02 charles fombrun-reputation-institute_(eua)
DESCRIPTION
Compitiendo en la economía de la Reputación. Presentación de CharTRANSCRIPT
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COMPETING IN THE REPUTATION ECONOMY
1 © 2013 Reputation Institute, all rights reserved.
Dr. Charles J. Fombrun Chairman
2nd Latin American Conference on Reputation 28 October 2013, Medellin, Colombia
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© 2013 Reputation Institute, all rights reserved. 2
“Every individual... intends only his own security; and by directing that industry in such a manner as its produce may be of the greatest value, he intends only his own gain, and he is in this, as in many other cases, led by an invisible hand to promote an end which was no part of his intention.”
- Adam Smith (1776)
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1. The New Economics
2. Who is Succeeding and Why 3. The Reputation Journey 4. Beyond Companies 5. New Rules
© 2013 Reputation Institute, all rights reserved. 3
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4 © 2013 Reputation Institute, all rights reserved.
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Adam Smith’s Economics
• Atomistic buyers/sellers
• Perfect Information
• Moral Behavior
• Tangible Assets
• Investment Capital
• Coordinated by the Invisible Hand of the Market
The New Economics
• Powerful actors
• Asymmetric Information
• Opportunistic Behavior
• Intangible Assets
• Support Capital
• Coordinated by the Visible Hands of Stakeholders
5 © 2013 Reputation Institute, all rights reserved.
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Concentration of Power with Corporations
The Rise of Enabling Technologies Concentration of
Power with Stakeholders
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In this brave new world, what you say
doesn’t matter…
It’s a question of whether you are trusted
& believed…
© 2013 Reputation Institute, all rights reserved.
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17%
32%
68%
80% 81%
83% 68% 32% 20% 19%
0%
20%
40%
60%
80%
100%
1975 1985 1995 2005 2009
Shifting Composition of S&P 500 Market Value
Intangible Assets Tangible Assets
Source: Ocean Tomo
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Source: Brand Finance GIFT 2013
USA $11,916 68% Switzerland $978 61% Australia $875 58% United Kingdom $2,050 58% France $1,273 54% Canada $1,012 53% Germany $1,032 52% Netherlands $466 49% India $626 48% Brazil $648 44% Hong Kong $520 42% China $1,169 35% Italy $280 28% South Korea $221 16% Japan $266 6% Total Global $28,305 50%
Value of Intangibles (Billions of USD)
% of Enterprise Value
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Source: Bloomberg (as at 17/9/2013), in billions of USD
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11 © 2013 Reputation Institute, all rights reserved.
…a new marketplace in which people buy products, take jobs, and make
investments based primarily on their trust, admiration and appreciation
for the companies and institutions that stand behind them.
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12 © 2013 Reputation Institute, all rights reserved.
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Reputation is an emotional bond…
…that ensures
License to Operate
Product Preference
Top Talent Acquisition Access Advocacy
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Adj-R2 = 0.827 RepTrak™ Pulse Score
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
30.00 40.00 50.00 60.00 70.00 80.00
% R
espo
nden
ts w
ho W
ould
Rec
omm
end
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Transport & Logis.cs 58 62.9 Financial -‐ Insurance 105 51.0 Airlines & Aerospace 50 47.7 Services 112 47.4 Financial -‐ Diversified 45 41.3 Energy 73 37.5 Consumer Products 39 26.6 Telecommunica.ons 68 26.1 Chemicals 17 22.8 Tobacco 4 18.5 Automo.ve 25 17.0 Food -‐ Manufacturing 63 15.4 Construc.on & Engineering 56 13.1 Computer 19 10.6 U.li.es 63 10.0 Raw Materials 52 8.8 Industrial Products 42 6.6 Electrical & Electronics 15 3.5 Informa.on & Media 56 2.4 Conglomerate 19 -‐15.1 Pharmaceu.cals 33 -‐15.9 Retail -‐ Food 56 -‐17.7 Beverage 26 -‐18.4 Retail -‐ General 148 -‐46.1 Financial -‐ Bank 118 -‐243.3 Total 1362 112.6
United Kingdom 379 228.3 USA 261 151.3 Germany 52 84.1 Italy 69 74.9 Australia 58 60.7 France 36 59.4 Norway 41 43.6 Mexico 36 39.9 Brazil 118 12.7 Sweden 33 -‐5.1 South Africa 19 -‐15.8 Switzerland 37 -‐45.6 Ireland 50 -‐46.3 Denmark 36 -‐53.4 Canada 53 -‐105.9 Portugal 32 -‐144.4 Spain 52 -‐225.9 Total 1362 112.6
Countries
Industries
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Company Country RepTrak® Pulse 2013
Change in RepTrak® Pulse (2007-‐2013)
Cobham United Kingdom 80.6 12.3 Deutsche Post Germany 71.7 9.2 Indesit Italy 78.5 8.3 Volkswagen Germany 83.9 7.5 Siemens Germany 79.1 7.5 Unilever United Kingdom 71.2 0.7 Virgin Group United Kingdom 74.7 1.0 Illy Cafe Italy 79.4 0.3 FedEx USA 76.4 0.2 Boeing USA 69.9 0.1 Berkshire Hathaway USA 70.1 0.0 Mayo Clinic USA 80.8 0.0 Lloyd's of London United Kingdom 66.2 0.1 Statoil Norway 73.5 -‐0.6 Ryanair Ireland 39.0 -‐4.1 BP United Kingdom 52.4 -‐4.1 Vestas Denmark 65.0 -‐10.8 HMV United Kingdom 56.2 -‐10.9 H&M Sweden 56.4 -‐11.8 La Caixa Spain 42.4 -‐15.8 Danske Bank Denmark 35.8 -‐17.8
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“Stakeholder interests, risks, and opportunities are deeply integrated in every business decision that we take. Every single project or investment decision comes with reflections, risk maps, and mitigation actions around the particular topic that we’re discussing.”
