Reputations On the Line
Reputations On the Line
Canadian Public Relations Society Conference
          Vancouver, BC, Cana...
Your Moderator
         Your Moderator
            Perry Goldsmith
            Perry Goldsmith
           President
Contem...
“It takes 20 years to build a reputation 
         and five minutes to ruin it.
         and five minutes to ruin it
    I...
Your Panel
                      Your Panel
• Kyle Braid
  Kyle Braid
  Vice‐President, Ipsos Reid Public Affairs
• Shawn ...
Kyle Braid
          Vice‐President
          Vice President
      Ipsos Reid Public Affairs




Reputations On the Line –...
Reputation Management for 
   p             g
      Business Success




Reputations On the Line – CPRS Conference Vancouv...
Why Focus on Reputation?
       Why Focus on Reputation?
• Managing reputation is a core part of the business.
  Managing ...
Changing Definition of Reputation
    Changing Definition of Reputation
•   Traditionally, reputation has been driven by p...
Shift in Focus
                       Shift in Focus
• Traditional view of reputation as vague concept of ambiguous 
  val...
Traditional View of Reputation


                        Future value oriented: building equity for
                      ...
Corporate Reputation Practice
            Present Value of Reputation

Reputation isn’t just                       Reputat...
Moving from Defence
Moving from Defence
To Offence
 To Offence
To Offence
To Offence
A Model of Reputation
                        Advocates endorse your reputation and help to
                        pull o...
Reputation Drives Marketing 
         Efficiency
         Effi i
  Advocacy
  Ad
                     β = 0.413

         ...
Marketing Efficiency 
      Proportion of Marketing Efficiency
          Explained by Reputation




                     ...
Building Reputation Creates a 
Trust
              Virtuous Cycle
              Vi t     C l
encourages
consumers to      ...
Trust Impact Changes the Message
        p        g            g
  Reputational messages (corporate social responsibility)...
Trust Impact Changes the Message
CSR works better than traditional messaging in all countries
to improve equity flow and b...
Our comprehensive model tells you how to get 
 Our comprehensive model tells you how to get
to where you want to be, not j...
Clients Benefiting 
         From the Approach




Reputations On the Line – CPRS Conference Vancouver 2009
Ipsos Products
             Ipsos Products
                     Global @dvisor (22 countries)
                     I-Rep A...
Key Findings
     Present Value of Reputation:


Invest
I    t        Important             Work            Increase Trust...
Reputations On the Line – CPRS Conference Vancouver 2009
Shawn Hall
Senior Communications Manager
            TELUS




Reputations On the Line – CPRS Conference Vancouver 2009
Reputation
• Influences how people buy in a commoditized
  Influences how people buy in a commoditized 
  market
• Is base...
Public relations practitioners cannot 
 directly affect the quality of service 
             and products
                ...
Scott McCloy
      Communications Director
          WorkSafeBC




Reputations On the Line – CPRS Conference Vancouver 20...
Reputations On the Line – CPRS Conference Vancouver 2009
Who we are
                      Who we are
• WorkSafeBC is an independent provincial statutory
  WorkSafeBC is an indepen...
What we do
                      What we do
• Promote the prevention of workplace injury, illness, 
               p      ...
Where we were

90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
    96



            97



                   98



               ...
Where we are

90%                                                                                                85%

80%
...
Where we were
                                     Where we were
90%
80%
70%
60%
                                         ...
Where we are
                                           Where we are
90%
80%
70%
60%
                                     ...
How did we get here?
On the down side…
• Attitudinal Survey 1996
   – few perceptions of core mandate(s)
   – described as...
How did we get here?
On the up side…
• Attitudinal Survey 1996
  –    viewed as having an important role as insurance 
   ...
How did we get here?
Strategy…
• 1996
   – Change attitudes in the workplace making unsafe work 
     practices unacceptab...
Reputation


 Positive reputation results when our 
institutional values and behaviours are 
 closely aligned with, and se...
What is reputation based on?
What is reputation based on?


