FH_Global_Exec_Summary_15_16_print_pages FINAL

Executive Summary | 2015 –2016
How authentic
companies behave
in a more
demanding world
The gap between what people expect and
what they experience reveals which companies
are more likely to succeed in business today.

This year there has been more discussion about authenticity than perhaps any
other time in the history of business. The word has appeared more than 12,000
times in the business press this year in reference to CEOs, the Pope and even
a cover story in Harvard Business Review.
Yet our experience tells us that being authentic, ironically, still seems pretty hard
for most organizations.
For more than two decades the world had been obsessed with promises. Then came
the age of digital and social media and we launched new channels, new functions,
we created a bevy of new job titles. We imploded time. Attention became the new
currency and to get that attention we became brash about what our companies
could promise, what they could influence and what they could control.
And in all of that, it became harder and harder to find the authentic – the real
truths about the organizations we work for and the people who lead them.
FleishmanHillard’s latest Authenticity Gap study is a lens through which
communicators and marketers can find that North Star of authenticity. We believe
that authenticity comes when your brand promise speaks directly to the realities
of your reputation. When organizations are honest and direct they are given far
more credence, and thus they are able to evolve their reputation and then push
their brand to new heights.
One often overlooked piece in the quest for more authentic conversations is that
neither brand nor reputation are shaped by a single audience. In our customer-
centric world we too often overlook the broader circle of audiences that have
tremendous power over our reputation and brand – even when they don’t directly
buy our product. Look how consumers are shaping the debate on genetically
modified food even though they never purchase a single seed. Examine how
regulators or legislators can take down a company almost overnight when they
lose faith in the organization’s ability to do the right thing.
Inside this report you will find new insights to help you bridge the gap between
audiences’ expectations and their experiences in industries around the globe.
I find it most interesting that expectations of how management behaves are on
the rise – a clear signal that the stories we tell and the storytellers we put forward
must be talking about more than product features.
As a global society we expect more. The era of big promises and platitudes is
over. We must ‘be as we wish to be seen’ if we are to embark on an authentic
conversation about what matters most to our businesses.
Marjorie Benzkofer
Global Managing Director, Reputation Management Practice, FleishmanHillard

1FleishmanHillard | The Authenticity Gap Report – Executive Summary | 2015-16 © FleishmanHillard Inc.
The Intersection of Brand and Reputation 2
Tell Your Whole Story 4
Shifting Sands: Our Expectations and Experiences 6
Expectations of Management on the Rise 8
Consumers Downgrading Expectations
of Innovation in Exchange for Better Value 10
Companies Must Act on Shared Societal Values 12
Focus on Cultural Differences 14
The Nine Drivers and Consumer Advocacy 16
The Sources of Information Consumers Most Value 18
The Companies We Studied 20-25
The Authenticity Gap Difference 26
About FleishmanHillard and Lepere Analytics 28
Contents

2 FleishmanHillard | The Authenticity Gap Report – Executive Summary | 2015-16 © FleishmanHillard Inc.
Authentic Engagement
Companies can no longer expect to succeed if they fail to
understand the gaps between the expectations and the
experiences of their stakeholders. To succeed in this new era,
companies must align their brand (what they say and how they
behave) with their reputation (what others say about them).
The pressure to bring brand and reputation together creates painful conflict
for organizations where marketing and corporate communications are managed
in silos, but creates all kinds of new opportunities when the functions work
in harmony. The Authenticity Gap studies offer executives a new, single view
of their organization that encompasses both brand and reputation. It shows
executives what they can do to close the gaps and create true relationships
with audiences – Authentic Engagement – that drive progress and opportunity.
The Intersection of Brand
and Reputation

Nine Drivers of Authenticity
The Authenticity Gap studies measure the gap between
stakeholder expectations and their actual experience of a company,
using a framework of Nine Drivers that shape perceptions and
beliefs about an organization.
While in the past different stakeholder agendas might be addressed in isolation,
in today’s interconnected world this can no longer be the case. Companies
must tell a holistic story that includes all facets of their business. As such,
the Nine Drivers fall into three interconnected groups: Management Behaviors,
Customer Benefits and Society Outcomes, with each group made up
of three individual drivers.
Authenticity Drivers (full statements)
Management Behaviors
– More committed to doing the right thing
– Having more consistent and stable financial and operational performance
– Communicating more frequently and credibly
Customer Benefits
– Offering products and services that are better value
– Taking better care of customers
– Innovating new and better products and services
Society Outcomes
– Taking better care of employees
– Contributing to society in a way that has a better impact on my community
– Taking better care of the environment

Consumers will always be focused on the benefits they get from
using products and services. But increasingly their expectations are
also focusing on the company and the people behind the products
and services they are buying. How does the company treat its
employees? Does leadership create the right culture to ensure
the right things happen? How is the company helping to
make the world a better place?
Brand has taken on a very new meaning – it is now much more
than a marketing campaign. It is everything within an
organization’s purview, from how executives behave, how
a company runs its manufacturing facilities to how
it interacts with employees and society. Brand must be
managed across disciplines as it involves all that is
within a company’s control. This goes well beyond
communications and marketing and embraces its
touchpoints with all stakeholders, not just consumers.
Managers need to be aware of the risks of over-
focusing on creating and delivering “only” a better
product. Companies need to tell as complete a story
as they can. It is no longer persuasive to focus on
meeting stakeholder expectations on one, or even
several, drivers and ignore the others. Industry
leaders meet or exceed their competition on all
Nine Drivers and differentiate by exceeding on one
or two industry-defining drivers.
Tell Your Whole Story
Care of
environment
Employee
care
Community
impact
SOCIETYOUTCOMES
00%
2015
00%
2014
18%
2015
16%
2014

