Бренд и репутация. Строим безупречную коммуникацию

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Доклад эксперта по корпоративным коммуникациям Конрада ван Хассэльта (Koenraad van Hasselt) на форуме "Дни PR и маркетинга на Юге" - 2013.

Доклад эксперта по корпоративным коммуникациям Конрада ван Хассэльта (Koenraad van Hasselt) на форуме "Дни PR и маркетинга на Юге" - 2013.

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  • 1. Excellence in Communications´It´s all about brand and reputation´Rostov-on-Don, 4 June 2013CORPORATE COMMUNICATION & BRAND STRATEGYKoenraad van Hasselt
  • 2. In old times, the best companies were theones with access to the best resources…Labour(employees, labourmarket, alumni)Money(shareholders,investors)Raw materials(suppliers,partners)
  • 3. …now the best performing companies alsohave considerable intangible assetsLabour(employees, labour market, alumni)Money(shareholders, investors)Raw materials(suppliers, partners)Legitimacy(various stakeholders)Brand and Reputation(all stakeholders)
  • 4. PR departments have to meet highdemands…MonitoringenvironmentManagingstakeholderexpectationsMedia relationsWritingPublic AffairsSponsoringFinancial commsInternal commsCommunitymanagement (2.0)Dialogue andinteractionStrengthen identity& comms skills oforganisation and itspeople
  • 5. Best in Class communicationsmeets five criteriaQuality ofstaffAlignment EndgameAccountabilityStakeholderorientation
  • 6. 1. Quality of staff• People are business savvy• People are sensitive toorganization and itsenvironment• Management development inplace
  • 7. PR people need to possess manyskills and competences• Strategic (visionary, analytical, lateral thinker) as welloperational (planning, organising)• Sensitive to the outside world as well as the inside world• Pro-active as well as the trusted advisor• A good communicator (listening, speaking, writing,presenting, social media ) as well as a business partnerand conflict solver
  • 8. Framework of comms competencesneeded for management developmentDutch professional profiles, based on European Qualification framework, Logeion, 2010.Core tasks Analyzing Advising Creating Coaching Organising ManagingProfessional levels:Issue drivenPlanning drivenResults drivenTask drivenInstruction driven
  • 9. For PR people, there are moreopportunities than every before…The economist, 190511HetFinancieeleDagbladPR has become moreprofessional andstrengthened its positionversus journalistsMedia saw theirresources cut, are moredependent on PRpeople.
  • 10. 2. Stakeholder orientation• Organisation of comms reflectsstakeholder focus• Stakeholder sentiment ismonitored, measured, analysed• Communications facilitatesdialogue and interaction
  • 11. Brand Promise, Mission, Core Value, Strategy, CultureCross-functional Communications at DSMCorporate messaging, visual identity and behavorial frameworkEmployeesShareholders CommunitiesMarketing/BGs/CC IR/BGs/CC PA/BGs/HR/CCHR/BGs/CCStrategicPrioritiesStrategicPrioritiesStrategicPrioritiesStrategicPrioritiesCustomersCommunicationprioritiesCommunicationprioritiesCommunicationprioritiesCommunicationprioritiesTacticalinitiativesTacticalinitiativesTacticalinitiativesTacticalinitiatives
  • 12. Clientsdon’t buyActivist groupsdon’t wantRating Agenciesdon’t rateSuppliersdon’tconformStaffdon’t behaveSustainabilityindices don’tvalidateAnalystsdon’t backPartnersdon’t promoteLocal communitiesdon’t acceptPoliticiansdon’t supportNGOsdon’tapproveOnlinecommunitiesdon’t acceptMediadon’t believeRegulatorswon’t allowCorporateReputation12Stakeholder support should neverbe taken for granted. What if…Reputationundermined
  • 13. Signal detection and patternrecognition of stakeholder sentiment
  • 14. 3. Accountability• Measuring input, output andoutcome• Independent analysis of data• Individual performancemanagement and target setting
  • 15. BalancedScorecard/DashboardCommunications efforts and resultsmust be measurableREPUTATION• RepTrak• Fortune 500•Tailor made researchSTAFF•Employee satisfaction& motivation surveys• Exit interviews• Employer brandsurveysSTAKEHOLDERS•Stakeholderdialogues (qualitative)Shareholders &authorities• Dow JonesSustainability Index• Transparencybenchmark• Global ReportingInitiativeCUSTOMERS• Customer satisfaction• Market research
  • 16. 4. Alignment• Communications strategy derivedfrom corporate & businessstrategies• Cooperation with other comms´owners´ (CEO, CFO, HR, Legal,Finance, Marketing, CountryManagers etc.)• Orchestration based on overallfunctional comms ´ownership´
  • 17. Communications should facilitate andmanage the coalition towards alignment..CommsHRMKTStratOPS CommsHRMKTStratOPS
  • 18. ..choosing the an alignment platformbased on the dominant logicCommsCSRReputationBrandQualitymanagement
  • 19. Alignment finds often its origins inthe corporate story
  • 20. What makes a good corporate story ?• It makes the essence, the soul of the organisation, clear, in a way that isrelevant, attractive and realistic to all stakeholders.• It makes the organization stand out from others.• It describes the (unique) history of the organization, the core competencesand its ambitions.• It gives the organization a personality.• It is a real story, with a plot, a beginning, middle and an end.• It forms the basis for all communications and dialogue.• It is well embedded in the organization, the CEO is the owner.
  • 21. 5. End game – long term valueSTAFFAlignmentAccoun-tabilityStakeholderorientation• Corporate brand• Employeeengagement• Reputation
  • 22. Brand is an anchor as well as a compass