       Corporate Reputation



        Values                 ...
Public s core values
         Public’s core values

• H lth d f t
  Health and safety
• Preservation of property values
• ...
What reputation means to us
     What reputation means to us
• Reputation = Public Confidence
  Reputation = Public Confid...
Reputation and values
           Reputation and values
• Reputation linked to corporate values – stated
  Reputation linke...
Case study: 
              Changing a reputation
               h   i            i

• Our reputation impacts our ability t...
Media coverage results
   Media coverage results
             Grant's Law Media Coverage Sum m ary 2008
                  ...
What made the difference
 What made the difference

               REPUTATION

       PUBLIC CONFIDENCE


ADDRESS OUR PUBL...
Where we are

90%                                                                                                85%

80%
...
How do we stay here?
        WorkSafeBC                                  WorkSafeBC
          Brand                       ...
Questions?




Reputations On the Line – CPRS Conference Vancouver 2009
Thank you!
             Thank you!




Reputations On the Line – CPRS Conference Vancouver 2009
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Reputations On The Line

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Your organization’s reputation is important, but how do you protect and maintain it when you’re constantly fighting fires that can have a detrimental impact on how your organization is viewed by employees, customers and stakeholders?

This session focuses on real life examples of how major corporations monitor and manage reputations, and what you can do to identify and deal with issues and trends to prevent or minimize their impact on an organization's reputation. We will also explore how astute communicators and market researchers increasingly view reputation as something that can be leveraged to produce more effective public relations, marketing and advertising campaigns.

You’ll gain practical advice based on the “lessons learned” by senior communications professionals, and some candid insights to life on the firing line when you represent high-profile companies.