Doing right
Consistent
performance
Credible
communications
Innovation Customer care
Better value
MANAGEMENT
B
EHAVIORS
CUSTOMER BENEFITS
27%
2015
24%
2014
55%
2015
61%
2014

Care of
environment
Employee
care
Community
impact
Shifting Sands: Our
Expectations and Experiences
The Nine Drivers of Authenticity are more than just a framework,
they are the attributes that most shape our perceptions and beliefs
about an organization. More than 570 companies in US, Canada,
UK, Germany and Japan are failing to meet expectations on
these drivers. Take a topline look at how our expectations and
experiences are changing.
Society Outcomes
Expectations on all three drivers are up,
but the importance of each differs by country:
care of the environment is No.1 in the US,
community impact is No.1 in the UK and
Germany, employee care is No.1 in Canada.
18%
2015
16%
2014

Doing right
Consistent
performance
Credible
communications
Innovation Customer care
Better value
Management
Behaviors
Consumer expectations of management
are on the rise – around the globe. But
experience of doing right, year over year,
is actually going down.
27%
2015
24%
2014
55%
2015
61%
2014
Customer Benefits
Despite a surprisingly large drop
in expectations, the gap between
expectations and experience has widened.
The biggest gaps are in innovation and
better value.
27%
2015
24%
2014
55%
2015
61%
2014

In the past investors and regulators held company management
to account; today’s consumers have enough sway to do the same.
Expectations of Management Behaviors (doing right, consistent
performance, credible communications) are on the rise in every
country.
People believe that executive leadership is accountable for driving profit.
They also believe that executive leadership is accountable for driving corporate
culture and ensuring the right things happen. How this accountability is
achieved cannot only take place behind closed doors. To make it meaningful
to consumers the process needs to be open and transparent, and the more
it can be communicated externally, the more compelling it is to stakeholders.
Expectations of Management
on the Rise
29%
28%
26%
25%
25%
27%
21%
22%
2014
Management
Behaviors
Consumers’ Expectations
of Management Behaviors
2014 vs. 2015

Doing right – expectations are rising, but experience isn’t
Insight: Expectations of companies’ doing right have on average gone up
vs. last year, but experience of doing right year over year is actually going
down. It is the only driver where this is the case. The most important way
for a company in the UK, Japan and Germany to demonstrate its commitment
to doing the right thing is to operate transparently. In the US and Canada the
best way is to operate its business with the highest ethical standards.
Implication: Companies must do a better job of spotlighting the ways they
are doing right that are different from what the rest of the industry is doing.
And they must have both well thought through plans and know what it will
take to make good decisions in the heat of a crisis.
Consistent performance – prevailing uncertainty makes communicating
about performance even more critical
Insight: Consistent performance ranks highly as the No.3, 4 or 5 driver in all
countries. In the US, where it is the highest rank, 44% of companies have gaps
or are barely meeting expectations. This compares to 40% of companies in
Canada, 36% in Germany and 24% in the UK. In Japan, where it is the lowest
ranked, 14% of companies are exceeding expectations.
Implication: Managers need to recognize that stakeholders have higher
expectations of management, ongoing anxieties related to economic conditions,
and more information than ever before. Consistent performance, even in excess
of expectations, is not sufficient; more focus needs to be concentrated on
communicating these efforts as an antidote to prevailing uncertainty.
Credible communications – hunger for more information on business
processes and practices
Insight: Overall, expectations of credible and frequent communications are low
but they are growing. These low expectations may be driven by the fact that
consumers aren’t hearing enough communication on the issues they care about.
Our previous study showed that in almost all industries, consumers looked for
companies to be more open about their processes and practices. Technology
was the exception, where people wanted communications that make it easier
to resolve issues or problems.
Implication: Companies need to strike the right balance between overpromising
and under-delivering. In the heat of competitive battle it can be tempting to
overemphasize a minor product difference with competitors. But it is the story
behind the product that the consumer longs to hear, and that deepens credibility
for the organization overall.
21%
2015
The Authenticity Drivers

Globally audiences have lowered their expectations of the drivers
related to Customer Benefits (innovation, better value, customer
care). But expectations are also shifting within this group of drivers.
Across the globe, consumers are switching their previous very high
expectations of innovation and replacing them with new demands
on better value and customer care.
Consumers Downgrading
Expectations of Innovation
in Exchange for Better Value
Customer
Benefits
Expectations of
Customer Benefits –
Average All
Countries %
2014 vs. 2015
34%
22
%
19
%
14
15
%
12
%
61
%
2014
55
%
2015
Innovation
Better value
Customer care
Innova

