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ReputationIntelligence
SPRING 2013
I.
Business leaders see high financial returns from a strong corporate reputation, but ONLY 20% are prepared to leverage that opportunity and protect against its risk.
The results from the 2013 Reputation Studywhere we interviewed 313 business professionals across companies in 25 countries and surveyed more than 57,000 consumers from the 15 largest markets in the worldshow that reputation is at the heart of business success. If you want to increase sales, attract the best people, and strengthen your customer loyalty, you need to build, protect, and leverage your companys reputation. 79 percent of business leaders agree that we live in a Reputation Economy where peoples willingness to sup port a company is largely based on how much they trust an enterprise rather than the goods produced by an organization. Furthermore, 60 percent believe having a robust Reputation has a high financial impact on their company. In terms of how Reputation influences company value: 68 percent believe Reputation impacts custo mer retention, 53 percent said it drives sales, 40 percent said it drives market share, and 37 percent agree that Reputation helps retain employees and reduce hiring costs.
68%
56%
of business leaders say that Reputation is a high priority to Executive Management and the Board of Directors
53%
63%
of business leaders expect Reputation Management to be a higher priority for their company in the next 2-3 years.
The best companies in the world such as BMW and The Walt Disney Company work systematically with their reputation. Reputation is an integrated part of their company strategy and they are seeing the business benefits, says Kasper Ulf Nielsen, Executive Partner, Reputation Institute.
Of the 313 business leaders in the study, only 20 percent believe they are ready to leverage this opportunity and protect the company against the reputation risks with their current tools and processes. Business leaders point to three key issues that are preventing them from implementing a reputation management strategy into the way they work: 1. 2. 3. We dont have a structured process for getting reputation thinking implemented into our business planning We are not leveraging the knowledge we have to be relevant to each stakeholder group Internal silos prevent cross functional collaboration
56 percent of business leaders believe Reputation is a high priority to Executive Management and the Board of Directors while 63 percent expect reputation management to be a higher priority for their company in the next 2-3 years. Clearly there is a need to act. This calls for a new way of working with Reputation. An approach that is much more systematic and professio nal: One that integrates Reputation into the overall business strategy. 23 percent of companies do this already. In these organizations, the CEOs office has assumed the responsibility of overseeing its companys reputation management platform. Reputation is no longer, as has been the tradition, relegated to just the just the Communications or Marketing departments.
At the BMW Group, trust is the bedrock upon which we operate and it provides the foundation for our brands to grow, says Bill McAndrews, Head of BMW Group Corpo rate Communications. For years, we have been cultivating relationships with all of our stakeholders based on consistency and reliability. The result is a culture of ongoing communication based on trust. Building an effective reputation management strategy requires the development of a structured, systematic approach. To be fully prepared to win foreign market share, compete with local players, align a global workforce, and navigate in todays reputation economy, companies must embark on a Reputation Journey.
The #1 challenge is the lack of a structured process for integrating reputation-based decision-making into business planning, a barrier that limits their ability to drive customer loyalty, increase sales, and capture market share, says Nicolas Georges Trad, Executive Partner, Reputation Institute.
Four elements stand out as the pillars of a strong reputation management system: 1. 2. 3. 4. Business Case for Reputation Reputation Leaders know the business rationale for reputation management. They know which stakeholders influence their business, what specific business outcome they want from each, and how their company vision is relevant to them. Reputation Intelligence and Strategy Reputation Leaders have ongoing perception tracking with key stakeholders. They understand what stakeholders expect from them and have translated that into a strong corporate narrative that is used to tell the enterprise story and be relevant to key stakeholders. Reputation Management and Accountability Reputation Leaders are making the reputation strategy come to life for teams and functions through tools and training so that each one can use the intelligence to develop their stakeholder action plans. Reputation Activation Reputation Leaders are activating their corporate narrative across all touch points and they are enabling stakeholders to participate in the storytelling.
