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November 2014
Germany Report
EDELMAN
TRUST
BAROMETER
Family Owned Enterprise Supplement
SUMMER SUPPLEMENT
WHO WE ARE INTERVIEWING
2
• 20 minute online questionnaire
• General population; Informed Publics*
• 12 ...
SUMMER SUPPLEMENT
FAMILY-OWNED BUSINESSES ENJOY A TRUST ADVANTAGE OVER OTHER BUSINESS
TYPES AMONG GERMAN GENERAL PUBLICS
G...
SUMMER SUPPLEMENT
ENTREPRENEURS/FOUNDERS ARE EXPECTED TO ENSURE OPERATIONAL TRANSPARENCY
OVER 7 IN 10 GENERAL PUBLICS IN G...
SUMMER SUPPLEMENT
FAMILY-OWNED BUSINESSES SHOULD FOCUS COMMUNICATIONS EFFORTS ON NEW PRODUCTS,
EMPLOYMENT ISSUES, AND INNO...
SUMMER SUPPLEMENT
ENTREPRENEURS/FOUNDERS TRUSTED TO MAKE THE RIGHT SUCCESSION DECISION; LESS EXPECTED TO PASS
BUSINESS ON ...
SUMMER SUPPLEMENT
TRANSITION CAN GROW TRUST IF DONE WELL; CAN HARM TRUST IF MISHANDLED
POSITIVE AND NEGATIVE IMPACT ON TRU...
SUMMER SUPPLEMENT
IMPORTANT FACTORS TO BUILDING TRUST WHILE PASSING ON OWNERSHIP OF FAMILY-OWNED BUSINESS
Q31. If the owne...
SUMMER SUPPLEMENT
Q15. Now thinking about family-owned businesses in general, how much do you agree with each of the follo...
SUMMER SUPPLEMENT
Environment
Education
Human Rights
Environment
Education
Social Causes
Social Causes
Education
Environme...
SUMMER SUPPLEMENT
BE PREPARED
11
Protect
Establish pre-emptive
systems to protect the
enterprise and family
members.
Proje...
SUMMER SUPPLEMENT
SUMMER SUPPLEMENT
On the cover, from top left: Jack Ma, founder of Alibaba: AFP; Robert Fisher, son of G...
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Edelman Trust Barometer 2014 Sonderausgabe Familienunternehmen

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Konstante Gewinne, hohe Innovationskraft, gute Produktqualität und treibende Kraft der deutschen Wirtschaft – das sind die Gründe dafür, dass Familienunternehmen ein sehr hohes Maß an Vertrauen entgegengebracht wird. Sieben von zehn Befragten halten diese Art von Unternehmen für am glaubwürdigsten. Das zeigen die Ergebnisse einer Sonderausgabe des Edelman Trust Barometers 2014.

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Edelman Trust Barometer 2014 Sonderausgabe Familienunternehmen

  1. 1. November 2014 Germany Report EDELMAN TRUST BAROMETER Family Owned Enterprise Supplement
  2. 2. SUMMER SUPPLEMENT WHO WE ARE INTERVIEWING 2 • 20 minute online questionnaire • General population; Informed Publics* • 12 countries (Brazil, China, France, Germany, India, Indonesia, Mexico, Russia, UK, US, Saudi Arabia & Spain) • 1000 respondents per country • Results will be analysed through two lenses: general population and Informed Publics (two sets of data) *Natural fallout within each market Indicates Global Data Indicates Germany Data
  3. 3. SUMMER SUPPLEMENT FAMILY-OWNED BUSINESSES ENJOY A TRUST ADVANTAGE OVER OTHER BUSINESS TYPES AMONG GERMAN GENERAL PUBLICS GENERAL PUBLICS TRUST LARGE AND SMALL FAMILY-OWNED BUSINESSES MORE THAN OTHER BUSINESS TYPES. INFORMED PUBLICS ARE MORE TRUSTING OF PRIVATELY-HELD FIRMS THAN FAMILY-OWNED BUSINESSES 79% 80% 84% 60% 65% 73% 66% 60% 49% 42% SMALL FAMILY-OWNED LARGE FAMILY-OWNED PRIVATELY-HELD STATE-OWNED PUBLICLY-TRADED Q5. Thinking about these different types of businesses, please indicate how much you trust each type of business to do what is right using a 9-point scale where one means that you “do not trust them at all” and nine means that you “trust them a great deal.” NET Trust (Top 4 Box) 7 in 10 general publics trust family– owned businesses INFORMED PUBLICS GENERAL PUBLICS
