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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 …

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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  • 1. Reputations On the Line Reputations On the Line Canadian Public Relations Society Conference Vancouver, BC, Canada Tuesday, June 9, 2009
  • 2. Your Moderator Your Moderator Perry Goldsmith Perry Goldsmith President Contemporary Communications Ltd. Reputations On the Line – CPRS Conference Vancouver 2009
  • 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. 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. Kyle Braid Vice‐President Vice President Ipsos Reid Public Affairs Reputations On the Line – CPRS Conference Vancouver 2009
  • 6. Reputation Management for  p g Business Success Reputations On the Line – CPRS Conference Vancouver 2009
  • 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. 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. 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. 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. 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. Moving from Defence Moving from Defence
  • 13. To Offence To Offence To Offence To Offence
  • 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. 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. Marketing Efficiency  Proportion of Marketing Efficiency Explained by Reputation Explained Variance (R2) of Marketing Efficiency Reputations On the Line – CPRS Conference Vancouver 2009
  • 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. 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. 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. 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. Clients Benefiting  From the Approach Reputations On the Line – CPRS Conference Vancouver 2009
  • 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. 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. Reputations On the Line – CPRS Conference Vancouver 2009
  • 25. Shawn Hall Senior Communications Manager TELUS Reputations On the Line – CPRS Conference Vancouver 2009
  • 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. 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. Scott McCloy Communications Director WorkSafeBC Reputations On the Line – CPRS Conference Vancouver 2009
  • 29. Reputations On the Line – CPRS Conference Vancouver 2009
  • 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. What is reputation based on? What is reputation based on? Corporate Reputation Values Beliefs Reputations On the Line – CPRS Conference Vancouver 2009
  • 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. 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. 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. 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. 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. 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. 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. 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. Questions? Reputations On the Line – CPRS Conference Vancouver 2009
  • 50. Thank you! Thank you! Reputations On the Line – CPRS Conference Vancouver 2009

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