Corporate excellence, 6th november, madrid

  • 222 views
Uploaded on

 

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
222
On Slideshare
0
From Embeds
0
Number of Embeds
3

Actions

Shares
Downloads
3
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. COMMUNICATIONS IN THEAGE OF ENGAGEMENT:from Public Relationsto Public Engagement Robert Phillips President & CEO, EMEA Edelman Madrid, November 6, 2012
  • 2. THE AGE OF ENGAGEMENT Tension Fragility Polarity Dis-trust … and TechnologyThree Macro Trends:1. The deterioration of trust in traditional institutions2. The dispersion of authority and the emergence of a new pyramid of influence3. The de-centralisation of power from traditional media to social and hybrid sources
  • 3. THE AGE OF ENGAGEMENT DEEP DEEPSCIENCE HUMANITY
  • 4. COMMUNICATIONS IN THE AGE OF ENGAGEMENTPART ONE: Supporting EvidencePART TWO: Codifying the New RealityPART THREE: Engagement in PracticePART FOUR: Discussion
  • 5. PART ONE:Supporting Evidence
  • 6. 2012 EDELMANTRUST BAROMETER GENERAL INFORMED INFORMED PUBLIC PUBLIC 25-64 PUBLIC 35-64METHODOLOGY OVERVIEWTwelfth annual studyOnline survey in 25 countries30,000+ respondents1,000 general population respondents per countryAges 18+Oversample of informed publics*500 respondents in U.S. and China & 200 inall other countriesAges 25-64  (Trending data among Ages 35-64)College-educatedIn top 25% of household income per age group ineach countryReport significant media consumption andengagement in business news and public policy* This year Informed Publics were surveyed via online methodology instead of telephone
  • 7. THE VITALITY OF TRUST Trust protects reputation good news or bad: trust filters what is believed When a company When a company is distrusted is trusted 57% believenegative information after hearing it 1-2 times 51% believe positive information after hearing it 1-2 times 15% believe positive 25% information believe negative after hearing it information after 1-2 times hearing it 1-2 times
  • 8. THE DETERIORATION OF TRUST Distrust is growing; nearly twice as many countries are now skeptics yet, emerging economies remain the top trusters 2011 2012 GLOBAL 55 GLOBAL 51 Brazil 80 > China 76 UAE 78 UAE 68 Indonesia 74 Singapore 67 China 73 TRUSTERS India 65 Netherlands 73 Indonesia 63 Mexico 69 Mexico 63 Singapore 67 Netherlands 61 Argentina 62 Canada 58 India 56 Italy 56 Italy 56 Argentina 54 NEUTRAL Canada 55 Australia 53 South Korea 53 < Brazil 51 Sweden 52 Sweden 49 Japan 51 > U.S. 49 Australia 51 South Korea 44 Spain 51 > Poland 44 France 50 U.K. 41 Poland 49 Ireland 41 DISTRUSTERS Germany 44 France 40 U.S. 42 Germany 39 U.K. 40 < Spain 37 Russia 40 < Japan 34 Ireland 39 Russia 32Composite score is an average of a country’s trust in all four institutions. Informed Publics ages 25-64 in 20country global total (excludes Argentina, Hong Kong, Malaysia, Singapore and UAE) and across 23 countries
  • 9. THE DETERIORATION OF TRUST Majority of countries now distrust government TRUST IN GOVERNMENT 2011 Informed Public 2012 Informed Public Trust Trust Steady Trust 88% 88% 85% 77% 78% 75% 75% 73% 64% 62% 61% 62% 62% 56% 53% 52% 54% 52% 52% 51% 50% 49%50% 49% 44% 47% 43% 43% 43% 42% 42% 45% 43% 40% 39% 40% 38% 35% 35% 36% 33% 33% 33% 31% 31% 32% 28% 26% 25% 20% 20% N/A N/A
  • 10. THE DETERIORATION OF TRUST General Business: from license to operate to license to lead Public CURRENT TRUST BUILDING FUTURE TRUST Attributes that correlate with current trust Most important attributes that build trust 1) Listens to customer needs and feedback SOCIETAL ATTRIBUTES MORE IMPORTANT TO1) Delivers consistent financial returns BUILDING FUTURE 1) High quality products or services TRUST 3) Treats employees well2) Innovator of new products 4) Places customers ahead of profits3) Ranks on a global list 4) Takes actions to address issue or crisis3) Highly regarded top leadership 6) Has ethical business practices 7) Has transparent and open business5) Partners with third parties 8) Communicates frequently and honestly47% TRUST BUSINESS 9) Works to protect/improve environment 10) Addresses societys needs 11) Positively impacts the local communityCURRENT TRUSTDRIVEN BY OPERATIONAL 12) Innovator of new productsATTRIBUTES 13) Highly regarded, top leadership Societal 14) Delivers consistent financial returns Operational 15) Ranks on a global list 16) Partners with third parties
  • 11. THE DISPERSION OF AUTHORITY Credibility of CEOs and government officials plummet Peers and regular employees see dramatic rise 2011 2012 Academic or expert 70% Academic or expert 68% Technical expert in Technical expert in 66% the company 64% the company Financial or industry analyst 53% A person like yourself 65% +22 CEO 50% Regular employee 50% +16 Greatest increase NGO representative 47% NGO representative 50% since 2004 Financial or A person like yourself 43% industry analyst 46% Biggest declineGov’t official or regulator 43% CEO 38% -12 in Barometer history Regular employee 34% Gov’t official or regulator 29% -14
