launch of ireland reptrak 2011 study

8/3/2019 Launch of Ireland RepTrak 2011 Study

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2010 Corporate Reputations Ltd. and Reputation Institute. All rights reserved

Launch of Ireland RepTrak 2011

Annual study of Ireland's most reputable companies

October 2010


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Speakers

Niamh Boyle, Managing Director, Corporate ReputationsNicolas Georges Trad, Managing Partner, Reputation Institute


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Agenda

1. Introductions

2. Why is reputation so important and how can you measure and manage it?

3. Ireland RepTrak 2011

4. Ireland RepTrak 2010 - top line results and findings

5. How can your company take part

6. Audience Q&A


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Niamh Boyle BA, HDip Ed, MMII Grad, MBS (Hons)Managing DirectorNiamh founded Corporate Reputations in 2004. She has over 20 years

experience in strategic marketing and reputation building, specialising instakeholder communications, crisis and reputation management issues andcorporate PR strategies and acts as an advisor to heads of government bodies andprivate firms.

Corporate Reputations

Dublin-based consultancy, advising organisations on building their reputation in themarketplace, offering reputation measurement and management services to clients, tobuild their reputation amongst their key stakeholders.

Clients include Aer Lingus, Astellas Pharmaceuticals, Coillte, Irish Aviation Authority, Irish

Cancer Society, The Irish Times, MII, MSD, National Standards Authority of Ireland(NSAI), Pfizer, Point of Care, Schering-Plough Pharmaceuticals (Ireland), RIAI, Siemens,Sustainable Energy Authority of Ireland (SEAI), Volvo and UCD Michael Smurfit GraduateBusiness School.

Corporate Reputations is the Irish Associate to the Reputation Institute, with access to its

consultants, advice and services across 29 countries worldwide

Corporate Reputations


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Nicolas Georges Trad, Global Managing Partner Reputation Institute

Nicolas has a multinational family background with Lebanese/Danish/Icelandic

connections. He has lived and worked in Denmark, US, Argentina, France, Switzerlandand Spain.

Nicolas was one of the founders of the Advice Practice in Reputation Institute which waslaunched in 2004 and which has since then become the premier reputation managementconsulting firm globally. Nicolas advises daily a number of Fortune 500 spanning B2B toB2C and across industries and countries on their Reputation Management Systems and

Strategies.

Nicolas has written numerous articles on the topic of reputation management, speaksfrequently for larger audiences and is often a source for opinions to global/local media.

Reputation Institute

Reputation Institute is the worlds leading reputation consulting firm and a pioneer in thefield of brand and reputation management.

With a presence in more than 29 countries, Reputation Institute is dedicated toadvancing knowledge about reputation and shares best practice and current researchthrough client engagement, membership, seminars, conferences, and publications suchas Corporate Reputation Review.

Reputation Institute


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Why is reputation so important

and how can you measure and manage it?


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Conferences

Publications

Networks

AdviceKnowledge

Insight

Strategy

Alignment

The world's leading reputation consulting firm

9 offices20 partners250 reputation consultants5,000 members


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An emotional bond that ensures that

Your customers are loyal

Your customers recommend you

Your partners support you

Policy makers and regulators give youthe benefit of the doubt

The media looks for your point of view

Your employees are engaged anddeliver on your strategy

What are reputations?


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Attributesanddimensionshavedifferent

meaningand

importance

for

the

different

stakeholders.Beneaththe7dimensions,23

attributesunderpintheindividualdimension

themes.Throughstatisticalanalysis,the

modelframeworkpinpointswhichattributes

arefoundtobemoreimportantthanothers

amongthedifferentstakeholdergroups

(reputationdrivers).

Thecoreofreputationismadeupoffour

emotionalaspectsrelatingtoapersons

trust,overallesteem,feelingandrespectand

admirationforthecompany.

ReputationPulse

Sevendimensions

explore

amore

rational

andoperationallevelofreputation,which

areimportantfromastakeholders

perception.

Dimensions

Attributes

Themodelincludesmeasurementofselectedsupportive

behaviourssuchaspurchase,recommend,invest,givebenefit

ofthedoubtinacrisis,specifictoeachstakeholdergroup.