Better value – expectations rising more than any other driver
Insight: Expectations of better value have risen more than any other driver
(+4%) in 2015. Continuing low income growth and “austerity” measures in some
countries is putting a premium on the cost of living. Consumer expectations
of better value rank No.2 in every country studied, except Japan where it is
No.1. In Japan over 80% of companies have gaps on better value. This compares
to two thirds of companies in US, UK and Canada and just over half of German
companies. Consumers don’t want to be surprised by hidden costs after
purchasing a product or service. Surprisingly, how transparent a company
is in its pricing is even more important than being cheaper than competitors.
Implication: Executives must recognize that while consumers may have less
disposable income than in the past, they are better informed and thus more
discerning. They are seeking out better value and better customer care.
But value is not just price; it also involves other benefits of quality, convenience
and service.
Customer care – consumers want more recognition, service and rewards
Insight: Expectations of customer care are on average also on the rise year
on year. But over one third of all companies in all countries are showing gaps
in this area.
Implication: Executives need to increase their focus on delivering great customer
care and service. It is vital to empower staff to respond quickly and intelligently
when things go wrong. They also need to renew efforts to reward customers;
whether it is for a first-time purchase or for sustained loyalty.
Innovation – now part of the cost of doing business
Insight: Last year we saw a voracious appetite for innovation – it was the
No.1 expectation in all countries and in most categories. While expectations
of innovation are lower in 2015 they are still hugely important in most industries
and an area where many companies still fall short. In the US, UK and Germany
70% of companies have gaps in innovation. Canada is just behind at 65%.
Japanese companies are doing much better, with less than half having
innovation gaps.
Implication: Innovation is now part of the cost of doing business. Consumers
expect companies to be innovative in all aspects of their business and in their
relationships with all stakeholders. Technology could be driving innovation
– a mobile app that is easy to use and works flawlessly – but it isn’t the only
definition. A new food flavor, improved packaging that is easier to open or an
easier access to customer service spring from fresh thinking that consumers
also see as innovation.
4%
ation
Better value
Customer care

People are increasingly looking beyond government to companies
and organizations to help solve the world’s problems. Expectations
of Society Outcomes (employee care, community impact, care of
the environment) are going up vs. last year.
When companies think of performance with purpose it is important to recognize
that people expect deep resource, funding and expertise from companies that
have a meaningful impact on changing how we live and work. Clever workplace
perks and programs don’t cut it any longer. When companies treat social and
environmental issues as opportunities to create Shared Value – the alignment
of social purpose to profits – they will see new possibilities for innovation and
competitive advantage.
Companies Must Act on
Shared Societal Values
Society
Outcomes
39%
100
%
60
20
80
40
0
1
2
3
4
Comprehensive benefits
that provide employees
peace of mind
Career opportunities
and tools to help
employees
Communicate
honestly and frequently
with employees
Compensation
plans that reflect
employee value
Employee safety
is the number on
concern of leadeA culture that
balances company
and employee needs
36%
31%
27%
26%
Opport
in com
environ
Consumers’ Expectations
of Employee Care –
Average All Countries %
2015
Note: Respondents selected their top
two choices of seven so % do not add
up to 100%

Employee care – more than being fairly paid
Insight: Consumers in the US, Canada and the UK are looking to companies
to offer comprehensive benefits that go well beyond the paycheck. Benefits like
on-site childcare facilities, generous healthcare plans and work from home days
address employees’ needs holistically and give them greater peace of mind
at home and at work. Japan and Germany are different. The most important
expectation of consumers is that companies communicate honestly and
frequently with employees.
Implication: Companies should understand that taking care of employees serves
both society and the organization; employees who feel taken care of perform
better and become one of a company’s most important and most influential
competitive assets.
Community impact – helping to solve real world problems
Insight: Expectations of community impact are growing in every country and
companies have work to do to keep up. About 40% of all the companies in
each country have gaps or are only barely matching expectations of community
impact. There is growing cynicism around employee “volunteerism” as a
company’s effort to contribute to society. Only about one in five people find
it meaningful for companies to offer their employees opportunities to engage
in the company’s social or environmental programs.
Implication: Companies need to move beyond employee volunteerism,
pro bono programs and matching donations to charities. Consumers expect
deep resource, funding and expertise from companies to help solve real world
problems – not just half a day from their employees. Progressive organizations
deliver both social benefit and economic value as an intrinsic part of their
business model. They utilize Shared Value strategies as a driver of innovation
and growth. While clearly an issue everywhere, there is a particular opportunity
for US managements to address a gap that is demonstrably met more
effectively in Japan, UK and Germany.
Care of environment – fundamental to a company’s story
Insight: In Japan and the US, care of the environment is the No.1 expectation
of Society Outcomes. In Germany it is No.2 and No.3 in the UK and Canada.
These high expectations remain consistent with previous studies.
Implication: Companies need to move beyond workplace initiatives like
recycling and energy initiatives towards deeper corporate involvement through
provision of resources, funding and expertise. Consumers’ willingness to
advocate for a company to increase their business presence and employment
opportunities in their community is most strongly linked to their perceptions
of how well or poorly a company takes care of the environment.
5
6
7
y
ne
ership
25% 17%
tunities to engage
mpany social or
nmental programs

People in different countries place different emphasis on
different drivers, underscoring the importance of national cultures
and mindsets. So while many companies need a framework that
works globally, executing against local expectations is key to
an authentic relationship with local stakeholders.
Better value
Expectations of better value have more than
doubled in the US year on year, more than
any other country. But US companies have
work to do; more than 60% have gaps.
Employee care
In Canada, employee care is companies’ most
important contribution to society – expectations
of employee care rank the highest of the three
drivers that make up Society Outcomes.
Focus on Cultural Differences

Credible communications
Expectations of credible communications have
risen more in Britain than in any other country.
But UK companies need to work harder; 43%
have gaps or are only barely meeting these
expectations.
Society Outcomes
Like their counterparts in other countries,
German consumers want innovation, service
and value – but not at a cost to society.
They value the drivers related to society –
employee care, community impact and care
of environment – all more highly than US,
Canadian, Japanese or British consumers.
Customer care
Expectations of customer care are
high in Japan – it is the No.2 driver.
Yet the number of companies with
gaps on customer care exceeds
90%, by far the highest of all
countries.

