Your organization’s reputation is important, but how do you protect and maintain it when you’re constantly fighting fires that can have a detrimental impact on how your organization is viewed by employees, customers and stakeholders?
This session focuses on real life examples of how major corporations monitor and manage reputations, and what you can do to identify and deal with issues and trends to prevent or minimize their impact on an organization's reputation. We will also explore how astute communicators and market researchers increasingly view reputation as something that can be leveraged to produce more effective public relations, marketing and advertising campaigns.
You’ll gain practical advice based on the “lessons learned” by senior communications professionals, and some candid insights to life on the firing line when you represent high-profile companies.
2. Your Moderator
Your Moderator
Perry Goldsmith
Perry Goldsmith
President
Contemporary Communications Ltd.
Reputations On the Line – CPRS Conference Vancouver 2009
3. “It takes 20 years to build a reputation
and five minutes to ruin it.
and five minutes to ruin it
If you think about that, you’ll do
things differently.”
hi diff l ”
‐ Warren Buffet
Reputations On the Line – CPRS Conference Vancouver 2009
4. Your Panel
Your Panel
• Kyle Braid
Kyle Braid
Vice‐President, Ipsos Reid Public Affairs
• Shawn Hall
Shawn Hall
Senior Communications Manager, TELUS
• Scott McCloy
Communications Director, WorkSafeBC
Reputations On the Line – CPRS Conference Vancouver 2009
5. Kyle Braid
Vice‐President
Vice President
Ipsos Reid Public Affairs
Reputations On the Line – CPRS Conference Vancouver 2009
6. Reputation Management for
p g
Business Success
Reputations On the Line – CPRS Conference Vancouver 2009
7. Why Focus on Reputation?
Why Focus on Reputation?
• Managing reputation is a core part of the business.
Managing reputation is a core part of the business.
– Consumers’ desire to do business with you.
– Employees’ pride in working for you.
– Investors’ confidence to put their money with you.
– Legislators’ inclination to help or hinder you.
– Journalists’ disposition to report positively or negatively
about you.
– NGOs’ propensity to work with or against you.
NGOs propensity to work with or against you
Reputations On the Line – CPRS Conference Vancouver 2009
8. Changing Definition of Reputation
Changing Definition of Reputation
• Traditionally, reputation has been driven by perceptions of:
– What your organization does
– How and how well you do it
• Stakeholders are increasingly basing their perceptions on:
– The values your organization stands for
– How well your organizations’ actions support those values
– Your organizations’ position on issues that affect the broader community
Opportunities for
Environment Health Privacy Diversity
the underserved
Reputations On the Line – CPRS Conference Vancouver 2009
9. Shift in Focus
Shift in Focus
• Traditional view of reputation as vague concept of ambiguous
value.
value
– Primary value is as a hedge against potential negative attention.
– Relevant to companies in heavily regulated industries (e.g. natural
resources).
resources)
• But relevance and importance of reputation to core business
has changed.
h h d
• Offers tangible, short‐term benefits to the bottom line:
g ,
– Increasing the effectiveness and lowering the costs of marketing
– Increasing customers’ preference for your products
Reputations On the Line – CPRS Conference Vancouver 2009
10. Traditional View of Reputation
Future value oriented: building equity for
future crises
Extractive industries
Monopolies
Gov’t supported
Backward looking (tracking &
comparing)
p g)
Elite targets: gov’t, media,
biz/finance
11. Corporate Reputation Practice
Present Value of Reputation
Reputation isn’t just Reputation can help you
something that you store improve your marketing
away for a rainy day. efficiency and therefore
sell products/services
more efficiently.
We take a much more sophisticated approach to
Reputation and Risk than our competitors.
