Post on 07-May-2015
description
Contents are proprietary and confidential.
Managing Corporate Reputation
Kingston MBA Seminar
Dr Sam Knowles
10am-1pm, 13 July 2013
Today’s agenda
10.00-10.15 Introductions
10.15-11.00 What is corporate reputation?
11.00-11.30 Coffee break
11.30-12.20 Team exercise
12.20-12.50 Team presentations
12.50-13.00 Learnings and takeaways
2 Contents are proprietary and confidential.
What’s your name, where
are you from?
Where do you work and what’s your company’s
reputation?
What are you looking to get out of today?
Our Mission
5 Contents are proprietary and confidential.
Our Fuel
6 Contents are proprietary and confidential.
What is corporate reputation?
Contents are proprietary and confidential.
8 Contents are proprietary and confidential.
The tweet that started it
9 Contents are proprietary and confidential.
Defining reputation
10 Contents are proprietary and confidential.
• The symbols and nomenclature an organisation uses to identify itself to people
• For example, corporate name, logo, advertising slogan, livery, etc.
What? | Corporate Identity
Images and associations
12 Contents are proprietary and confidential.
•The evaluation (comprised of a set of beliefs & feelings) a person has about an organisation
•For example, is the organisation authentic? is it honest? is it responsible? does it have integrity?
What? | Corporate Image
Shaping perceptions ofauthenticity at Unilever
14 Contents are proprietary and confidential.
•The trust, confidence and support that flows from stakeholders’ image of and trust in an organisation
•For example, confidently expecting a service from a company, accepting an organisation’s expertise, giving support to an organisation
What? | Corporate Reputation
Barclays’ reputation in the firing line
16 Contents are proprietary and confidential.
Does a bad reputation matter to a bank?
17 Contents are proprietary and confidential.
Rebuilding corporate reputation
18 Contents are proprietary and confidential.
Key factors determining corporate reputation
19 Contents are proprietary and confidential.• Contents are proprietary and confidential.
Corporate culture
Internal Controls
Critical Self Analysis
Quality of Management
Disclosure & Transparency
Organizational Agility
Corporate Culture – the way we do things around here
Internal Controls – the rules that govern employee behaviors
Critical Self Analysis – asking Why? not just How? When?
Quality of Management – do we really have the best leaders for the job?
Disclosure & Transparency – do we tell our stakeholders what we are doing?
Organizational Agility – are we nimble enough to stay ahead of the curve?
Why does reputation matter?
Recruit & retain talent Productivity Innovation
Enhanced
Charge a premium price Investment potential Higher NPD acceptance
Sustained investor support Supply chain relationships Market confidence
Diminished
Attract & keep customers Cost of winning new business Third-party partnerships
Internal
External
Business Value Increase Decrease
Tesco | What a difference a decade makes
Circa 1992 Circa 2002
From this To this
Tesco | A decade of change
1992 19971993 1995 1996 2000 2004
Tesco | Reputation has real value
0
125
250
375
500
Year
Sha
re v
alue
£
Tesco share price FTSE 100 Av.
And Tesco today?
24 Contents are proprietary and confidential.
1/1/
2010
3/1/
2010
5/1/
2010
7/1/
2010
9/1/
2010
11/1
/201
0
1/1/
2011
3/1/
2011
5/1/
2011
7/1/
2011
9/1/
2011
11/1
/201
1
1/1/
2012
3/1/
2012
5/1/
2012
7/1/
2012
9/1/
2012
11/1
/201
2
1/1/
2013
3/1/
2013
5/1/
2013
7/1/
2013
0
50
100
150
200
250
300
350
400
450
500
Tesco share price, 2010-2013
Who cares about corporate reputation?
• PR/Comms – communicating news, strategy
• IR – convincing the city, securing finance
• Public Affairs – dealing with Government, regulators
• Marketing – selling to customers and consumers
• Social media – engaging with the world
• Internal comms – retaining and inspiring employees
• C-suite – increasingly common KPI
• Everyone in the company – the corporate glue
26 Contents are proprietary and confidential.
Contents are proprietary and confidential.
27
Measurement =/ management
Contents are proprietary and confidential.
Contents are proprietary and confidential.
Reputation in an always-on world
• Media landscape increasingly diverse and chaotic
• Brand management no longer owned by brand custodians – if it ever was
• Connected/influential consumers, customers and stakeholders can break corporate, brand reputation
• Always-on consumer and stakeholder groups require new ways of working
• Wall of big data provides wealth of new information to drive strategy
31 Contents are proprietary and confidential.
<50 Drive Conversation Share for Most Brands
32 Contents are proprietary and confidential.
Thousands of key
phrases.
Millions of webpages.
100+ Metrics.
Hundreds of Outlets.
200 Top Influencers.
Have complete clarity intowho influences your world, and how to engage them with your people, ideas and content.
Understanding the Chain of Influence
33 Contents are proprietary and confidential.
Tablet Smartphone Laptop Ultrabook
Dana Wollman [2]www.engadget.com
51.7, #58
Donald Melanson [1]www.engadget.com
52.5, #55
Josh Smith [2]notebooks.com
64.5, #28
Chippy [1]umpcportal.com
50.7, #66
Joanna Stern [11][ www.engadget.com ]
The Verge68.0, #18
Nilay Patel [7][ www.engadget.com ]
47.8, #81
Tim Stevens [7]www.engadget.com
53.8, #47
Thomas Ricker [6][ www.engadget.com ]
The Verge60.7, #33
Brad Linder #2 liliputing.com
160/1188 258/88372
Web 2.0 and corporate reputation management
• Shift from broadcast to engagement
• Change in style, content, tempo and language
• Measurement in real time
• Evidence-based marketing communications
• Test and learn
• Openness and transparency
• Live up to your promises
• No more siloes any more
34 Contents are proprietary and confidential.
Corporate reputation
• Based on perceptions and understanding of financial performance, business ethics, value as employer etc.
• Collective folk memory of the words and deeds of the organisation
• Beliefs or opinions generally held about brand + history
• A company’s most valuable, intangible asset
• Hard to measure meaningfully (we’ll come back to that)
• And a real opportunity for you to make your mark
35 Contents are proprietary and confidential.
Contents are proprietary and confidential.
Welcome back
Contents are proprietary and confidential.
Team exercise
Boeing hits turbulence after 787 Dreamliner fire at Heathrow
Google is required to pay corporation tax on all UK revenue
Tesco lasagne is found to contain 100% horsemeat
38 Contents are proprietary and confidential.
39
40 Contents are proprietary and confidential.
Team exercise | What do you do?
• Today
• Tomorrow
• Within a month
• Within 6 months
• Set KPIs for what success looks like at every step
• You may use the internet
• You have 50 minutes42 Contents are proprietary and confidential.
Exercise | Learnings
1.Manage crises with finesse, honestly, frankly- But would Tylenol approach work today?
2.Fix it right the first time- Don’t behave like the BBC over Saville
3.Never underestimate the public’s cynicism- Beyond Petroleum, Bill Gates Foundation
4.Being defensive is offensive- “United breaks guitars”
5. If all else fails, change your name- Altria, Accenture, Consignia
43 Contents are proprietary and confidential.
Any questions?
44 Contents are proprietary and confidential.
Contents are proprietary and confidential.