16
People’s experience of companies is a major factor in their
willingness to actively support or oppose an organization’s business
presence in their local communities. The strongest relationships
between company experience and advocacy are to be found in
three of the Nine Drivers.
The need for companies to be holistically authentic is reinforced
by the fact that each one of these drivers comes from a different
grouping: care of environment from Society Outcomes, credible
communications from Management Behaviors and better value
from Customer Benefits.
The Nine Drivers and
Consumer Advocacy
Consumer Advocacy question:
How likely would you be to advocate
(i.e., recommend, promote their activities)
for [insert Company name] to increase
their business presence and employment
opportunities in your community?
FleishmanHillard | The Authenticity Gap Report – Executive Summary | 2015-16 © FleishmanHillard Inc.

17
Care of environment – drives local advocacy
People’s support or opposition for companies to increase their business
presence and employment opportunities in their community is most strongly
linked to their perceptions of how well or poorly a company takes care of the
environment. There are strong correlations between local advocacy and care
of the environment for more companies than for any other driver.
These relationships are both positive and negative: consumers are very willing
to advocate for companies that are seen to take care of the environment – but
won’t for companies that don’t.
Credible communications – get it wrong and it really hurts advocacy
There are also many strong correlations between credible communications and
advocacy. However, nearly three quarters of all strong correlations are negative;
companies need to be aware that communications not seen to be credible have
a disproportionately negative impact on companies’ reputations.
If stakeholders find an organization obfuscating or deliberately misleading them,
its reputation is very likely to be damaged – sometimes beyond repair.
Better value – offer it and win local advocates
We also see strong correlations between better value and advocacy.
About two thirds of correlations between better value and advocacy are positive;
companies that are believed to offer better value are more likely to win people’s
support locally.
Today’s consumers are seeking out better value than ever before. They are
becoming choosier when assessing a company’s products and services.
It is critical for managers to recognize that value is not just price; it involves
consumer trade-offs between cost and other benefits of quality, convenience
and service.
FleishmanHillard | The Authenticity Gap Report – Executive Summary | 2015-16 © FleishmanHillard Inc.

9%
Personalities
and celebrities
7%
Do not value
any of these
Knowing who to listen to and who to trust is increasingly difficult.
Given the onslaught of information we are all exposed to hourly,
we examined which sources of information people most value.
Insights:
• Knowledgeable friends, family and colleagues is the
No. 1 source of information in all countries except Japan,
where companies and organizations is No. 1.
• Information from companies is valued by consumers
as much as information from mainstream media.
• Perhaps surprisingly, people who work in the industry,
including employees, is a lowly ranked source of
information in all countries.
Implications:
• Companies are working hard to be part of the online
conversation. Executives would do well to also pay
as much attention to the offline, face-to-face
conversations going on about their companies.
• Many companies need to keep working on becoming
better storytellers and using their “owned” channels
in ways that have a more authentic connection with
their audiences.
• Many managers forget employees as important
stakeholders in telling their organization’s story.
Not communicating with this audience is a missed
opportunity. Employees can become one of a company’s
most important, and most influential, communications
channels – on and offline.
The Sources of Information
Consumers Most Value

12%
Not sure
20%
People who work
in the industry
30%
Relevant companies/
organizations
36%
Knowledgeable
friends,
family and
colleagues
30%
Mainstream media
(e.g., TV, websites,
print, radio,
billboards)
19%
Blogs, forums and
online communities
SOURCES OF
INFLUENCE
Question: We would now like your
views on the sources of information people
listen to and value. What sources do you
think other people most value when
making decisions about [INSERT SELECTED
BRAND]? Please select all that apply.
Note: Percentages do not add to 100%
as respondents selected all sources of
information they valued.
Sources of Influence –
Average All Countries
2015 – 2016

The Companies We Studied
Industry Sectors
Technology
Public
Consumer Products Services
Healthcare
Manufacturing Industrials
Financial Professional Services
Food Agribusiness
Energy Utilities
Authenticity Insights for more than 570 companies and
brands in more than 60 categories in US, Canada, UK,
Germany and Japan.
We don’t shop in a “sector” defined by Wall Street or an industry. We seek
products and services online and offline from local mom-and-pop outlets
to global providers. We interact with both traditional and new disrupter
sources, heritage and emerging brands, from the hugely popular to the niche.
Our lifestyles are changing at an ever faster pace with profound implications
for our expectations and experience of companies. Our habits, our interests
and our concerns are in a state of flux. It’s something every company
is grappling with, every day in each of the eight sectors we studied. Staying
ahead of rapidly changing consumers’ expectations is critical to success.