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Reputations On The Line

  1. 1. Reputations On the Line Reputations On the Line Canadian Public Relations Society Conference Vancouver, BC, Canada Tuesday, June 9, 2009
  2. 2. Your Moderator Your Moderator Perry Goldsmith Perry Goldsmith President Contemporary Communications Ltd. Reputations On the Line – CPRS Conference Vancouver 2009
  3. 3. “It takes 20 years to build a reputation  and five minutes to ruin it. and five minutes to ruin it If you think about that, you’ll do things differently.” hi diff l ” ‐ Warren Buffet Reputations On the Line – CPRS Conference Vancouver 2009
  4. 4. Your Panel Your Panel • Kyle Braid Kyle Braid Vice‐President, Ipsos Reid Public Affairs • Shawn Hall Shawn Hall Senior Communications Manager, TELUS • Scott McCloy Communications Director, WorkSafeBC Reputations On the Line – CPRS Conference Vancouver 2009
  5. 5. Kyle Braid Vice‐President Vice President Ipsos Reid Public Affairs Reputations On the Line – CPRS Conference Vancouver 2009
  6. 6. Reputation Management for  p g Business Success Reputations On the Line – CPRS Conference Vancouver 2009
  7. 7. Why Focus on Reputation? Why Focus on Reputation? • Managing reputation is a core part of the business. Managing reputation is a core part of the business. – Consumers’ desire to do business with you. – Employees’ pride in working for you. – Investors’ confidence to put their money with you. – Legislators’ inclination to help or hinder you. – Journalists’ disposition to report positively or negatively  about you. – NGOs’ propensity to work with or against you. NGOs propensity to work with or against you Reputations On the Line – CPRS Conference Vancouver 2009
  8. 8. Changing Definition of Reputation Changing Definition of Reputation • Traditionally, reputation has been driven by perceptions of: – What your organization does – How and how well you do it • Stakeholders are increasingly basing their perceptions on: – The values your organization stands for – How well your organizations’ actions support those values – Your organizations’ position on issues that affect the broader community Opportunities for Environment Health Privacy Diversity the underserved Reputations On the Line – CPRS Conference Vancouver 2009
  9. 9. Shift in Focus Shift in Focus • Traditional view of reputation as vague concept of ambiguous  value. value – Primary value is as a hedge against potential negative attention. – Relevant to companies in heavily regulated industries (e.g. natural  resources). resources) • But relevance and importance of reputation to core business  has changed. h h d • Offers tangible, short‐term benefits to the bottom line: g , – Increasing the effectiveness and lowering the costs of marketing – Increasing customers’ preference for your products Reputations On the Line – CPRS Conference Vancouver 2009
  10. 10. Traditional View of Reputation Future value oriented: building equity for future crises Extractive industries Monopolies Gov’t supported Backward looking (tracking & comparing) p g) Elite targets: gov’t, media, biz/finance
  11. 11. Corporate Reputation Practice Present Value of Reputation Reputation isn’t just Reputation can help you something that you store improve your marketing away for a rainy day. efficiency and therefore sell products/services more efficiently. We take a much more sophisticated approach to Reputation and Risk than our competitors.
  12. 12. Moving from Defence Moving from Defence
  13. 13. To Offence To Offence To Offence To Offence
  14. 14. A Model of Reputation Advocates endorse your reputation and help to pull others up the reputation pyramid Trust is built by consistently delivering on y y g your promises In general, familiarity breeds favorability g , y y Familiarity is the bedrock of reputation p Without awareness there is no reputation Building a strong reputation helps an organization perform more effectively in the present AND builds a reservoir of goodwill to draw upon in future crises Reputations On the Line – CPRS Conference Vancouver 2009
  15. 15. Reputation Drives Marketing  Efficiency Effi i Advocacy Ad β = 0.413 MARKETING β = 0.186 0 86 EFFICIENCY β = 0.11 Individuals who trust an organization are more likely to… Believe Pay more for a Feel good about marketing company’s using it communications products/services Reputations On the Line – CPRS Conference Vancouver 2009
  16. 16. Marketing Efficiency  Proportion of Marketing Efficiency Explained by Reputation Explained Variance (R2) of Marketing Efficiency Reputations On the Line – CPRS Conference Vancouver 2009
  17. 17. Building Reputation Creates a  Trust Virtuous Cycle Vi t C l encourages consumers to Advertising buy products builds trust and believe and drives advertising consumption Product use builds trust and willingness to try other brands Reputations On the Line – CPRS Conference Vancouver 2009
  18. 18. Trust Impact Changes the Message p g g Reputational messages (corporate social responsibility) can be used to increase brand equity AND to improve financial performance VS Traditional CSR Reputations On the Line – CPRS Conference Vancouver 2009
