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Бренд и репутация. Строим безупречную коммуникацию
The document discusses excellence in corporate communications and reputation management. It makes three key points: 1. Communications strategies must be aligned with corporate strategies, stakeholder focused, and accountable through measurement of inputs, outputs, and outcomes. Quality staff and cross-functional cooperation are important. 2. A strong corporate brand and reputation provide long-term value by creating internal alignment and external bonding with stakeholders. Reputation is influenced by performance, communications, and external context and perceptions. 3. Social media have changed communications by increasing speed and requiring a tone of voice. Organizations must monitor social media discussions and develop rules for employee participation while acting normally.
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Бренд и репутация. Строим безупречную коммуникацию
- 1. Excellence in Communications ´It´sall about brand and reputation´ Rostov-on-Don, 4 June 2013 CORPORATE COMMUNICATION & BRAND STRATEGY Koenraad van Hasselt
- 2. In old times,the best companies were the ones with access to the best resources… Labour (employees, labour market, alumni) Money (shareholders,investors) Raw materials (suppliers,partners)
- 3. …now the bestperforming companies also have considerable intangible assets Labour (employees, labour market, alumni) Money (shareholders, investors) Raw materials (suppliers, partners) Legitimacy (various stakeholders) Brand and Reputation (all stakeholders)
- 4. PR departments haveto meet high demands… Monitoring environment Managing stakeholder expectations Media relations Writing Public Affairs Sponsoring Financial comms Internal comms Community management (2.0) Dialogue and interaction Strengthen identity & comms skills of organisation and its people
- 5. Best in Classcommunications meets five criteria Quality of staff Alignment End game Accountability Stakeholder orientation
- 6. 1. Quality ofstaff • People are business savvy • People are sensitive to organization and its environment • Management development in place
- 7. PR people needto possess many skills and competences • Strategic (visionary, analytical, lateral thinker) as well operational (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 partner and conflict solver
- 8. Framework of commscompetences needed for management development Dutch professional profiles, based on European Qualification framework, Logeion, 2010. Core tasks Analyzing Advising Creating Coaching Organising Managing Professional levels: Issue driven Planning driven Results driven Task driven Instruction driven
- 9. For PR people,there are more opportunities than every before… The economist, 190511 Het Financieele Dagblad PR has become more professional and strengthened its position versus journalists Media saw their resources cut, are more dependent on PR people.
- 10. 2. Stakeholder orientation •Organisation of comms reflects stakeholder focus • Stakeholder sentiment is monitored, measured, analysed • Communications facilitates dialogue and interaction
- 11. Brand Promise, Mission,Core Value, Strategy, Culture Cross-functional Communications at DSM Corporate messaging, visual identity and behavorial framework EmployeesShareholders Communities Marketing/BGs/CC IR/BGs/CC PA/BGs/HR/CCHR/BGs/CC Strategic Priorities Strategic Priorities Strategic Priorities Strategic Priorities Customers Communication priorities Communication priorities Communication priorities Communication priorities Tactical initiatives Tactical initiatives Tactical initiatives Tactical initiatives
- 12. Clients don’t buy Activist groups don’twant Rating Agencies don’t rate Suppliers don’t conform Staff don’t behave Sustainability indices don’t validate Analysts don’t back Partners don’t promote Local communities don’t accept Politicians don’t support NGOs don’t approve Online communities don’t accept Media don’t believe Regulators won’t allow Corporate Reputation 12 Stakeholder support should never be taken for granted. What if… Reputation undermined
- 13. Signal detection andpattern recognition of stakeholder sentiment
- 14. 3. Accountability • Measuringinput, output and outcome • Independent analysis of data • Individual performance management and target setting
- 15. Balanced Scorecard/ Dashboard Communications efforts andresults must be measurable REPUTATION • RepTrak • Fortune 500 •Tailor made research STAFF •Employee satisfaction & motivation surveys • Exit interviews • Employer brand surveys STAKEHOLDERS •Stakeholder dialogues (qualitative) Shareholders & authorities • Dow Jones Sustainability Index • Transparency benchmark • Global Reporting Initiative CUSTOMERS • Customer satisfaction • Market research
- 16. 4. Alignment • Communicationsstrategy derived from corporate & business strategies • Cooperation with other comms ´owners´ (CEO, CFO, HR, Legal, Finance, Marketing, Country Managers etc.) • Orchestration based on overall functional comms ´ownership´
- 17. Communications should facilitateand manage the coalition towards alignment.. Comms HR MKT Strat OPS Comms HR MKT Strat OPS
- 18. ..choosing the analignment platform based on the dominant logic Comms CSR Reputation Brand Quality management
- 19. Alignment finds oftenits origins in the corporate story
- 20. What makes agood corporate story ? • It makes the essence, the soul of the organisation, clear, in a way that is relevant, attractive and realistic to all stakeholders. • It makes the organization stand out from others. • It describes the (unique) history of the organization, the core competences and 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 value STAFF Alignment Accoun -tability Stakeholder orientation • Corporate brand • Employee engagement • Reputation
- 22. Brand is ananchor as well as a compass
- 23. The corporate brandbrings together vision, culture and image. VCI Alignment model: Mary Jo Hatch en Majken Schultz Who do we want to be ? What do we want to be known for ? How do they look at us ? Who are we ? Stakeholder images Organisational culture Strategic vision Organizational identity
- 24. Strong corporate brandscreate internal alignment… Marketing & Communication HR Products & ServicesSales Business development Corporate brand Touch point Touch point Touch point Touch point Touch point
- 25. …and create abonding with (all) stakeholders Marketing & Communication HR Products & Services Sales Corporate brand Touch point Touch point Touch point Touch point Touch point Business development Stakeholders Stakeholders
- 26. What makes astrong brand? Authority Esteem Delivers quality Trust It´s ok Vitality Distinguishing One unique claim Relevant Serves a purpose
- 27.