  • 23. The corporate brand brings togethervision, culture and image.VCI Alignment model: Mary Jo Hatch en Majken SchultzWho do we want to be ?What do we want to be known for ?How do they look at us ?Who are we ?StakeholderimagesOrganisationalcultureStrategicvisionOrganizationalidentity
  • 24. Strong corporate brands createinternal alignment…Marketing &CommunicationHRProducts &ServicesSalesBusinessdevelopmentCorporatebrandTouchpointTouchpointTouchpointTouchpointTouchpoint
  • 25. …and create a bonding with (all) stakeholdersMarketing &CommunicationHRProducts &ServicesSalesCorporatebrandTouchpointTouchpointTouchpointTouchpointTouchpointBusinessdevelopmentStakeholdersStakeholders
  • 26. What makes a strong brand?AuthorityEsteemDelivers qualityTrustIt´s okVitalityDistinguishingOne unique claimRelevantServes a purpose
  • 27. Measuring brand value
  • 28. Role of corporate brand depends onstrategy, structure and governance model.One brand,one promiseLight endorserstrong identity and promise, primarily forinternal alignmentBrand behind the brandsAdded valueVisibility HighStrong visionand promiseWeak vision andpromiseLowCorporate brand andlead brand
  • 29. A corporate brand represents apromise??????
  • 30. Benneton´s promise?
  • 31. Delivering on the brand promise willinfluence reputation positively
  • 32. Corporate reputation is the observers’ collectivejudgment of a corporation based on the assessmentsof the financial, social and environmental impactsattributed to the corporation over timeBarnett et al.Reputation: about stakeholder supportand licence to operate
  • 33. The value of a strong corporate reputationWorks for internal motivation and bondingPride, identification and alignment lead to better performanceFunctions as an airbag / insurance in incidentsThanks to positive and selective perceptionActs as a magnetAttracts customers, investors and talentIt represents financial valueCompanies with a strong corporate reputation are valuatedhigher on the stock market
  • 34. CEOs fear reputational risk most
  • 35. ..and their own reputation contributes noless than 30% to corporate reputation
  • 36. CEOs take responsibility, but do theyknow how ?* Brand and reputation in the Boardroom,Koenraad van Hasselt, 2011• CEOs do not feel like the personification of the company,but accept the responsibility of figurehead, esp. in crises• CEOs look at brand as something operational andmanageable, whereas reputation simply ´happens to acompany´ and is therefore more threatening• Profile of business sector is one of the key reputationalrisks• CEO is not familiar with state of the art methods ofmeasuring and analyzing brand and reputation• CEOs are held accountable for non-financialKPI´s, but only rarely for brand and reputation.
  • 37. What influences corporate reputation ?Products & servicesFinancial performanceCorporate sustainabilityVision and leadershipWorkplace and employer brandEmotional appeal
  • 38. How do perceptions originate ?Level Credibility of source1 Own, personal experiences2 Referrals by family, friends3 Social networks & blogs4 Recommendations by authorities (incl.scientists, media)5 Communication by own organisation6 Mass media, commercial communications(advertising)Paul Stamsnijder, ´De Vent is de Tent´, 2010
  • 39. Measuring reputation – RepTrak** Developed by theReputation Institute
  • 40. The RepTrak™ method• Qualitative and quantitative research• Statististical analysis links RepTrak™ attributes to ‘supportive behaviours’• The model uncovers the reputation drivers and gives direction to reputation managementPurchaseRecommendCrisis proofVerbal supportLeadershipWorkplacePerformanceCitizenshipInnovationProducts & ServicesGovernanceReputation drivers Supportive behaviourOverall reputation score (Pulse)IInvestWork
  • 41. Reputation management cycleMeasure andanalyse currentreputationSet objectivesand targets forreputation &communicationDevelop thecorporate storySelectreputationthemes (3 max)Roll out themeslike a politicalcampaign
  • 42. Reputation is not a matter ofcommunications alone !!!PerformanceCommu-nicationsContextReputation
  • 43. Three determinants that may putreputation at risk*• Reputation is stronger than reality (over promising)• Extent to which external opinions and expectationschange• Quality of coordination within an organization* Eccles et al., 2007
  • 44. A final word on reputation: it comes onfoot and leaves on horsebackWarren Buffett"It takes 20 years to build a reputation and 5minutes to ruin it ….. if you think about that, youll do thingsdifferently.”´If you lose money, I will be forgiving,if you lose reputation, I will be ruthless´.The carshave beenrecalled andrepairedThe biggestchallenge:restoringyour trust
  • 45. Summing up: the ingredients forexcellence in communicationsStaffAlignmentEndgameAccoun-tabilityStake-holders
  • 46. And what about social media ?
  • 47. Sociale media have changed thefundamentals of communications
  • 48. Organisations better get used to….The speed… ….and the tone ofvoice
  • 49. Social media are an extension of thetraditional media• Tell your story via social media (blogs, podcasts, Flickr, Slideshare, LinkedIn,Myspace, Facebook, Twitter, Wikis, Yelp)• Build a relationship with specific communities• Collect mails, Facebook links, Twitter IDs like you collect and manage telephonenumbers• Monitor what is said about your company and its competitors (e.g. via Google Alerts,Google Blog search, Twitter search etc.)• Analyse your social media exposure and compare this with the offline media• Develop social media rules for your employees
  • 50. Social media rules : act normal !NRC 29102011In NL, statementsin sociial mediaare in the top 5 ofreasons fordismissalSocial mediarules atGOOGLE:Don’t bestupid !
  • 51. www.reputationmatters.nlThank you for your attention !