  4. 4. SUMMER SUPPLEMENT ENTREPRENEURS/FOUNDERS ARE EXPECTED TO ENSURE OPERATIONAL TRANSPARENCY OVER 7 IN 10 GENERAL PUBLICS IN GERMANY SAY THAT ENTREPRENEURS/FOUNDERS ARE RESPONSIBLE FOR MAKING SURE THAT THEIR BUSINESS IS TRANSPARENT ABOUT THEIR OPERATIONS, A FIGURE WHICH RISES TO 81% AMONG INFORMED PUBLICS 84% 90% 88% 88% 88% 85% 85% 83% 83% 81% 78% 76% 74% 76% 88% 83% 83% 83% 76% 76% 74% 73% 71% 73% 64% 72% TOTAL Mexico India Indonesia China Spain Brazil US UK Germany Russia Saudi Arabia France Q29: Please indicate how much you agree with each of the following statements – “Entrepreneurs/ founders are responsible to make sure that their business is transparent about their operations” NET Agree (Top 4 box) General Publics, 12-country global total, Informed Publics, 12-country global total INFORMED PUBLICS GENERAL PUBLICS
  5. 5. SUMMER SUPPLEMENT FAMILY-OWNED BUSINESSES SHOULD FOCUS COMMUNICATIONS EFFORTS ON NEW PRODUCTS, EMPLOYMENT ISSUES, AND INNOVATION MOST IMPORTANT COMMUNICATION TOPICS FOR FAMILY-OWNED BUSINESSES BY MARKET New Products Innovation Employment New Products Innovation Sustainability Policies Employment New Products Innovation New Products Employment Supply Chain New Products Innovation CSR Policies Employment New Products Finances New Products Employment Innovation Employment New Products Innovation Employment New Products Sustainability Policies New Products Finances Innovation Sustainability Policies New Products Supply Chain New Products Innovation Finances Q10: Below is a list of areas a company can communicate about. In general, when forming an opinion of _____, how important are each of the following areas to be transparent about to build your trust in that company? NET Important (Top 4 Box) General Publics, 12-country global total
  6. 6. SUMMER SUPPLEMENT ENTREPRENEURS/FOUNDERS TRUSTED TO MAKE THE RIGHT SUCCESSION DECISION; LESS EXPECTED TO PASS BUSINESS ON TO FAMILY MEMBER IN GERMANY THAN GLOBALLY EXPECTATIONS OF ENTREPRENEURS Q29. Please indicate how much you agree with each of the following statements. NET Agree (Top 4 Box) General Publics 71% 69% 61% 58% 44% ENTREPRENEURS/ FOUNDERS ARE RESPONSIBLE TO MAKE SURE THAT THEIR BUSINESS IS TRANSPARENT ABOUT THEIR OPERATIONS ENTREPRENEURS/ FOUNDERS HAVE A RESPONSIBILITY TO MAKE A CONTRIBUTION TO SOCIETY ENTREPRENEURS/ FOUNDERS OF SMALL- TO MEDIUM- SIZED BUSINESSES ARE MORE INNOVATIVE THAN ENTREPRENEURS OF BIG BUSINESSES ENTREPRENEURS/ FOUNDERS WILL PICK THE RIGHT PERSON TO SUCCEED THEM IN THEIR BUSINESS ENTREPRENEURS/ FOUNDERS SHOULD PASS THEIR BUSINESSES ON TO A SUCCESSOR FROM THEIR FAMILY
  7. 7. SUMMER SUPPLEMENT TRANSITION CAN GROW TRUST IF DONE WELL; CAN HARM TRUST IF MISHANDLED POSITIVE AND NEGATIVE IMPACT ON TRUST OF FAMILY-OWNED BUSINESS BEING PASSED ON TO A FAMILY MEMBER Q30. If the owner of a FAMILY-OWNED BUSINESS passed ownership or leadership of that business to a member of their family, how would that affect your trust in the business? NET Trust More (Top 2 Box), NET Trust Less (Bottom 2 Box) General Publics, 12-country global total NB: Don’t know responses have been excluded 31% 46% 43% 38% 35% 33% 33% 28% 27% 25% 25% 24% 16%17% 18% 12% 17% 16% 17% 12% 15% 8% 41% 9% 16% 19% Total India Brazil Indonesia Mexico Saudi Arabia Germany Spain US China UK France Russia NET Trust More NET Trust Less
  8. 8. SUMMER SUPPLEMENT IMPORTANT FACTORS TO BUILDING TRUST WHILE PASSING ON OWNERSHIP OF FAMILY-OWNED BUSINESS Q31. If the owner of a FAMILY-OWNED BUSINESS passed ownership or leadership of that business to a member of their family, how important would the following factors be to building your trust in the business? NET Important (Top 4 Box) General Publics, 12-country global total NEXT GENERATION FAMILY MEMBER MUST BE APPOINTED ON MERIT, AND HAVE DEMONSTRATED THEIR COMMITMENT TO THE FUTURE OF THE BUSINESS 76% 76% 75% 74% 72% 62% Evidence that the family member has been appointed on merit Evidence of the successor’s commitment to the future of the business before succession is completed Clear, effective, and transparent communications over the transition period Demonstrating the business experience of the new family member within the business Showing relevant outside industry experience of the new family member in the business A long transition period