- 28. Role of corporatebrand depends on strategy, structure and governance model. One brand, one promise Light endorser strong identity and promise, primarily for internal alignment Brand behind the brands Added value Visibility High Strong vision and promise Weak vision and promise Low Corporate brand and lead brand
- 29. A corporate brandrepresents a promise ? ? ? ? ? ?
- 30.
- 31. Delivering on thebrand promise will influence reputation positively
- 32. Corporate reputation isthe observers’ collective judgment of a corporation based on the assessments of the financial, social and environmental impacts attributed to the corporation over time Barnett et al. Reputation: about stakeholder support and licence to operate
- 33. The value ofa strong corporate reputation Works for internal motivation and bonding Pride, identification and alignment lead to better performance Functions as an airbag / insurance in incidents Thanks to positive and selective perception Acts as a magnet Attracts customers, investors and talent It represents financial value Companies with a strong corporate reputation are valuated higher on the stock market
- 34. CEOs fear reputationalrisk most
- 35. ..and their ownreputation contributes no less than 30% to corporate reputation
- 36. CEOs take responsibility,but do they know 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 and manageable, whereas reputation simply ´happens to a company´ and is therefore more threatening • Profile of business sector is one of the key reputational risks • CEO is not familiar with state of the art methods of measuring and analyzing brand and reputation • CEOs are held accountable for non-financial KPI´s, but only rarely for brand and reputation.
- 37. What influences corporatereputation ? Products & services Financial performance Corporate sustainability Vision and leadership Workplace and employer brand Emotional appeal
- 38. How do perceptionsoriginate ? Level Credibility of source 1 Own, personal experiences 2 Referrals by family, friends 3 Social networks & blogs 4 Recommendations by authorities (incl. scientists, media) 5 Communication by own organisation 6 Mass media, commercial communications (advertising) Paul Stamsnijder, ´De Vent is de Tent´, 2010
- 39. Measuring reputation –RepTrak* * Developed by the Reputation 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 management Purchase Recommend Crisis proof Verbal support Leadership Workplace Performance Citizenship Innovation Products & Services Governance Reputation drivers Supportive behaviourOverall reputation score (Pulse) I Invest Work
- 41. Reputation management cycle Measureand analyse current reputation Set objectives and targets for reputation & communication Develop the corporate story Select reputation themes (3 max) Roll out themes like a political campaign
- 42. Reputation is nota matter of communications alone !!! Performance Commu- nications Context Reputation
- 43. Three determinants thatmay put reputation at risk* • Reputation is stronger than reality (over promising) • Extent to which external opinions and expectations change • Quality of coordination within an organization * Eccles et al., 2007
- 44. A final wordon reputation: it comes on foot and leaves on horseback Warren Buffett "It takes 20 years to build a reputation and 5 minutes to ruin it … .. if you think about that, you'll do things differently.” ´If you lose money, I will be forgiving, if you lose reputation, I will be ruthless´. The cars have been recalled and repaired The biggest challenge: restoring your trust
- 45. Summing up: theingredients for excellence in communications Staff Align ment End game Accoun -tability Stake- holders
- 46. And what aboutsocial media ?
- 47. Sociale media havechanged the fundamentals of communications
- 48. Organisations better getused to…. The speed… ….and the tone of voice
- 49. Social media arean extension of the traditional 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 telephone numbers • 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 29102011 In NL, statements in sociial media are in the top 5 of reasons for dismissal Social media rules at GOOGLE: Don’t be stupid !
- 51. www.reputationmatters.nl Thank you foryour attention !