  • 12. THE REALITY OF THE NEW MEDIA LANDSCAPE HYBRID MEDIATRADITIONAL NICHE MEDIA PUBLICATIONSMAINSTREAM SITES & OUTLETS PROFESSIONAL TRADES BLOGS OWNED PROPERTIES SOCIAL WEBSITES OUTPOSTS INTRANETS MESSAGE BOARDS PORTALS FORUMS CORPORATE BLOGOSPHERE BLOGSAPPS & MOBILE
  • 13. PART TWO:The Age of EngagementCodifying the New Reality
  • 14. CHANGE WILL NEVER BE THIS SLOW AGAIN2009 2010 2011 2012
  • 15. BONCHEK’S SIX SHIFTS MEDIA: from AUDIENCE to COMMUNITY INDIVIDUALS: from CONSUMER to CO-CREATOR BRANDS: from PUSH to PULL ORGANISATIONS: from HEIRARCHIES to NETWORKS MARKETS: from PRODUCTS to PLATFORMS LEADERSHIP: from CONTROL to EMPOWER
  • 16. COMMUNICATIONS AND THE EVOLUTION OF INFLUENCE yesterday today Social Advocists PLATFORMS / AGGREGATION SITES Employees Citizen Elite Consumers COMMUNITIES Elites Mass Mass analogue social digitalauthority empathy my my clover influence network
  • 17. PUBLIC ENGAGEMENT: THE EVOLUTION OF PUBLIC RELATIONSWHY PE? WHY NOW? HOW DO WE TALKPE is how Edelman sees the The world is increasingly ABOUT PE?world of communications. complex. Authority and Communications today is as consumer power continue much about what we do asIt’s the operating framework to disperse. Business needs what we say. It advanceswithin which we work. It to behave and the shared interests ofprovides strategic guidance communicate differently. business and society in aand defines measurable And change will never be finite, fast-fail world. It needsoutcomes. this slow again. to be open, honest and frequent.It is our belief that PE helps Edelman play in ancommunications now has to evolving and competitiveexpand to fit the mantra of landscape of digital ENGAGEMENT MUST BEPublic Engagement – we networks, media agencies, MEASURED IN OUTCOMES:have to be able to ad agencies, CRM, researchunderstand and advise on firms and management Increased Trustbusiness strategy as well as consultancies. Deeper Communitiesbusiness communications. Behaviour Change Commercial Successat heart, PE is:bottom-up; social; transparent; values-led; rooted in action PE ultimately gives businesses the License to Lead
  • 18. SEVEN BEHAVIORS UNDERSTAND that everyone can be an activist now LISTEN to regular people PARTICIPATE in the always-on conversation CREATE and co-create likeable, shareable content BUILD narratives to navigate the media clover PRACTICE genuine transparency RECOGNIZE that good business needs profit + purpose + engagement
  • 19. SEVEN human connectivity Mathematics (and the algorithms that drive search and social) areTRENDS shaping the networked world in which we live - but it is real people who provide the content and shape the stories. Empathy and humanity are keycitizens rising unseen possibilities The dispersion of authority We still have no idea what away from traditional power technological possibilities lie structures will only increase in ahead and change is never speed - and a new era of going to be this slow again accountability to regular people is the inevitable resultbrand orbits & the death of push shared interests; finite capital Smart companies and brands of Demography not democracy the future recognise that may now be society’s greatest pushing out messages will get challenge – and while human them nowhere; creating resources are infinite, ‘gravitational orbits’ that allow planetary (and financial) clusters of shared interests to resources are not. Shared form and ‘pull’ audiences interest models will help represents the engagement of business play a leading role in the future developing solutionsthe mobile tipping point from license to operate to The future is mobile and the the licence to lead next generation will be Businesses will move from empowered like never before compliance culture to leadership based on values. A new social contract emerges that recalibrates the relationship between government, business and civic society
  • 20. PART THREE:Engagement in Practice
  • 21. CAN ENGAGEMENT HELP BUSINESSBECOME A FORCE FOR SOCIETAL GOOD?The example of WalMart says yes
  • 22. CAN ENGAGEMENT HELP SHIFT BUSINESSFROM ITS TRADITIONAL LICENSE TOOPERATE TO A NEW LICENCE TO LEAD?The example of Mars in China says yes
  • 23. CAN ENGAGEMENT – LISTENING TO REGULARPEOPLE & CO-CREATING WITH THEM – HELPDESIGN AND DEVELOP BETTER PRODUCTS?The example of Adobe says yes
  • 24. CAN ENGAGEMENT LEAD TO GREATER ‘WISDOMFROM WITHIN’ – BOOSTING MORALE,IMPROVING PRODUCTIVITY & STRENGTHENINGWORKFORCE LOYALTY?The example of Starbucks says yes
  • 25. CAN ENGAGEMENT HELP BUSINESSES IDENTIFYCHALLENGES ON WHICH THEY CAN LEAD…ULTIMATELY RE-EARNING THE TRUST OF CITIZENS &STRENGTHENING ITS RELATIONSHIP WITH SOCIETY?The example of GE says yes
  • 26. CAN ENGAGEMENT HARNESS THE POWER OFEMPLOYEE ACTIVISM TO DRIVE SUSTAINABLE,SOCIETAL CHANGE?Increasingly, the evidence of the UnileverSustainable Living Plan says yes
  • 27. PART FOUR:Discussion
  • 28. Robert PhillipsPresident & CEO, EMEA Edelman robert.phillips@edelman.com @citizenrobert