Bak tallene: Hva kan vi lære av omdømmevinnerne?

Peggy Simcic Brønn, BILeder, Senter for

VirksomhetsKommunikasjon

Two Reputational Issues

• Communication• Governance

Omdømme

Distinctive

Sincere

Responsive

Consistent

Visible

Transparent

Most Important Communication Drivers of Reputation

•’The organization’s beating heart’

•Genuine, honest, truthful

Sincerity (Ekthet)

•The core of dialogue

Responsive

•Open

Transparent

RepTrak Sincerity Transparency Responsive

Skandiabanken 81.9 66.8 60.6 60.2

Ikea 81.0 62.3 60.9 63.0

NSB 46.4 37.1 38.6 34.9

Terra 45 (35.1) 28 (17.2) 34.6 (23.9) 34.1 (25.6)

The Business Impact of Supportive Behavior with the General Public

Note: “% Respondents who Would Recommend” = Top 2 Box (6-7)Source: Norway Annual RepTrak™ 2010

Adj-R2 = 0.767Norway Pulse score

% R

esp

on

den

ts w

ho

Wo

uld

Reco

mm

en

d

0%

10%

20%

30%

40%

50%

60%

45 50 55 60 65 70 75 80 85

Improve Reputation by 5 Points and Increase Recommendation by 6.3%Analysis shows that if a company is able to improve reputation by 1 point the number of people who would positively recommend the company goes up by 1.26%. In a competitive situation increasing recommendation within the general public would have a dramatic impact on the bottom line reinforcing the benefits of active reputation management.

What Impacts ’Word of Mouth’

1. Sincerity

2. Responsiveness

3. Transparency

Governance

• Firms are open and transparent about the way they operate

• Behave ethically • Are fair in the way they do business

Reputation with the U.S. General Public vs Norway

Norway US

• In Canada, India, Thailand and Turkey, Governance is now the #1 driver of reputation

Preventable Crises – Severe Reputational Threat (Coombs 2007)

• Organizational misdeed with no injuries : Stakeholders are deceived without injury.

• Organizational misdeed management misconduct : Laws or regulations are violated by management.

• Organizational misdeed with injuries : Stakeholders are placed at risk by management and injuries occur.

Two Things:

• Perceived lack of governance can be more damaging than product failure, natural disaster, technical accidents

• Products and services losing importance to governance and leadership

• The Year of the Big Apologies

Toyota president testifies before CongressFebruary 25, 2010 -- Updated 0055 GMT (0855 HKT)

Toyoda tears up and pauses for composure as he thanks the audience for their support.

BMWVolkswagen

(VW)Toyota

RepTrak Score

77,0

76,5

81,4

Bransje Bedrift Tilfredshet Lojalitet

Bilforhandlere BMW 83.7 83.1

Toyota 83.6 85.0

VW 73.0 72.1

Resultater 2010 - Bransjevis

February 2010

Toyota

January 2010

February 2010

April 2010

82,6 80,0 74,6

Products

/Service

s

Innovation

Workplace

Governance

Citizensh

ip

Leadersh

io

Perform

ance0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

January 2010 February 2010 April 2010

Visible Distinctive Consistent Transparent Sincere Responsive0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

January 2010 February 2010 April 2010

What Happened?• For Toyota car faults had been recorded over 10

years yet the company carried on in denial• For BP the American partners who supplied

rigging equipment and valve technology had known that component standards were not the highest

• The stimulus for remedial action was absent in senior management

• The response of each corporation was poorChiron Reputation Risk Consultants

Why Important for RepTrak Firms

Product vs Corporate Brands• 96% of firms are business to consumer• 66% of firms listed share the same product

and corporate brand name• 24% are retail firms dependent on the

strength of their own name• 10% branded or B2B

Communication and Governance Factors are People-Driven

• People are sincere, not products• Organizations, not products, are open• People, not products, are responsive• People make bad decisions

Excellent communication – being believable and genuine, providing insight and being accessible.

Reputation Excellence – fulfilling expectations: consistency between what an organization is, what it says it is, and what it does.

C. van Riel

In the end it’s all about …