Canada
Sports Apparel
Adidas
Lolë
Lululemon
MEC
Nike
PUMA
Reebok
Under Armour
Discount Retail
Dollar General
Dollar Tree
Dollarama
Family Dollar
Giant Tiger
Hart Inc.
Real Canadian Superstore
Walmart Canada
Fast Fashion
American Apparel
Forever 21
Gap
HM
Joe Fresh
Simons
Uniqlo
Zara
Pensions Benefits
Aon Hewitt
Great-West Lifeco
London Life
Manulife Financial
Mercer
Morneau Chappelle
Sun Life Financial
Towers Watson
Beer
Alexander Keith’s
Budweiser
Corona Extra
Heineken
Labatt
Molson Canadian
Sleeman
Stella Artois
Dining – Upscale Casual
Boston Pizza
Cactus Club Café
Earl’s Kitchen + Bar
Jack Astor’s Bar Grill
Joey’s Restaurants
Milestone’s
Montana’s Cookhouse
The Keg Steakhouse + Bar
Packaged Foods
Campbell Company of Canada
(Campbell’s Condensed, Pepperidge Farms, V8)
Canada Bread
(Dempster’s, McGavin’s, Silver Hills)
Daiya Foods (Shreds, Blocks, Pizzas)
Maple Leaf Foods
(Prime, Schneider’s, Natural Selections)
McCain Foods
(Fries, Deep’n Delicious, Pizza Pockets)
Old Dutch Foods
(Old Dutch, Dutch Gourmet, Humpty Dumpty)
President’s Choice
(President’s Choice, PC Blue Menu)
Weston Foods
(D’Italiano, ACE Bakery, Wonder)
Grocers
Costco
Loblaws (Provigo/No Frills/TT)
Longo’s
Metro
Overwaitea (Save-on-Foods/Urban
Fare/Price Smart Foods)
Sobeys (Safeway/FreshCo)
Walmart Canada
Whole Foods
Airlines
Air Canada
Air Transat
American Airlines
CanJet
Porter Airlines
Sunwing Airlines
United Airlines
WestJet
Consumer Electronics/Devices
Apple
HP
LG
Panasonic
Philips
Research in Motion
Samsung
Sony
Mobile Networks
Bell
Fido
Koodo
Mobilicity
Rogers
Telus
Virgin Mobile
WIND Mobile
Internet Services
Amazon
eBay
Facebook
Google
MSN
Pinterest
Twitter
Yahoo
Enterprise Services
Accenture
CGI
Cisco
HP
IBM
Microsoft
Oracle
SAP
Luxury Automotive
Audi
BMW
Cadillac
Jaguar Land Rover
Lexus
Lincoln Motor Company
Mercedes-Benz
Tesla Motors
Banking
Bank of Montreal
Bank of Nova Scotia
Canadian Imperial Bank of Commerce
Laurentian Bank
National Bank of Canada
President’s Choice Financial
Royal Bank of Canada
Toronto-Dominion Bank
Law Firms
Blake, Cassels Graydon LLP
Borden Ladner Gervais LLP
Davies Ward Phillips Vineberg LLP
Goodmans LLP
McCarthy Tétrault LLP
Olsler, Hoskin Harcourt LLP
Stikeman Elliott LLP
Torys LLP
Pharmaceuticals
AstraZeneca
Bayer
Hospira
Johnson Johnson
Merck
Pfizer
Roche
Sanofi
Health IT
Apple
GE Healthcare
Johnson Johnson
Philips
Samsung
Siemens
Telus
Pharmacy
Costco Pharmacy
Guardian Pharmacy
London Drugs
Pharmasave
Rexall
Shoppers Drug Mart
Sobeys Pharmacy
Walmart Pharmacy
Sports Leagues
ATP (Association of Tennis Professionals)
CFL (Canadian Football League)
MLB (Major League Baseball)
NBA (National Basketball League)
NFL (National Football League)
NHL (National Hockey League)
PGA (Professional Golfers’ Association)
UFC (Ultimate Fighting Championship)

Germany
Personal Care
Beiersdorf (Nivea, La Prairie, Eucerin)
Coty (Lancaster, Philosophy, Manhattan)
Estée Lauder (EstéeLauder,Aveda,MAC)
Shiseido
L’Oréal (SkinCeuticals, Garnier, Kiehl’s)
PG (Olaz, Pantene, Cover Girl)
RB (Scholl, Veet, Clearasil)
Unilever (Dove)
E-Commerce
Amazon
eBay
Notebooksbilliger.de
Quelle
Redcoon
Tchibo
Otto
Zalando
Affordable Fashion
Benetton
CA
Esprit
HM
Mango
Primark
KIK
Zara (Inditex)
Health Clinics
Agaplesion
Asklepios
Helios
Rhön
Sana
Schön
SRH
Vivantes
Medical Devices Diagnostics
Boston Scientific
Depuy
Edwards
Medtronic
Novo Nordisk
Philips
Siemens
Zimmer
Audit Consulting
Capco (a FIS company)
BCG
EY
KPMG
McKinsey
PWC
Roland Berger
Warth Klein
Banking Investing
Aareal Bank
Commerzbank
CREDIT SUISSE
Deutsche Bank
HSBC Holdings plc
ING Group
M.M. Warburg CIE
Unicredit
Dairy
Arla Foods (Arla, Castella, Hansano)
Bauer
Danone (Actimel, Activia, Dany Sahne)
DMK (Milram, Ravensberger, Humana)
Friesland Campina
(Landliebe, Südmilch, Puddis)
Hochwald (Hochwald, Bärenmarke)
Meggle
Theo Müller
(Müller, Weihenstephan, Sachsenmilch)
Energy Companies
BP
E.ON
Exxon Mobil
Gazprom
Primagas
RWE
Shell
Statoil
Food Retailers
Aldi
Edeka
Kaufland
Lidl
Netto
Norma
Penny
Rewe
Personal Care Technology
AEG
Babyliss
Braun
GHD
Grundig
Philips
Remington
Rowenta
Apple
HTC
Huawei
LG
Nexus
Samsung
Sony
Windows phones (Microsoft/Nokia)
NGOs
BUND
Foodwatch
FSC
Greenpeace
NaBu
Peta
Stiftung Warentest
WWF
IT Service Provider/Consultancy
Accenture
Atos IT Solutions Services
CapGemini
CSC Deutschland Solutions
IBM Global Business Services
Infosys
Tata Consultancy Services
T-Systems
Enterprise Software
Adobe
Autodesk
Citrix
Oracle
Sage
SAP
Software AG
VMware
Chemical Distributors
Azelis
Biesterfeld AG
Brenntag AG
HARKE Chemicals GmbH
HELM AG
Nexeo
Nordmann Rassmann GmbH
Univar
Carrier Logistics Companies
DHL
Dachser
DB Schenker
DPD
Hermes
Kühne Nagel
TNT
UPS
Mobility Services
Car2Go
Deutsche Bahn
DriveNow
Flinkster
MeinFernbus
BlaBlaCar
(Mitfahrzentrale, Mitfahrgelegenheit)
MyTaxi
Uber
Pharmaceuticals (RX)
AbbVie
Bayer
Boehringer Ingelheim
Bristol-Myers-Squibb
Eli Lilly Company
Janssen (Velcade, Stelara, Imbruvica)
Novartis
Roche (Pegasys)
Pharmaceuticals (OTC)
Bayer Vital
Boehringer Ingelheim
GSK GlaxoSmithKline
Johnson Johnson Medical
Novartis Consumer Health
Proctor Gamble
Reckitt Benckiser
(Gaviscon, Nurofen, Dobendan)
Roche