  19. 19. Trust Impact Changes the Message CSR works better than traditional messaging in all countries to improve equity flow and brand preference CS s o e e ect e CSR is more effective in Developed cou t es e e oped countries Increase Brand Equity Improve Financial Performance Average Change in Equity Flow Increase in Preference Source: ESOMAR case study written by Ipsos and Coca-Cola
  20. 20. Our comprehensive model tells you how to get  Our comprehensive model tells you how to get to where you want to be, not just where you are Your foundation (where you are): Add to it with (where you are going): Current image – performance on Marketing efficiency – modeling standard image metrics (Favorability (Favorability, reputation s reputation’s effect on the credibility Trust, etc) and appeal of your messages, products or services Drivers of image – what matters to your image Social context – regulatory environment, social trends, news Relative measures – trend over cycle, etc time and relative to competitors Values and policy context – stakeholder perceptions preferences perceptions, and values Communications – how to improve your reputation through effective messages and message placement Reputations On the Line – CPRS Conference Vancouver 2009
  21. 21. Clients Benefiting  From the Approach Reputations On the Line – CPRS Conference Vancouver 2009
  22. 22. Ipsos Products Ipsos Products Global @dvisor (22 countries) I-Rep American Public and I-Rep Canada Reputation Pyramid Image Metrics Reputational Marketing Efficiency Benchmark Analysis A l i Omnibus Possibilities Custom Research Reputation, Messaging, and Crisis Management Stakeholders Consumers Over 40 Countries Reputations On the Line – CPRS Conference Vancouver 2009
  23. 23. Key Findings Present Value of Reputation: Invest I t Important Work Increase Trust Leverage Now New Part Smarter Reputation Makes the Is an A company The end goal of Reputation case for important new which lacks reputation oriented investing part of the a good management messaging in, and answer to reputation remains the can be more using, i “why should why will have to same – help effective than reputation we invest in work harder companies and traditional NOW. reputation?” to get its organizations product/ p point across. to improve their p service level of Trust. messaging Reputations On the Line – CPRS Conference Vancouver 2009
  24. 24. Reputations On the Line – CPRS Conference Vancouver 2009
  25. 25. Shawn Hall Senior Communications Manager TELUS Reputations On the Line – CPRS Conference Vancouver 2009
  26. 26. Reputation • Influences how people buy in a commoditized Influences how people buy in a commoditized  market • Is based primarily on an individual’s Is based primarily on an individual s  perception of the quality of service and  products • Is unique to an organization • Can only be understood if measured, and  uncoloured by Kool‐Aid Reputations On the Line – CPRS Conference Vancouver 2009
  27. 27. Public relations practitioners cannot  directly affect the quality of service  and products p We do play three key roles, however: • Responding to stakeholders and media • Forming relationships with media who impact Forming relationships with media who impact  our reputation • Influencing the organization’s decisions Influencing the organization s decisions Reputations On the Line – CPRS Conference Vancouver 2009
  28. 28. Scott McCloy Communications Director WorkSafeBC Reputations On the Line – CPRS Conference Vancouver 2009
  29. 29. Reputations On the Line – CPRS Conference Vancouver 2009
  30. 30. Who we are Who we are • WorkSafeBC is an independent provincial statutory WorkSafeBC is an independent provincial statutory  agency • We serve 2.3 million workers and more than 200,000  registered employers g p y • We are the regulator and promoter of workplace  health and safety and the sole provider of workers’  compensation coverage in BC Reputations On the Line – CPRS Conference Vancouver 2009
  31. 31. What we do What we do • Promote the prevention of workplace injury, illness,  p p j y and disease  • Rehabilitate those who are injured and provide safe Rehabilitate those who are injured and provide safe,  timely return to work  • Provide fair compensation to replace workers' loss of  wages while recovering from injuries • Ensure sound financial management for a viable  workers' compensation system p y Reputations On the Line – CPRS Conference Vancouver 2009
  32. 32. Where we were 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 96 97 98 99 00 01 02 03 04 05 06 07 08 09 19 19 19 19 20 20 20 20 20 20 20 20 20 20 WorkSafeBC Reputation Index Reputations On the Line – CPRS Conference Vancouver 2009
  33. 33. Where we are 90% 85% 80% 2009 Target = 70% 83% 60% 50% 40% 30% 20% 10% 0% 96 97 98 99 00 01 02 03 04 05 06 07 08 09 19 19 19 19 20 20 20 20 20 20 20 20 20 20 1 Q WorkSafeBC Reputation Index Reputations On the Line – CPRS Conference Vancouver 2009