SupportiveBehaviours

RepTrak Model: The global standard forReputation Management


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Reputation management is NOT spin - but about aligning reality with perception

Change is required to alterreality and minimizereputational risk

Communication is required tocapitalize on good reality andovercome poor perceptions


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Products

Customer

Service

Investments

Employment

Direct Experiences

Branding

PublicRelations

Marketing

SocialResponsibility

What CompanySays/Does

MEDIA(Traditional, Social)

Topic Experts,Leaders,Friends/Family

What Others Say

Perceptions Behavior BusinessResults

How are Corporate Reputations Created?


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BusinessResults

StrategicGoals

CorporateInitiatives

Perceptionsof the

company

(Reputation)

SupportiveBehaviors

towards thecompany

Products/Services Innovation Workplace Governance Citizenship Leadership Performance

Purchase products

Invest in company Recommend the

company/products Work for company Benefit of doubt

Reputation predicts stakeholder support and business results


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The Stronger your Companys Reputation the Stronger thePossibility that People Recommend you to others..

Adj-R2 = 0.889

8

16

24

32

40

48

56

64

72

80

26 36 46 56 66 76 86

U.S. Pulse Score

%

Respondents

whoWouldRecommend

Source: 2010 Global Reputation Pulse (U.S. Results)


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and the stronger the prospects of recovering from acrisis situation

-20

-15

-10-5

0

5

1015

20

1 17 33 49 65 81 97 113 129 145 161 177 193 209 225 241 257

Event Trading Days

Returns %

Bet t e r gover ned com pan ies

Less w e l l gover ned com pan ies

Cr is is s t r ikes

Rory F. Knight and Deborah J. Pretty, Corporate Reputation Review, Vol. 2, No. 4, 1999


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Reputation has an influence on commonly acceptedfinancial metrics like ARPU, SAC, Margin, Net Wins &Churn.

11% of the variation of these financial metrics forTelefonica Group can be explained by Reputation.

To be more concrete, Telefonicas Reputation ispositively influencing our financial metrics by 7%

Increasing Telefonicas Reputation with our clients by 1%increased our financial indicators by 7%.

Alberto Andreu PinillosManaging Director

Corporate Reputation, Identity & SustainablityTELEFONICA, S.A.

Our clients see a direct impact of Reputation on their bottom line anduse it as a leading indicator KPI to predict business performance


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Embedding your business goals into a Reputation ManagementFramework

What we stand for andhow we act and our

desired reputation

What will we do, how will

we track success, andwho will be responsible

Company Vision Reputation Strategy

Our commitments to meetstakeholders expectations

Reputation Platform Reputing Initiatives

Where we repute with

stakeholders

Strategic Foundation Tactical Execution

PersonalExperience

What others say

What we say

Processes

Goals

Governance

Reputation

Platform

Vision

Capabilities Expectations

Reputation

Platform

Vision

Capabilities Expectations

Reputation Drivers of yourindustry/country

Vision


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Global Reputation Pulse Study 2010: 34 Countries & 24 Industries 65,000 Consumers

Wave 1: Country Rankings ofthe Largest Corporations

Measurement of the largest 600corporations in 32 countries

General public in each companysheadquarters country

Online Survey: January and

February, 2010

Wave 2: The Worlds MostReputable Companies

Measurement of the 54 mostreputable global corporations,which ranked highly in wave one

General public in each of 24

countries where the study wasfielded

Online Survey: April and May 2010

RI has conducted Global Reputation Studies since 2000


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Identifying best practicesThe Worlds Most Reputable Companies 2010

Rank Company

ReputationPulseScore

1 Google 78.622 Sony 78.47

3 The Walt Disney Company 77.97

4 BMW 77.77

5 Daimler (Mercedes-Benz) 76.836 Apple 76.29

7 Nokia 76.00

8 IKEA 75.60

9 Volkswagen 75.55

10 Intel 75.39


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Reputation drivers vary across countries


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What Do Your Key Stakeholders Want From You?


