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Understanding the current Australian and global stakeholder climate and its implications Presentation by Noel Turnbull  Director Growth Solutions Group and  Adjunct Professor RMIT University
The presentation ,[object Object],[object Object],[object Object],[object Object],[object Object]
… a personal note  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The PR/PA mindset ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Current confusions ,[object Object],[object Object],[object Object],[object Object],[object Object]
The top seven strategies for reconnecting with Australians Eye on Australia 2004
Some social context ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What’s most important? 9.50 8.93 8.62 8.49 8.34 8.07 7.38 7.31 7.07 6.86 6.73 6.30 5.93 Your family Freedom to be yourself Your friends Being safe and secure Financial security Your home Going out and enjoying yourself Hobbies or pastimes Travel and holidays Music or the Arts Sex Your career Your pets
Social equity is a major concern 83% 78% 77% 72% 69% 68% 67% 64% 58% 57% 36% The growing gap between rich and poor The high price of housing Overcoming rising levels of obesity Immigration problems Stress in the workplace Racism Unemployment Personal safety Terrorism Long working hours Inequality of the sexes
Monitoring Cultural Change SCAN Australia TM
Monitoring Cultural Change Annual Since 1992 Representative Sample DYG Methodology 2,000 Adults Qualitative & Quantitative Face to Face & self -completion SCAN Australia TM
The Big Picture’s Looking Less Worse Better % nett : Better/Worse In Ten Years Time Worse Illegal Immigration Terrorism Security from Invasion Economy Unemployment
DAVOS WEF 2004 ,[object Object],[object Object],[object Object]
Attitudes to the corporate sector ,[object Object],[object Object],[object Object],[object Object],[object Object]
Attitudes to Corporate Australia: Summary 84% 83% 77% 72% 66% 66% 65% 62% 59% 58% 56% 53% 53% 52% 47% 45% 27% 19% Only thinks of profits Greedy Selfish Successful Heartless Just for the shareholders Untrustworthy Up there with the rest of the world Smart Conservative Boring Doesn't think big picture Unoriginal Savvy Not visionary Leading edge Unintelligent Caring % Agree
The Successful Company: Summary  93% 91% 90% 90% 90% 89% 89% 87% 85% 85% 83% 82% 82% 79% 76% 75% 73% 73% 70% 70% 67% 67% 64% 61% 57% 52% Well organised Innovative Inventive Fresh thinking Visionary Comes up with fresh ideas Determined A good place to work Has a good presence at a local level Gives back to the community Is ethical Has a bit of personality Is a leader in its field Is transparent and honest Entrepreneurial Interesting and different Fights for a cause Always tells the truth Cares about people first and money second A real person running company who you know  Well publicised Makes life more fun Has fun advertising Has a long history in the market Has big profits Aggressive % Agree
It’s not all bad … …corporate  Australia is viewed as  competent ,[object Object]
5 6 6 9 10 10 11 12 18 21 28 33 36 44 49 53 Well known CEO Successful Overseas Highly Profitable Advertises a lot Always trying new things Contributes To Charity Involved in Community Solves social problems Environmentally Active Australian Owned Good Employer Handles Complaints Fairly Consistent Quality Honest & Responsible Treats Customers Well Good Value For Money Business Must Do the Job Well % Vitally Important Judging the reputation of a business or company
What is an ethical company? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Some conclusions about the climate ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How should we respond? ,[object Object],[object Object],[object Object]
Some reservations ,[object Object],[object Object],[object Object],[object Object]
The CSR bandwagon ,[object Object],[object Object],[object Object],[object Object]
But will they take yes for an answer? ,[object Object],[object Object],[object Object],[object Object]
So, what is to be done? ,[object Object],[object Object],[object Object],[object Object]
Key Priorities ,[object Object],[object Object],[object Object],[object Object]
Where do you start? ,[object Object]
Stakeholder Segmentation ,[object Object],[object Object],[object Object],[object Object]
Stakeholder Strategies ,[object Object],[object Object],[object Object],[object Object]
Reputation and Relationships ,[object Object],[object Object]
Corporate Brand & Reputation Building Blocks  There are a set of conceptual building blocks for Corporate Reputation that incorporate the logic that a ‘good reputation’ is an asset that provides access to the sort of resources and support that is critical to an organisations success Reputation  is an  asset  of  value . [It’s synonymous with  Corporate   Brand ] Reputation largely exists in the  heads  of  strategic stakeholders  - and is primarily shaped by their  experiences  and  interaction  with the company. The benefits of a  (good) reputation  come from  superior outcomes  in gaining  access  to  resources  or  support  from  strategic stakeholders . A reputation is enhanced by the organisation delivering on its  value proposition  to  specific stakeholder groups   (provided the value proposition is relevant and ‘valuable’). A reputation can be managed  proactively  or  reactively , but is sometimes affected by events beyond the control of management.