14. A Model of Reputation
Advocates endorse your reputation and help to
pull others up the reputation pyramid
Trust is built by consistently delivering on
y y g
your promises
In general, familiarity breeds favorability
g , y y
Familiarity is the bedrock of
reputation
p
Without awareness there is no
reputation
Building a strong reputation helps an organization
perform more effectively in the present AND builds a
reservoir of goodwill to draw upon in future crises
Reputations On the Line – CPRS Conference Vancouver 2009
15. Reputation Drives Marketing
Efficiency
Effi i
Advocacy
Ad
β = 0.413
MARKETING
β = 0.186
0 86 EFFICIENCY
β = 0.11 Individuals who trust
an organization
are more likely to…
Believe Pay more for a
Feel good about
marketing company’s
using it
communications products/services
Reputations On the Line – CPRS Conference Vancouver 2009
16. Marketing Efficiency
Proportion of Marketing Efficiency
Explained by Reputation
Explained Variance (R2) of
Marketing Efficiency
Reputations On the Line – CPRS Conference Vancouver 2009
17. Building Reputation Creates a
Trust
Virtuous Cycle
Vi t C l
encourages
consumers to Advertising
buy products builds trust
and believe and drives
advertising consumption
Product use
builds trust and
willingness to
try other brands
Reputations On the Line – CPRS Conference Vancouver 2009
18. Trust Impact Changes the Message
p g g
Reputational messages (corporate social responsibility) can be used
to increase brand equity AND to improve financial performance
VS
Traditional CSR
Reputations On the Line – CPRS Conference Vancouver 2009
19. Trust Impact Changes the Message
CSR works better than traditional messaging in all countries
to improve equity flow and brand preference
CS s o e e ect e
CSR is more effective in Developed cou t es
e e oped countries
Increase Brand Equity Improve Financial Performance
Average Change in Equity Flow Increase in Preference
Source: ESOMAR case study
written by Ipsos and Coca-Cola
20. Our comprehensive model tells you how to get
Our comprehensive model tells you how to get
to where you want to be, not just where you are
Your foundation (where you are): Add to it with (where you are going):
Current image – performance on Marketing efficiency – modeling
standard image metrics (Favorability
(Favorability, reputation s
reputation’s effect on the credibility
Trust, etc) and appeal of your messages,
products or services
Drivers of image – what matters to
your image Social context – regulatory
environment, social trends, news
Relative measures – trend over
cycle, etc
time and relative to competitors
Values and policy context –
stakeholder perceptions preferences
perceptions,
and values
Communications – how to improve
your reputation through effective
messages and message placement
Reputations On the Line – CPRS Conference Vancouver 2009
21. Clients Benefiting
From the Approach
Reputations On the Line – CPRS Conference Vancouver 2009
22. Ipsos Products
Ipsos Products
Global @dvisor (22 countries)
I-Rep American Public
and I-Rep Canada
Reputation Pyramid
Image Metrics
Reputational Marketing Efficiency
Benchmark
Analysis
A l i
Omnibus Possibilities
Custom Research
Reputation, Messaging, and
Crisis Management
Stakeholders
Consumers
Over 40 Countries
Reputations On the Line – CPRS Conference Vancouver 2009
23. Key Findings
Present Value of Reputation:
Invest
I t Important Work Increase Trust Leverage
Now New Part Smarter Reputation
Makes the Is an A company The end goal of Reputation
case for important new which lacks reputation oriented
investing part of the a good management messaging
in, and answer to reputation remains the can be more
using,
i “why should
why will have to same – help effective than
reputation we invest in work harder companies and traditional
NOW. reputation?” to get its organizations product/
p
point across. to improve their
p service
level of Trust. messaging
Reputations On the Line – CPRS Conference Vancouver 2009
26. Reputation
• Influences how people buy in a commoditized
Influences how people buy in a commoditized
market
• Is based primarily on an individual’s
Is based primarily on an individual s
perception of the quality of service and
products
• Is unique to an organization
• Can only be understood if measured, and
uncoloured by Kool‐Aid
Reputations On the Line – CPRS Conference Vancouver 2009
27. Public relations practitioners cannot
directly affect the quality of service
and products
p
We do play three key roles, however:
• Responding to stakeholders and media
• Forming relationships with media who impact
Forming relationships with media who impact
our reputation
• Influencing the organization’s decisions
Influencing the organization s decisions
Reputations On the Line – CPRS Conference Vancouver 2009
28. Scott McCloy
Communications Director
WorkSafeBC
Reputations On the Line – CPRS Conference Vancouver 2009
30. Who we are
Who we are
• WorkSafeBC is an independent provincial statutory
WorkSafeBC is an independent provincial statutory
agency
• We serve 2.3 million workers and more than 200,000
registered employers
g p y
• We are the regulator and promoter of workplace
health and safety and the sole provider of workers’