  34. 34. Where we were Where we were 90% 80% 70% 60% Positive 50% Balanced 40% Negative 30% 20% 10% 0% 95 96 97 98 99 00 01 02 03 04 05 06 07 08 19 19 19 19 19 20 20 20 20 20 20 20 20 20 WorkSafeBC Media Relations Outputs Reputations On the Line – CPRS Conference Vancouver 2009
  35. 35. Where we are Where we are 90% 80% 70% 60% Positive ii 50% Balanced 40% Negative 30% 20% 10% 0% 95 96 97 98 99 00 01 02 03 04 05 06 07 08 19 19 19 19 19 20 20 20 20 20 20 20 20 20 WorkSafeBC Media Relations Outputs Reputations On the Line – CPRS Conference Vancouver 2009
  36. 36. How did we get here? On the down side… • Attitudinal Survey 1996 – few perceptions of core mandate(s) – described as bureaucratic, inefficient,  fiscally irresponsible, lacking in  leadership – most perceptions from perceived status  as a government monopoly vs. actual  experience Reputations On the Line – CPRS Conference Vancouver 2009
  37. 37. How did we get here? On the up side… • Attitudinal Survey 1996 – viewed as having an important role as insurance  provider and workplace educator/enforcer id d k l d / f – emphasis should be on prevention  – believe that sponsorship of safety efforts effects  b l h h f f ff ff positive change – support to take on higher profile role in safety support to take on higher profile role in safety Reputations On the Line – CPRS Conference Vancouver 2009
  38. 38. How did we get here? Strategy… • 1996 – Change attitudes in the workplace making unsafe work  practices unacceptable • 2006 – Societal and cultural change is essential in creating a culture  of health and safety in the workplace and WorkSafeBC plays  a principal role in effecting this change – as champion of workplace health and safety, WorkSafeBC  must and will be the catalyst to change societal attitudes so  that injuries are no longer regarded as an acceptable part of  p y y the cost of production in any industry   Reputations On the Line – CPRS Conference Vancouver 2009
  39. 39. Reputation Positive reputation results when our  institutional values and behaviours are  closely aligned with, and seen to be  y g closely aligned with, our publics’  values and expectations values and expectations Reputations On the Line – CPRS Conference Vancouver 2009
  40. 40. What is reputation based on? What is reputation based on? Corporate Reputation Values Beliefs Reputations On the Line – CPRS Conference Vancouver 2009
  41. 41. Public s core values Public’s core values • H lth d f t Health and safety • Preservation of property values • Community pride • Peace of mind Peace of mind • Economic security • Absence of conflict Reputations On the Line – CPRS Conference Vancouver 2009
  42. 42. What reputation means to us What reputation means to us • Reputation = Public Confidence Reputation = Public Confidence • Increased public confidence enables us to: – D li Deliver our health and safety message more  h lth d f t effectively – Build lasting partnerships with our stakeholders Build lasting partnerships with our stakeholders – Lower the injury rate in BC Reputations On the Line – CPRS Conference Vancouver 2009
  43. 43. Reputation and values Reputation and values • Reputation linked to corporate values – stated Reputation linked to corporate values  stated  and demonstrated every day   • “What is the right thing to do?” What is the right thing to do? • Our values: – Open, transparent, accountable – Honest, ethical, respectful, compassionate – Work to make a difference one human being at a  time Reputations On the Line – CPRS Conference Vancouver 2009
  44. 44. Case study:  Changing a reputation h i i • Our reputation impacts our ability to change  behaviours • An example: An example: – Pay Before You Pump, February 2008 Reputations On the Line – CPRS Conference Vancouver 2009
  45. 45. Media coverage results Media coverage results Grant's Law Media Coverage Sum m ary 2008 WorkSafeBC Tone of Coverage Tot al # St ories Posit ive Balanced Negat ive 0 20 40 60 80 100 120 140 160 180 200 N um be r of S t or i e s Reputations On the Line – CPRS Conference Vancouver 2009
  46. 46. What made the difference What made the difference REPUTATION PUBLIC CONFIDENCE ADDRESS OUR PUBLICS’ CORE VALUES Reputations On the Line – CPRS Conference Vancouver 2009
  47. 47. Where we are 90% 85% 80% 2009 Target = 70% 83% 60% 50% 40% 30% 20% 10% 0% 96 97 98 99 00 01 02 03 04 05 06 07 08 09 19 19 19 19 20 20 20 20 20 20 20 20 20 20 1 Q WorkSafeBC Reputation Index Reputations On the Line – CPRS Conference Vancouver 2009
  48. 48. How do we stay here? WorkSafeBC WorkSafeBC Brand Reputation Media Social Relations & Marketing Issues Mgmt. I M t Focused, honest, ethical, respectful, ethical respectful compassionate Commitment to openness, transparency, accountability, trustworthiness WorkSafeBC Values Operations Working to Make a Difference Communications
  49. 49. Questions? Reputations On the Line – CPRS Conference Vancouver 2009
  50. 50. Thank you! Thank you! Reputations On the Line – CPRS Conference Vancouver 2009
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