  9. 9. SUMMER SUPPLEMENT Q15. Now thinking about family-owned businesses in general, how much do you agree with each of the following statements? Please use a nine-point scale where one means “strongly disagree” and nine means “strongly agree”. NET Agree (Top 4 Box) General Publics9 FAMILY-OWNED BUSINESSES ARE EXPECTED TO BE PURPOSE DRIVEN EXPECTATIONS OF FAMILY-OWNED BUSINESSES 76% 67% 67% 64% 64% 62% 62% 61% 58% Family-owned businesses should be TRANSPARENT ABOUT THEIR PHILANTHROPY A family-owned business should KEEP THEIR CHARITABLE SUPPORT SEPARATE FROM THEIR BUSINESS INTERESTS Family-owned businesses should FOCUS THEIR CONTRIBUTIONS ON THE COMMUNITY WHERE THEY ARE HEADQUARTERED A family-owned business should INVEST IN FOUNDATIONS ALIGNED WITH THEIR BUSINESS INTERESTS Family-owned businesses should PARTICIPATE IN PHILANTHROPY THROUGH DONATING MONEY TO SPECIFIC CHARITIES Family-owned businesses should CONTRIBUTE TO COMMUNITIES IN ALL MARKETS IN WHICH THEY OPERATE Family-owned businesses should BE ASSOCIATED WITH CAUSE-RELATED MARKETING^ Family-owned businesses should FOCUS ON IMPACT INVESTING* Family-owned businesses should ACTIVELY ENCOURAGE THEIR EMPLOYEES TO ENGAGE IN PHILANTHROPY *Impact investing is the placement of investments into businesses, organisations and funds designed to tackle social and environmental problems alongside creating a financial return; ^Cause-related marketing is a collaboration between a corporation and a non-profit for mutual benefit 55% Expect family-owned business to focus on philanthropy more than non family-owned businesses
  10. 10. SUMMER SUPPLEMENT Environment Education Human Rights Environment Education Social Causes Social Causes Education Environment Environment Human Rights Poverty Poverty Social Causes Health Social Causes Environment Human Rights Social Causes Environment Poverty Environment Health Education Social Causes Education Environment Education Human Rights Environment Social Causes Education Health Environment Human Rights Social Causes NEARLY ALL MARKETS BELIEVE FAMILY-OWNED BUSINESSES HAVE A RESPONSIBILITY TOWARD THE ENVIRONMENT RESPONSIBILITY OF FAMILY-OWNED BUSINESSES TOWARD CAUSES BY MARKET Q18: How responsible do you feel _______, are towards the following causes? Please use a nine-point scale where one means that you find them “not at all responsible” and nine means that you find them “fully responsible”. NET Responsible (Top 4 Box) General Publics, 12-country global total
  11. 11. SUMMER SUPPLEMENT BE PREPARED 11 Protect Establish pre-emptive systems to protect the enterprise and family members. Project Proactively and transparently tell your story. Predict Know what the potential issues are and manage the risk accordingly.
  12. 12. SUMMER SUPPLEMENT SUMMER SUPPLEMENT On the cover, from top left: Jack Ma, founder of Alibaba: AFP; Robert Fisher, son of Gap, Inc. founder: THE CHRONICLE/Brant Ward; Thomas Rabe, CEO of Bartelsmann: GETTY IMAGES EUROPE/Sean Gallup; Ratan Tata, founder of Tata Group; Cover of Thomas Piketty’s book Capital in the Twenty-first Centruy: HARVARD UNIVERSITY PRESS; Brazilian Oil and Gas Magnate Eike Batista: REUTERS/Fred Prouser; Gautem Adani, chairman & founder of the Adani Group: THE HINDU BUSINESS LINE

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