compensation coverage in BC
Reputations On the Line – CPRS Conference Vancouver 2009
31. What we do
What we do
• Promote the prevention of workplace injury, illness,
p p j y
and disease
• Rehabilitate those who are injured and provide safe
Rehabilitate those who are injured and provide safe,
timely return to work
• Provide fair compensation to replace workers' loss of
wages while recovering from injuries
• Ensure sound financial management for a viable
workers' compensation system
p y
Reputations On the Line – CPRS Conference Vancouver 2009
32. Where we were
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
96
97
98
99
00
01
02
03
04
05
06
07
08
09
19
19
19
19
20
20
20
20
20
20
20
20
20
20
WorkSafeBC Reputation Index
Reputations On the Line – CPRS Conference Vancouver 2009
33. Where we are
90% 85%
80%
2009 Target =
70% 83%
60%
50%
40%
30%
20%
10%
0%
96
97
98
99
00
01
02
03
04
05
06
07
08
09
19
19
19
19
20
20
20
20
20
20
20
20
20
20
1
Q
WorkSafeBC Reputation Index
Reputations On the Line – CPRS Conference Vancouver 2009
34. Where we were
Where we were
90%
80%
70%
60%
Positive
50%
Balanced
40% Negative
30%
20%
10%
0%
95 96 97 98 99 00 01 02 03 04 05 06 07 08
19 19 19 19 19 20 20 20 20 20 20 20 20 20
WorkSafeBC Media Relations Outputs
Reputations On the Line – CPRS Conference Vancouver 2009
35. Where we are
Where we are
90%
80%
70%
60%
Positive
ii
50%
Balanced
40% Negative
30%
20%
10%
0%
95 96 97 98 99 00 01 02 03 04 05 06 07 08
19 19 19 19 19 20 20 20 20 20 20 20 20 20
WorkSafeBC Media Relations Outputs
Reputations On the Line – CPRS Conference Vancouver 2009
36. How did we get here?
On the down side…
• Attitudinal Survey 1996
– few perceptions of core mandate(s)
– described as bureaucratic, inefficient,
fiscally irresponsible, lacking in
leadership
– most perceptions from perceived status
as a government monopoly vs. actual
experience
Reputations On the Line – CPRS Conference Vancouver 2009
37. How did we get here?
On the up side…
• Attitudinal Survey 1996
– viewed as having an important role as insurance
provider and workplace educator/enforcer
id d k l d / f
– emphasis should be on prevention
– believe that sponsorship of safety efforts effects
b l h h f f ff ff
positive change
– support to take on higher profile role in safety
support to take on higher profile role in safety
Reputations On the Line – CPRS Conference Vancouver 2009
38. How did we get here?
Strategy…
• 1996
– Change attitudes in the workplace making unsafe work
practices unacceptable
• 2006
– Societal and cultural change is essential in creating a culture
of health and safety in the workplace and WorkSafeBC plays
a principal role in effecting this change
– as champion of workplace health and safety, WorkSafeBC
must and will be the catalyst to change societal attitudes so
that injuries are no longer regarded as an acceptable part of
p y y
the cost of production in any industry
Reputations On the Line – CPRS Conference Vancouver 2009
41. Public s core values
Public’s core values
• H lth d f t
Health and safety
• Preservation of property values
• Community pride
• Peace of mind
Peace of mind
• Economic security
• Absence of conflict
Reputations On the Line – CPRS Conference Vancouver 2009
42. What reputation means to us
What reputation means to us
• Reputation = Public Confidence
Reputation = Public Confidence
• Increased public confidence enables us to:
– D li
Deliver our health and safety message more
h lth d f t
effectively
– Build lasting partnerships with our stakeholders
Build lasting partnerships with our stakeholders
– Lower the injury rate in BC
Reputations On the Line – CPRS Conference Vancouver 2009
43. Reputation and values
Reputation and values
• Reputation linked to corporate values – stated
Reputation linked to corporate values stated
and demonstrated every day
• “What is the right thing to do?”
What is the right thing to do?
• Our values:
– Open, transparent, accountable
– Honest, ethical, respectful, compassionate
– Work to make a difference one human being at a
time
Reputations On the Line – CPRS Conference Vancouver 2009
44. Case study:
Changing a reputation
h i i
• Our reputation impacts our ability to change
behaviours
• An example:
An example:
– Pay Before You Pump, February 2008
Reputations On the Line – CPRS Conference Vancouver 2009
45. Media coverage results
Media coverage results
Grant's Law Media Coverage Sum m ary 2008
WorkSafeBC
Tone of Coverage
Tot al # St ories
Posit ive
Balanced
Negat ive
0 20 40 60 80 100 120 140 160 180 200
N um be r of S t or i e s
Reputations On the Line – CPRS Conference Vancouver 2009
46. What made the difference
What made the difference
REPUTATION
PUBLIC CONFIDENCE
ADDRESS OUR PUBLICS’
CORE VALUES
Reputations On the Line – CPRS Conference Vancouver 2009
47. Where we are
90% 85%
80%
2009 Target =
70% 83%
60%
50%
40%
30%
20%
10%
0%
96
97
98
99
00
01
02
03
04
05
06
07
08
09
19
19
19
19
20
20
20
20
20
20
20
20
20
20
1
Q
WorkSafeBC Reputation Index
Reputations On the Line – CPRS Conference Vancouver 2009
48. How do we stay here?
WorkSafeBC WorkSafeBC
Brand Reputation
Media
Social
Relations &
Marketing Issues Mgmt.
I M t
Focused, honest,
ethical, respectful,
ethical respectful
compassionate
Commitment to
openness, transparency,
accountability, trustworthiness
WorkSafeBC Values
Operations Working to Make a Difference Communications
