 55 29 Creates programs that positively impact the community -23 49 26SOURCE: 2012 – Edelman Trust Barometer; Responses 8-9 only on 9pt scale; gen. population McKinsey & Company | 12
    • Current trust driven by operational factors Attributes that correlated with current trust: 01 Delivers consistent financial returns 02 Innovator of new products 03 Highly regarded, top leadership 04 Ranks on a global list 05 Partners with third partiesSOURCE: 2012 – Edelman Trust Barometer; regression 8-9 only on 1-9 scale; gen. population McKinsey & Company | 13
    • Societal factors more important in driving future trust Attributes associated with future trust: 01 Listen to customer need and feedback 02 High quality products or services 03 Treats employees well 04 Places customers ahead of profits 05 Takes actions to address issue or crisis 06 Has ethical business practices 07 Has transparent and open business 08 Communicates frequently and honestly 09 Works to protect/improve environment 10 Addresses society’s needs 11 Positively impacts the local communitySOURCE: 2012 – Edelman Trust Barometer; regression 8-9 only on 1-9 scale; gen. population McKinsey & Company | 14
    • Integrated, holistic, and strategic approach needed Business leadership People Reputation Societal leadership diamond leadership Governance/ compliance McKinsey & Company | 15
    • Key steps in strategic reputation management Metrics Led by CEO Roadmap of actions, communication, Top team engagement leadership Key stakeholder goals Strategic plan linkage Integrated corporate identity McKinsey & Company | 16
    • Critical gaps in reputation management Business Vision/values People now trust everyday leadership Customer focus/integrated experience employees more than the CEO People Reputation Societal leadership leadership diamond Communication/ engagement Strategic community support Embed the values and brand Engagement on key issues Governance/ Values-driven culture compliance Compliance program Risk management McKinsey & Company | 17
    • Time to really deliver an integrated customer-centricexperience journey Evaluate Bond Consider Buy Experience McKinsey & Company | 18
    • Relentlessly embed your values andbrand promise in your people andprocessesBe strategic and catalytic incommunity support McKinsey & Company | 19
    • Step up and lead on key societal issues Principles Focus on issues most critical to your business Seize the opportunity Engage in dialogue with stakeholders Show meaningful action led by your executive team Measure progress and communicate McKinsey & Company | 20
    • Champion social media risk management ▪ Implement real-time monitoring and governance system ▪ Report summary results to executive team and board ▪ Create ongoing and “special situations” response teams ▪ Institute digital policies and guidelines ▪ Build capabilities widely McKinsey & Company | 21
    • Key takeaways Strategic reputation management an imperative Trust Barometer highlights opportunities Linkage with strategic plan and CEO leadership essential Integrated, holistic approach needed; address critical gaps Lead on social media risk management McKinsey & Company | 22