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Enabling you to balance what companies SAY, DOand what is EXPECTED

What is

expected ofcompanies

What

Companies

Say

WhatCompanies

Do

Inconsistency

Inconsistency

Inconsistency


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By 2020 the majority of leading companies will:

Have Reputation as a key component of their businessstrategy

Have a dedicated focus on reputation management andmeasurement in top management

Report on reputation in their annual report not onlybecause they have to but because it makes sense

Key Takeaways Reputation impacts the bottom line

Reputation Management is a cross-functionalresponsibility

Reputation changes across stakeholders / geography /

industry Understanding what drives stakeholder opinions

empowers you to be more relevant in your dialogue withthem

The future of Reputation Management as we see it

1990

2010

2000

2020

ReputationEconomy


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Ireland RepTrak 2011Study background and methodology


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The Ireland RepTrak 2011 study

Annual study of reputations of Irelands largest and most visible companies

Measures 100+ corporate reputations throughout Ireland, based on

consumer trust, esteem, admiration and good feeling

Developed by Corporate Reputations and Reputation Institute to provideexecutives in Ireland with a high-level overview of their companys reputationwith consumers

Based on research carried out by Reputation Institute since 1997, using theirRepTrak Pulse model.

Follows methodology of Global Reputation Pulse, the largest reputationstudy on earth - 1,500 companies, 30,000 consumers, 33 countries


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Survey Methodology - Selecting the companies in Ireland

1. The most visible companies in Ireland

o Selected via an online nominations study carried out amongst general public

2. The largest companies in Ireland

o Irish firms with a full stock exchange listing

o Firms with largest revenue, operating out of Ireland, listed in the Irish Times

Top 1000

3. Rated companies had to have significant consumer presence and beeither somewhat or very familiar to the general public


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Survey methodology

Survey will be carried out online through January and February 2011

Respondents invited to describe their perceptions of individualcompanies across 20+ questions

Scores range from a low of 0 to a high of 100, firms ranked 1 to 100

2010 study

11,996 total ratings; 3,165 unique respondents aged 18-65;


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Leadership

Performance

Citizenship

Workplace Governance

Product & Services

Innovation

Companies will be ranked across the seven dimensions of reputation:


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Consumer

ProductsICT Retail

Financial

ServicesTransport Energy

Utilities Pharmaceutical Telecoms

CompanieswillberankedbyIndustry/Sector


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Companies will be ranked by a Corporate Social Responsibility Index:

CSR Index:

Citizenship Governance

Workplace


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Annual Ireland RepTrak 2011

100+ firms


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3 Telecoms IrelandAbbott IrelandAer LingusAIBAirtricity

AldiAllergen PharmaceuticalsAn PostAn Post National LotteryAnglo Irish BankAppleArgos

ArnottsAstellasAvivaBank of IrelandBMWBoots Retail Ireland

Bord GaisBord na MonaBristol Myers SquibbBrown Thomas GroupBT IrelandBus Eireann

BWG Group - Spar,EurosparC&C GroupCadburysCIE - Coras IompairEireann

CitiCityjetCoca ColaCRHDAADairygold

DCCDebenhamsDellDiageoDixon Store Group IrelandDublin BusDunnes Stores

Eason & SoneBay IrelandEBSEircomElan

Eli LillyEnergiaEricssonESB - Electricity SupplyBoardEsso

FacebookFBDFordFyffesGlanbiaGlaxoSmithKline (Ireland)

Glen DimplexGoogleGrafton GroupGreencore GroupHeatonsHeinekenHenry Ford & SonsHibernian AvivaHP Hewlett-PackardIarnrod EireannIBMIndependent News &Media


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IntelIrish Dairy BoardIrish DistillersIrish Life & Permanent

Irish Nationwide BuildingSocietyJohn Player & SonsJohnson & JohnsonKelloggsKerry GroupKingspan Group

LidlLifestyle SportsMarks & SpencerMaxolMcDonaldsMeteor

MicrosoftMSDMusgrave

Nissan IrelandNokia IrelandNTRO2 Telefonica IrelandPaddy PowerPepsi ColaPetrogas - ApplegreenPfizerPJ CarrollPrimark - PenneysQuinn Group

RenaultRTERyanairShellSiemensSky TV Ireland

Smurfit KappaSmyths ToysStena Line

SuperquinnTesco IrelandTexaco IrelandThe Irish TimesTopaz Energy Group

Toyota IrelandUnilever IrelandUPCVHI HealthcareVodafoneWyeth

Yahoo


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Ireland RepTrak 2010 results


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Is your Industry Helping or Hurting You?

Ireland mean64.60


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What drives reputation in Ireland?