Japan
Golf
Honma Golf
Dunlop (Srixon, XXIO)
Adidas
Callaway
Taylor Made
Nike
Bridgestone
Titleist
Laundry Detergent
FAFA
KAO (Attack, New beads, Emal)
LION (Top, Nanox, Hygia)
PG (Ariel, Bold)
SARAYA (Arau)
Luxury Goods
Burberry
Cartier
Chanel
Coach
Kate Spade
Louis Vuitton
Prada
Tiffany
Shavers
Braun
Feather
Gillette
Kaijirushi
Panasonic
Philips
Schick
Abbott
Boston Scientific
GE Healthcare
Johnson Johnson
Medtronic
Philips
Siemens
Terumo
Payments Credit Cards
American Express
JCB
MasterCard
PayPal
Square
Union Pay
Visa
Chain Restaurants
Gyu-Kaku
McDonald’s
Saizeriya
Skylark
Sukiya
Sushiro
Watami
Yoshinoya
Beer
Asahi Super Dry
Kirin Ichiban
Kirin Lager
Kirin Tanrei
Sapporo Yebisu
Suntory KIN-MUGI
Suntory Premium Malts
Tea
KIRIN
Lipton
Nitto-Koucha
TWININGS
Cosmetics
Estée Lauder
Kanebo
KAO
Kose
NARIS
NOEVIR
POLA
SHISEIDO
Apple
HTC
Huawei
LG
Nexus
Samsung
Sony
Windows phones (Microsoft/Nokia)
Airlines
American Airlines
ANA
British Airways
Cathay Pacific
JAL
Lufthansa
Singapore Airlines
United Airlines
Internet Services
COOKPAD
DeNA e-commerce
Google
GREE
GURUNAVI
Kakaku.com
LINE
Yahoo! Japan
Enterprise Services
FireEye
IBM
Microsoft
Oracle
Salesforce
SAP
Seagate
Symantec
Industrial (Heavy and Manufacturing)
Hitachi
IHI
Kawasaki Heavy Industries
Komatsu
Kubota
Mitsubishi Heavy Industries
Toshiba
Banking Investing
Bank of Tokyo-Mitsubishi UFJ
BNP Paribas
Citibank
Deutsche Bank
JP Morgan
Mizuho
Resona
Sumitomo Mitsui
Life Insurance
Aflac (American Family)
American Home Direct
AXA
Kampo-Seimei
Meiji-Yasuda-Seimei
Metlife
Nihon-Seimei (Nissay)
Orix-Seimei
Automobiles
BMW
Honda
Mazda
Mercedes-Benz
Nissan
Subaru
Toyota
Volkswagen
Pharmaceuticals
AstraZeneca
Bayer
Eli Lilly
GSK GlaxoSmithKline
MSD (Merck)
Novartis
Pfizer
Sanofi