These four elements are what set the best apart. The winners implement these elements as a business strategy that is directly tied to the overall performance of the company and with the attention of the CEO and Board of Directors. However, implementing these four pillars cannot be accomplished overnight. Companies must embark on a Reputation Journey to cultivate a thorough understanding of their stakeholder ecosystems. Companies have recognized the value of Reputation, but they face challenges that a majority are not prepared to meet. The number one challenge is the lack of a structured process for integrating reputation-based de cision-making into business planning, a barrier that limits their ability to drive customer loyalty, increase sales, and capture market share, says Nicolas Georges Trad, Executive Partner, Reputation Institute.
The best companies have been on this journey for many years; a journey in which they continue to explore new ways to activate their Reputation and drive business value. And the successful companies have discovered that it is a journey that requires the earning of stakeholders trust and respect, and in the process, learning to effectively manage behaviors to drive sustainable growth.
II.
Leaders
A balance of the seven reputation dimensions is the recipe for a strong and robust Reputation, says Kasper Ulf Nielsen, Executive Partner at Reputation Institute.
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The findings confirm that what a company stands for matters more than the products it sells. Suggesting that peoples willingness to buy, recommend, work for, and invest in a company is mainly driven by their perceptions of the company rather than by their perceptions of its products. Of course, even the best companies can struggle to achieve a well-rounded reputation platform. Only five of this years top 100 rated companies achieved a score of 70 or better in all seven dimensions of reputation, which denotes a reputation that is strong and robust. These top five companies BMW, Walt Disney, Google, Microsoft, and Daimlerare known for having the full reputation package: they are good and responsible employers; are financially sound; exhibit strong leadership; are transparent and ethical; give back to the community; and are innovative and forward-thinking companies. These values, combined with offering top-notch products to consumers, are a recipe for success in todays economy.
These are powerful elements when you want to win customers in the fight for market share and growth.
Nestl has a strong perception within the Products and Services, Innovation, Financial Performance, and Leadership dimension. Within the softer dimensions of Citizenship, Governance, and Workplace, Nestl is seen
as average. With 43 percent of reputation being driven by these three dimensions, Nestl will need to improve performance in these areas if it wishes to climb to the top of the reputation ladder. Nestl has a very strong Reputation with consumers in North and Latin America where it ranks second overall among all 100 companies. Nestl is in the top 10 in seven out of the 15 countries surveyed and has built a strong local base for its global Reputation.
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Lets take a look at some of the highlights: BMW remains the worlds best reputed company for the second year in a row with a strong Reputation across the 15 markets. BMW is the only company to place in the top five in all seven Reputation dimensions. BMW remains the worlds best reputed company for the second year in a row with a strong Reputation across the 15 markets. BMW is the only company to place in the top five in all seven Reputation dimensions. The Walt Disney Company has the most global footprint and is in the top 10 in ten of the fifteen markets. Rolex is new to the study entering as the 3rd best reputed company in the world winning the dimensions of High Quality Products and Services Nestl enters into the top 10 for the first time with a very strong Reputation, particularly in North and Latin America where it ranks second overall. Only 16 percent of the top 100 companies have better Reputations abroad than at home. This is a challenge for many as up to 95 percent of revenue comes from foreign markets. Among consumers, the level of support is up to 55% lower in the foreign countries than in the home countries. For top companies, 55 percent of consumers said they would definitely recommend their products to others, compared with only 22 percent for the companies at the bottom of the list Reputation is driven by seven dimensions, and each dimension constitutes at least 13 percent of Reputation. So to win the Reputation race you need to be able deliver on all seven, as standing out in just one area will not bring you the trust and support you need.