200%12.1%

12.0%11.8%

13.9%14.2%

16.0%


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Top Ten Most Reputable Companies in Ireland 20101

2

3

4

5

6

7

8

9

10

(82.19)

(81.97)

(81.13)

(81.01)

(80.29)

(79.22)

(78.65)

(78.11)

(76.60)

(76.05)


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Top Ten Most Reputable Indigenous Irish organizations 20101

2

3

4

5

6

7

8

9

10

(78.65)

(78.11)

(76.04)

(75.83)

(74.93)

(74.75)

(74.58)

(73.05)

(72.81)

(72.22)


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1

2

3

4

5

(82.19)

(79.22)

(76.60)

(73.48)

(72.52)

1

2

3

4

5

(80.29)

(69.11)

(64.78)

(64.32)

(64.12)

Computer

Telecommunications

Industry ranking- computer and telecommunications


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1

2

3

4

5

(81.01)

(76.04)

(75.83)

(75.05)

(74.58)

Retail

1

2

3

4

5

Energy

(73.05)

(72.81)

(70.40)

(66.75)

(62.81)

Industry ranking- retail and energy


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Top 10 in Ireland within Products/Services & Innovation


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Top 10 in Ireland within workplace, governance and citizenship


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Top 10 in Ireland in leadership and performance


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Strong relationship between reputation and support in Ireland

Adj-R2 = 0.838

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

45.0%

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

25 35 45 55 65 75 85

Ireland Pulse Score

%

Respondentsw

hoWouldRecommend

Q: I would recommend 'Company' to others.

Rated on a scale from 1 to 7 where 1 means Strongly disagree and 7 means Strongly agree.

High pulse score = high referrals

Reputation puts money in the bank


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Reputation puts money in the bank

Analysis shows a simple equation links reputation to market value:

10%improvement

in

Reputation

13%improvementinMarketValue

Source: Reputation Institute Global Pulse Study


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EffectsofreputationonincomestatementRevenues

Costs

More customersMore repeat customersPremium pricing of products

BottomLine

Lower cost of suppliersLower cost of creditLower churn of investors

Lower churn/more productive staffFavorable tax and legislationtreatment

Higher marginsHigher profits

=

less

Operational Effects


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How can your company take part?


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RepTrak Pulse Study

Measures your companysreputation against:

o 4 pulse statementso 7 key dimensions of a reputationo 8,000 with one other benchmark 300 ratings

Copyright2008ReputationInstitute.Allrightsreserved.


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RepTrak DeepDive study

More comprehensive study

Measuring your corporate

reputation against:

o 4 pulse statements

o 7 dimensions

o 23 underpinning attributes

Provides rich valuable data

24,000 with two other benchmarks

300 ratings



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RepTrak Pulse Monitor

Collects data over a 12 month period

DeepDive study in Q1

Shorter Pulse study in Q2, Q3 and Q4. 36,000, including two benchmarks

++ +



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1. Register for our Ireland RepTrak 2011 study -costs provided above

2. Customise your own study, in your own time

costs quoted separately


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Ireland RepTrak 2011 study:

Research runs alongside the Global RepTrak 2011 study Cost effective way of exploring public opinion

Maximise value from your research budget, gain new insights

You receive a detailed report and presentation on your results

Customise study by adding benchmarks, stakeholders, countriesand adding attributes and questions

Deadline for registration Friday 3rd

December 2011Phone Caitriona Hennessy or Niamh Boyle at 01 661 8915


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Customise your own study, in your own time

Add:

Benchmarks: competitors, peers

Stakeholder groups employees, customers,regulators, key influencers, media, etc

Countries

Attributes and questions Carry out a Pulse, DeepDive or Pulse Monitor

study


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Unlock the power of your reputation Reputation measurement and management is more than a list and

a ranking

Through a systematic approach, you can leverage reputation as a

powerful asset

Reputation tracking enables you to:

- Understand what your stakeholders want from you and how theyperceive you today, in real time

- Understand what key dimensions drive your companys reputation

- Learn what you can do to close the gaps, in order to create supportivebehaviours

- Become more effective in your interactions and more valuable to yourstakeholders

- Build a firm reputation platform and work strategically with yourreputation


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When I see that RepTrak goes downin a country, I already know that in sixmonths I will have a problem with theprofit & loss account. It is evident.

We measure it monthly in all countries.

It is in the bonus of the top managers.

Csar Alierta, President, Telefonica,2010


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Thank you

launch of ireland reptrak 2011 study

Documents