United Kingdom
Home Improvements
BQ
BHS
Dulux Decorator Centre
Habitat
Homebase
IKEA
Robert Dyas
Wickes
Hotels
Hilton
Hyatt
Ibis
Marriott
Mercure
Novotel
Sofitel
Starwood
Online Shopping
Amazon
Argos
ASOS
eBay
Groupon
John Lewis
Net-a-Porter
Ocado
Baby Care
Aldi Mamia
Asda Little Angels
Boots Baby
Cussons Mum Me
M Little Big
Pampers
Simple Baby
Tesco Loves Baby
Sports Apparel
Adidas
Nike
Puma
Reebok
Speedo
The North Face
Umbro
Under Armour
Insurance
AXA
Aviva
Churchill
Direct Line
Friends Life
Royal London
RSA
Zurich
Spirits
Bacardi
Baileys
Beefeater
Chivas Regal
Gordon’s
Jack Daniel’s
Pimm’s
Smirnoff
Supermarkets
Aldi
Asda
Co-op
MS
Morrisons
Sainsbury’s
Tesco
Waitrose
Energy Providers
British Gas
E.ON
EDF
First Utility
Npower
Ovo Energy
ScottishPower
SSE
Quick Service Restaurants
Burger King
Costa
Greggs
McDonald’s
Nando’s
Pizza Express
Starbucks
Subway
Internet Services
Alibaba
Amazon
Apple
eBay
Facebook
Google
Microsoft
Twitter
Computer/Internet Security
Barracuda
CipherCloud
ProofPoint
Smarsh
Sonian
Sophos
Symantec
Trend Micro
Apple
Blackberry
HTC
Huawei
LG
Nokia
Samsung
Sony
Wearable Technology
Apple Watch
Fitbit
FuelBand
Garmin
JawBone
Pebble
Samsung Gear
Sony Smart Band
Enterprise Services
Citrix
IBM
Microsoft
Oracle
Sage
Salesforce
SAP
VMWare
Pharmaceuticals (RX)
Abbott
AbbVie
AstraZeneca
Bayer
GSK GlaxoSmithKline
Merck/MSD
Novartis
Pfizer
Pharmaceuticals (OTC)
Bayer
Boots
GSK GlaxoSmithKline
Johnson Johnson
Novartis
Pfizer
Procter Gamble
Reckitt Benckiser
Banking Investing
Barclays
HSBC
Lloyds Banking Group
Nationwide
RBS
Santander
TSB
Virgin Money
Abbott
Baxter
Boston Scientific
Covidien
Edwards Lifesciences
Johnson Johnson
Medtronic
Roche Diagnostics
Bio-Technology
Actelion
Amgen
Biogen Idec
Celgene
Genzyme
Gilead
Shire
UCB

Personal Beauty
Dr. Jart
Garnier
Lancôme
Laneige
L’Oréal
Neutrogena
Shiseido
Vichy
Retailers
Amazon
Costco
Kohl’s
Macy’s
Sam’s Club
Target
Walmart
Zappos
Bio-Technology
Amgen
Biogen Idec
Celgene
Genentech
Gilead
Novo Nordisk
Shire
UCB
Managed Healthcare/Health Insurance
Aetna
Cigna
Coventry Health Care
Health Net
Humana
Kaiser Permanente
UnitedHealth Group
WellPoint
Abbott
Baxter
Becton Dickinson
Boston Scientific
Cardinal Health
Johnson Johnson
Medtronic
St. Jude
Agribusiness
Archer Daniels Midland Company
BASF
Bayer Crop Science
Cargill
Dow AgroSciences
DuPont (Pioneer)
Monsanto
Syngenta
Payments Credit Cards
American Express
Capital One Financial
Discover Financial Services
MasterCard
PayPal
Square
Visa
Western Union
Packaged Foods
Campbell's
(V8, Pepperidge Farm, Bolthouse Farms)
Dean Foods (Dean, Oak Farms)
General Mills
(Cheerios, Pillsbury, Yoplait)
Kraft (Jell-O, Oscar Mayer, Planters)
Mars (Skittles, MM’s, Dove)
Mondelēz (Oreo, Cadbury, Triscuit)
PepsiCo (Frito Lay, Quaker, Gatorade)
WhiteWave
(Silk, Horizon, Earthbound Farm)
Quick Service Restaurants
Burger King
Chick-fil-A
Chipotle
Dominos
Five Guys
Little Caesars
McDonald’s
Wendy’s
Utilities
American Electric Power (AEP)
Dominion Resources
Duke Energy
Exelon
NextEra Energy (FPL)
NRG
Pacific Gas and Electric
Southern Companies
Energy Companies
BP
Chevron
ConocoPhillips
Exxon Mobil
Halliburton
Petrobras
Saudi Aramco
Shell
Apple
Electronic Arts
Fitbit
GoPro
LG
Philips
Samsung
Sony
Apparel
Adidas
Gap
Levi’s
Nike
Toms
Under Armour
Uniqlo
Vans
Paid TV Services
ATT U-Verse
Comcast
DIRECTV
Dish
Hulu
Netflix
Time Warner Cable
Verizon FiOS
Internet Services
Alibaba
Amazon
Facebook
Google
LinkedIn
Netflix
Twitter
Yahoo
Enterprise Services
FireEye
IBM
Microsoft
Oracle
Salesforce
SAP
Seagate
Symantec
Automobiles
BMW
Chrysler
Ford
GM
Honda
Hyundai
Tesla
Toyota
Industrial Companies
Cabot Corporation
Caterpillar
Deere Co
Dow
DuPont
GE
Ingersoll Rand
United Technologies
Auto, Property Life Insurance
Allstate
MetLife
NY Life
State Farm
The Hartford
Travelers
USAA
Zurich
Banking Investing
Bank of America
Barclays
BlackRock
HSBC Bank
JPMorgan Chase
Schwab
T. Rowe Price
Wells Fargo
Pharmaceuticals
AbbVie
Bayer
Eli Lilly Company
JJ/Janssen
Merck
Novartis
Pfizer
Sanofi
United States