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This trust comes from delivering on 7 specific dimensions of reputation: stakeholders expect that you have (1) high quality products and services, (2) that you continuously develop innovative products, (3) that you have the best employees and that you treat them well, (4) that you are open and transparent in the way you do business, (5) that you are a good corporate citizen, (6) that you have a clear vision for the future of your company and the industry you are in, (7) and that you are a solid company that delivers strong financial results. It is difficult to deliver on all these different dimensions. But that is what is required if you want to earn the trust and support from stakeholders. The 2013 RepTrak 100 results show who excel within each of the 7 dimensions:
Products/Services Rolex (Switzerland) BMW (Germany) Daimler (Mercedes-Benz) (Germany) The Walt Disney Company (U.S.) Sony (Japan) Apple (U.S.) LVMH Group (France) Microsoft (U.S.) Google (U.S.) Canon (Japan)
81.18 80.93 80.15 78.21 77.98 77.88 77.87 77.69 77.34 77.31
Innovation Apple (U.S.) Microsoft (U.S.) Google (U.S.) BMW (Germany) Samsung Electronics (South Korea) Intel (U.S.) The Walt Disney Company (U.S.) Sony (Japan) Daimler (Mercedes-Benz) (Germany) Canon (Japan)
80.58 79.18 78.14 77.82 76.93 76.79 76.35 76.32 75.67 74.26
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Citizenship The Walt Disney Company (U.S.) Microsoft (U.S.) Google (U.S.) BMW (Germany) Nestl (Switzerland) Daimler (Mercedes-Benz) (Germany) LEGO Group (Denmark) Johnson & Johnson (U.S.) Sony (Japan) Kellogg Company (U.S.)
72.62 71.35 70.45 68.99 68.30 68.09 67.84 67.55 67.51 67.50
Governance BMW (Germany) Microsoft (U.S.) The Walt Disney Company (U.S.) Google (U.S.) Daimler (Mercedes-Benz) (Germany) Rolex (Switzerland) Sony (Japan) Volkswagen (Germany) Intel (U.S.) Canon (Japan)
73.37 73.20 72.59 71.94 71.41 71.05 71.02 70.82 70.41 69.75
Workplace Google (U.S.) Microsoft (U.S.) BMW (Germany) The Walt Disney Company (U.S.) Daimler (Mercedes-Benz) (Germany) Apple (U.S.) Intel (U.S.) Sony (Japan) Volkswagen (Germany) Rolex (Switzerland)
75.75 74.35 74.05 73.27 72.44 71.29 70.06 69.93 69.82 69.57
Leadership Microsoft (U.S.) Apple (U.S.) Google (U.S.) BMW (Germany) The Walt Disney Company (U.S.) Daimler (Mercedes-Benz) (Germany) Intel (U.S.) Rolex (Switzerland) The Coca-Cola Company (U.S.) Samsung Electronics (South Korea)
78.10 76.60 76.29 76.21 75.41 75.11 72.66 72.61 72.60 72.58
Performance Microsoft (U.S.) Apple (U.S.) BMW (Germany) Google (U.S.) The Walt Disney Company (U.S.) Daimler (Mercedes-Benz) (Germany) The Coca-Cola Company (U.S.) Rolex (Switzerland) LVMH Group (France) Samsung Electronics (South Korea)
79.66 78.93 78.54 78.46 77.73 77.37 77.20 75.99 75.81 75.79
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In todays reputation economy, its not enough to have a strong and appealing brand or product. You need to create a strong and emotional connection with multiple stakeholders to succeed, Nicolas Georges Trad, Executive Partner, Reputation Institute
Reputation is not that easy to export. On average the global Reputation across 15 markets is -3 points lower than the home country Reputation. 55 percent of the top 100 companies have a stronger reputation in their home country. These companies have a huge potential for growth. If they can find a way to export their strong levels of trust and support they will win markets shares Only 16 out of the top 100 companies have a stronger Reputation globally than in their home country and this underlines the challenge many companies face when trying to expand their business to international markets. Building trust and support from consumers in foreign markets is a challenge. Companies lose as much as 35 percent of their Reputation in export markets compared to their home markets, and consumers up to 55% are less likely to recommend a foreign company.