Access to Resources - Role of Reputation  Stakeholder Group Customers Investment Community Business Partners Employees ‘ Resource’ required to do business What is it worth to have a ‘Good Name & Reputation’ Environmental Interests Governments Communities Access to markets/customers Capital - debt + equity  People & expertise Projects & Joint Ventures ‘ Permit to operate’ ‘ Permit to operate’ Tax and fiscal regime ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],‘ Permit to operate’ ,[object Object],[object Object]
Possible “Tangible” Outputs  The most tangible outputs from a Corporate Brand Diagnostic might be the creation of a framework for managing the brand across all activities and stakeholder groups. Explicit Development of Stakeholder Value Proposition Realignment of what is tracked and measured Framework for the management of the Corporate Brand/Reputation Realignment of communications/other priorities to respond to Reputation Gaps ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Checklist for CEO/Board - Managing Corporate Reputation  A checklist for the CEO and Board might therefore include clarification of the preferred reputation and what it can deliver, and include its measurement, reporting and management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The CareCom approach ,[object Object],[object Object],[object Object],[object Object]
Whose Relationship Do We Measure? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Brand and corporate relationships are a primary influence on the behavior of key stakeholders … Brand,  Organization  or Entity Customer Relationships Referral Relationships Vendor Relationships Existing/ Potential Shareholder Relationships Media Relationships Employee Relationships
Brand/Corporate Relationship Profile Two organisations with similar “average” profiles require different strategy CareCom ©  1999 - 2002 Company B: Make the relationship  more exciting/meaningful Company A: Deliver to the Antagonists that which the Advocates receive
A Corporate Relationship Profile CareCom ©  1999 - 2002
Importance of Corporate Brand and Reputation  According to a 2004 survey of World Economic Forum participants, most saw Corporate Brand and Reputation accounting for more than 40 percent of their market capitalisation Market Capitalisation Impact of Uncertainty; CAPM Financial Principles Percent represented by Corporate Brand/Reputation 20 40 60 80 100 20 40 60 80 100 Percent of Participants Percent of Market Capitalisation Source: WEF Participants (132). Survey by Fleishman-Hillard - Jan 2004 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Some concluding thoughts ,[object Object],[object Object],[object Object]
The focus for the company ,[object Object],[object Object]
The role for the PA/PR practitioner ,[object Object],[object Object],[object Object]
A value set for all? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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The stakeholder climate

  • 1. Understanding the current Australian and global stakeholder climate and its implications Presentation by Noel Turnbull Director Growth Solutions Group and Adjunct Professor RMIT University
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  • 6. The top seven strategies for reconnecting with Australians Eye on Australia 2004
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  • 8. What’s most important? 9.50 8.93 8.62 8.49 8.34 8.07 7.38 7.31 7.07 6.86 6.73 6.30 5.93 Your family Freedom to be yourself Your friends Being safe and secure Financial security Your home Going out and enjoying yourself Hobbies or pastimes Travel and holidays Music or the Arts Sex Your career Your pets
  • 9. Social equity is a major concern 83% 78% 77% 72% 69% 68% 67% 64% 58% 57% 36% The growing gap between rich and poor The high price of housing Overcoming rising levels of obesity Immigration problems Stress in the workplace Racism Unemployment Personal safety Terrorism Long working hours Inequality of the sexes
  • 10. Monitoring Cultural Change SCAN Australia TM
  • 11. Monitoring Cultural Change Annual Since 1992 Representative Sample DYG Methodology 2,000 Adults Qualitative & Quantitative Face to Face & self -completion SCAN Australia TM
  • 12. The Big Picture’s Looking Less Worse Better % nett : Better/Worse In Ten Years Time Worse Illegal Immigration Terrorism Security from Invasion Economy Unemployment
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  • 15. Attitudes to Corporate Australia: Summary 84% 83% 77% 72% 66% 66% 65% 62% 59% 58% 56% 53% 53% 52% 47% 45% 27% 19% Only thinks of profits Greedy Selfish Successful Heartless Just for the shareholders Untrustworthy Up there with the rest of the world Smart Conservative Boring Doesn't think big picture Unoriginal Savvy Not visionary Leading edge Unintelligent Caring % Agree
  • 16. The Successful Company: Summary 93% 91% 90% 90% 90% 89% 89% 87% 85% 85% 83% 82% 82% 79% 76% 75% 73% 73% 70% 70% 67% 67% 64% 61% 57% 52% Well organised Innovative Inventive Fresh thinking Visionary Comes up with fresh ideas Determined A good place to work Has a good presence at a local level Gives back to the community Is ethical Has a bit of personality Is a leader in its field Is transparent and honest Entrepreneurial Interesting and different Fights for a cause Always tells the truth Cares about people first and money second A real person running company who you know Well publicised Makes life more fun Has fun advertising Has a long history in the market Has big profits Aggressive % Agree
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  • 18. 5 6 6 9 10 10 11 12 18 21 28 33 36 44 49 53 Well known CEO Successful Overseas Highly Profitable Advertises a lot Always trying new things Contributes To Charity Involved in Community Solves social problems Environmentally Active Australian Owned Good Employer Handles Complaints Fairly Consistent Quality Honest & Responsible Treats Customers Well Good Value For Money Business Must Do the Job Well % Vitally Important Judging the reputation of a business or company
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  • 31. Corporate Brand & Reputation Building Blocks There are a set of conceptual building blocks for Corporate Reputation that incorporate the logic that a ‘good reputation’ is an asset that provides access to the sort of resources and support that is critical to an organisations success Reputation is an asset of value . [It’s synonymous with Corporate Brand ] Reputation largely exists in the heads of strategic stakeholders - and is primarily shaped by their experiences and interaction with the company. The benefits of a (good) reputation come from superior outcomes in gaining access to resources or support from strategic stakeholders . A reputation is enhanced by the organisation delivering on its value proposition to specific stakeholder groups (provided the value proposition is relevant and ‘valuable’). A reputation can be managed proactively or reactively , but is sometimes affected by events beyond the control of management.
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  • 37. Brand/Corporate Relationship Profile Two organisations with similar “average” profiles require different strategy CareCom © 1999 - 2002 Company B: Make the relationship more exciting/meaningful Company A: Deliver to the Antagonists that which the Advocates receive
  • 38. A Corporate Relationship Profile CareCom © 1999 - 2002
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