The Authenticity Gap Difference
The Nine Drivers of Authenticity
The Nine Drivers of Authenticity were
identified and validated in separate studies
in 2012. The Nine Drivers fall into three
interconnected groups: Management
Behaviors, Customer Benefits and Society
Outcomes, with each group made up of three
individual drivers.
Only the most knowledgeable and engaged
consumers in specific categories of goods
and services – people screened and
identified as Expert Consumers™ – ranked
both their expectations of the category and
their experience of an individual organization
or brand against the Nine Drivers.
What do the respondents see?
Each driver is stated in full in the
questionnaire. For example each
respondent sees the full statement,
“offering products and services that
are better value.” In custom studies the
authenticity drivers are tailored to fit a
particular organization’s nomenclature,
culture and values and the type of
competitive activity it faces.
How were the Nine Drivers
validated?
In summary, a combination of primary
and secondary (literature and peer review)
research was undertaken to identify the
Authenticity drivers. The initial list was
identified in extensive secondary research
including published studies, white papers
and literature reviews (e.g., Arthur W Page
Society, The Reputation Institute, European
Management Journal, McKinsey, Watson
and Kitchen, Columbia Business School).
This list was further tested and refined
in primary research by Lepere Analytics
reputation studies (Q4 2011) and by
FleishmanHillard reputation experts.
A second wave of primary research was
then used to validate the Authenticity
drivers in a discrete study undertaken as
part of the FleishmanHillard pilot study
(Q4 2012). The methodology used three
complementary approaches:
I. Correlation
Correlated company and brand ratings
of the drivers for those brands respondents
self-identified from the competitive set
they commented on most often.
II. Regression
Conducted regression analysis to identify
the strength of relationships between
Authenticity as the dependent variable as
measured by Competitive Momentum and
the drivers as the independent variables.
III. Cross country analysis
Identified five outputs from the datasets
including factor analysis. Data from
US, China and Germany was analyzed
separately and ranked on each of the
five outputs. Finally the results were
cross-analyzed across all three countries.
Authenticity drivers (full statements)
Management Behaviors
– More committed to doing the right thing
– Having more consistent and stable financial and operational performance
– Communicating more frequently and credibly
Customer Benefits
– Offering products and services that are better value
– Taking better care of customers
– Innovating new and better products and services
Society Outcomes
– Taking better care of employees
– Contributing to society in a way that has a better impact on my community
– Taking better care of the environment

Expert Stakeholders
Only the most knowledgeable and
engaged stakeholders in specific categories
of goods and services – people screened
and identified as Expert Stakeholders™ –
qualify to take part in The Authenticity Gap
study. Expert Stakeholders are experts in
specific categories of goods and services
or topics in which they have a higher level
of interest, knowledge, engagement and as
a result, greater influence with their peers.
How do we find Expert Stakeholders?
Expert Stakeholders are not the average
stakeholder. They are not even the
informed stakeholder, the traditional
top-down opinion elites or influencer
groups; they are your friends, family and
colleagues, living and working next door.
So we don’t use the traditional screening
process to identify them.
We don’t screen for profession or income
or age. Instead we want to know about
people’s personalities, attitudes, behavior
and critically, their engagement in certain
categories of goods and services and topics.
Expert Stakeholders are:
• Customers, partners, employees,
opinion-formers, commentators or
consumers
• Highly interested and engaged in selective
categories and topics
• Peer influencers actively influencing
friends, family and colleagues
• Found in most traditional business-to-
business and business-to-consumer
audiences.
A representative sample of the general
population is screened for:
1. Personality based on the Big 5 theory –
the most widely accepted, empirical and
data-driven model of personality psychology.
2. Attitudes to, amongst other things,
commercial culture, curiosity about new
products and technologies, concept of value.
3. Behavioral characteristics such as media
consumption, level of networking activities,
willingness to share information and
experiences with others.
The ability to identify Expert Stakeholders
from the general population was developed
by Lepere Analytics. The methodology
is US Patent Pending.
EXPERT CONSUMERS
Proprietary algorithm | US Patent Pending |™ and © Lepere Analytics
Scoring Matrix
Category
self-selection
1
Personality?
2
Attitudes?
3
Behavior?
General Population
Expert
Stakeholders

FleishmanHillard Authenticity Guides are published annually based on on-going online
polling in seven sectors and in more than 50 categories. The methodology is proprietary
to FleishmanHillard and Lepere Analytics.
About FleishmanHillard
FleishmanHillard is the world’s most complete global communications firm, specializing
in public relations, public affairs, marketing, paid media, and transmedia and social content.
FleishmanHillard delivers on The Power of True, reflecting the firm’s high values, and unique
ability to guide clients through a world demanding unprecedented authenticity and transparency.
FleishmanHillard was named PRWeek’s 2014 Global Agency of the Year, “Standout Agency”
on Advertising Age’s 2013 A-List; NAFE’s “Top 50 Companies for Executive Women” for
2010-2014; and among PRWeek’s 2013 “Best Places to Work.” The firm’s award-winning work
is widely heralded, including at the Cannes International Festival of Creativity. FleishmanHillard
is part of the DAS Group of Companies, and has 88 offices in 31 countries, plus affiliates
in 42 countries. Visit us at www.fleishmanhillard.com.
About the DAS Group of Companies
The DAS Group of Companies, a division of Omnicom Group Inc. (NYSE: OMC)
(www.omnicomgroup.com), is a global group of marketing services companies. DAS includes
over 200 companies in the following marketing disciplines: specialty, PR, healthcare, CRM,
events, promotional marketing, branding and research. Operating through a combination
of networks and regional organizations, DAS serves international, regional, national and local
clients through more than 700 offices in 71 countries.
Lepere Analytics is an independent research firm whose data forecasts company reputation
and revenue. The methodology is US Patent Pending, is independently validated and is used
by Wall Street investment analysts and portfolio managers.
Lepere Analytics was founded in 2007. It is a privately held company, registered in the UK with
partners based in London and New York. For more information, visit www.lepereanalytics.com.
Polling is conducted for Lepere Analytics by Ipsos – the world’s third largest research company
with operations in 84 countries. Online panels are in compliance with international quality
standards ESOMAR and AIMRI and certified on key ISO standards.

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