For example, consumer goods companies like Pepsi, Lenovo, Hitachi, and General Mills are all very global organizations. Yet, they only have average Reputations abroad despite their solid reputations at home. That means that instead of having 55 percent of global consumers wanting to buy their productswhich companies on average enjoy in their home marketsonly 41 percent are willing to do so. That loss in additional revenues is significant and highlights the importance of a good corporate reputation compared to an average one. Reputation is an emotional connection which is built over time. Its tied to your history and past actions. Though exporting that emotional appeal can prove challenging, its a recipe for success when competing internationally. Today, companies lose as much as 55% of their consumer recommendation in export markets. To improve sales, international companies must invest in developing their reputation globally. In other words, companies need to take their story on the road. In order to win support and recommendations, a company needs to tell its story in a way that resonates with stakeholders on a global level. In todays Reputation Economy, its not enough to have a strong and appealing brand or product. You need to create a strong and emotional connection with multiple stakeholders to succeed, Nicolas Georges Trad, Executive Partner, Reputation Institute
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Looking at the regional results some very interesting findings emerge: North American consumers chose Lego, Nestl, Johnson & Johnson, General Mills, and Kelloggs, as their Reputation champions, indicating a preference for food and amusement. Europeans gave top honors to Sony, Disney, Google, BMW and Daimler. Electronics and tech producers as well traditional automakers accompanied Disney at the top. Latin Americans chose Google, Nestl, Microsoft, Johnson & Johnson and Nokia, indicating a shift from a preference for food companies last year to tech companies this year Asia-Pacific consumers demonstrated their affinity for high-end brands by ranking BMW, Microsoft, Rolex, Disney and Apple at the top.
No company attained the top spot in more than one region. This outlines how difficult it is to build a strong global reputation. And global winner BMW, who is strong across the 15 markets, only made the top five in Asia and Europe. Rankings vary across regions because Reputation is not easy to export, according to Nicolas Georges Trad, Executive Partner at Reputation Institute. Consumers want to understand the company behind the products. And most companies are not telling that story well enough in their export markets. They focus on selling their products but are missing the larger point of being relevant as a company to the local consumers, he says.
EUROPE
LATIN AMERICA
1 2 3 4 5 1 2 3 4 5
ASIA PACIFIC
15
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Rank 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
Company
RepTrak 100 Score 78.39 77.76 77.23 77.15 76.58 76.30 76.23 76.02 75.21 75.02 74.98 74.65 74.38 74.05 73.56 73.39 73.37 72.81 72.73 72.49 72.49 72.32 72.22 72.19 72.00 71.96 71.96 71.88 71.66 71.57 71.52 71.47 71.19 71.02 70.93 70.74 70.49 70.28 70.11 70.11 70.11 70.05 70.03 70.02 69.92 69.63 69.57 69.54 69.34 69.29
Rank 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100
Company
RepTrak 100 Score 69.22 69.21 69.13 69.10 69.00 69.00 68.81 68.78 68.69 68.66 68.46 68.44 68.40 68.38 68.12 68.02 67.90 67.76 67.04 67.04 66.97 66.80 66.78 66.65 66.57 66.53 66.39 66.33 66.26 65.99 65.87 65.85 65.82 65.65 65.53 65.46 65.45 65.45 65.40 65.30 65.28 65.10 65.04 65.02 64.87 64.75 64.71 64.40 64.39 64.32
BMW The Walt Disney Company Rolex Google Daimler (Mercedes-Benz) Sony Microsoft Canon Nestl LEGO Group Intel Apple Volkswagen Adidas Group Johnson & Johnson Samsung Electronics LOral Nike Colgate-Palmolive Philips Electronics Micheln Amazon.com Giorgio Armani Group IBM Kellogg Company Danone Goodyear Bridgestone Ferrero Nokia Hewlett-Packard Panasonic Pirelli Barilla Honda Motor Nintendo Toyota 3M LVMH Group (Mot Hennessy-LV) Marriott International Procter & Gamble Volvo Group Whirlpool The Coca-Cola Company FedEx Electrolux Kraft Foods IKEA Siemens Dell
HJ Heinz Bayer Heineken Deutsche Lufthansa Toshiba General Electric BBC Unilever Fujifilm Cisco Systems Singapore Airlines UPS LG Corporation Xerox Ford Motor Swatch Group Oracle eBay Roche SAS (Scandinavian Airlines) Airbus Abbott Laboratories Sharp ACER Qantas Airways Marks & Spencer Group H&M DuPont General Mills Starbucks Coffee Company Eli Lilly General Motors Company Nissan Motor Bristol-Myers Squibb Suzuki Motor Air France-KLM Boeing Carlsberg Group Hitachi British Airways-Iberia (Int. Airlines Group) Diageo PepsiCo Peugeot-Citroen Bacardi GlaxoSmithKline Fujitsu Zara (Inditex) Hertz Global Holdings Pfizer Lenovo Group
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2013 Reputation Institute