- Helge Lund, CEO
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“We missed the issue of obesity and the value of healthy and nutritional
food. We were behind, while Nestlé was riding that wave. Not being in tune with society, with the benefit of hindsight,
can cost you dearly.”
- Paul Polman, CEO
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Business Ra*onale
Intelligence & Strategy
Management & Accountability Integra*on
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Business Rationale
Intelligence & Strategy
Management &
Accountability
Activation
50% Say that they Definitely know the business rationale for reputation management, which stakeholders influence the business, what specific business outcome they want from each, and how their company vision is relevant to them.
32% Say that they Definitely have ongoing perception tracking with key stakeholders and 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 26% Say that they Definitely 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.
38% Say that they Definitely are activating their corporate narrative across all these touch points and they are enabling stakeholders to participate in the story telling.
Source: Reputation Institute, Reputation Leaders Study, 2013
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FULL INTEGRATION INTO LONG-TERM STRATEGY & INVESTMENTS
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# 1 We don’t have a structured process for implementing reputation management into our business planning (57%)
# 2 We are not leveraging the knowledge we have to be relevant to each stakeholder (45%)
# 3 Internal silos prevent cross-functional collaboration (34%)
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Comparison with financial metrics(Telefonica)● Reputation and
other Customer Metrics comparedwith a range of Financial Indicators
● Reputation of Telefonica + Primary Competitor was found to be responsible for 17% of ARPU, 29% of churn and 11% of Financial Metrics Average globally
5%
4%
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“…everything we do affects our reputa*on, and our reputa*on affects everything we do – this is why we need to manage and protect it.”
-‐ Dennis Jönsson, President and CEO, Tetra Pak Group
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More tourists
Attract FDI Attract knowledge & talent
Increase exports
Improved public diplomacy
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What can you do to mitigate the risk?
Visit
Invest
Live
Work
Buy From
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Rank Country Country RepTrak®
Pulse 2013 1 Brazil 57.81 2 Peru 54.86 3 Puerto Rico 47.41 4 Chile 51.01 5 Argen*na 50.17 6 Mexico 47.02 7 Hai* 45.84 8 Venezuela 45.50 9 Bolivia 43.73 10 Colombia 37.75
Rank City City RepTrak® Pulse
2013 1 Montevideo 61.77 2 Cancun 59.40 3 San*ago 58.65 4 Rio de Janeiro 57.55 5 Buenos Aires 57.52 6 Lima 56.63 7 San Juan 56.36 8 Sao Paulo 55.77 9 Santo Domingo 54.05 10 Port-‐au-‐Prince 53.3 11 Bogota 50.20 12 Caracas 48.97 13 Mexico City 47.17
Latin American Countries Latin American Cities
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n= 639
Germany
Russia
FranceJapan
UK
Italy
Canada
Colombia Global (G8)
Score
US
37,75
44,73
33,7937,62
44,45
32,18 41,69
29,14
38,41
35
Above 80 Excellent/Top tier70-79 Strong/Robust60-69 Average/Moderate40-59 Weak/VulnerableBelow 40 Poor/Low est tier
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n= 203
Germany
Russia
FranceJapan
UK
Italy
Canada
Bogota Global (G8) Score
US
50,20
53,38
53,4750,64
53,25
45,52 48,49
51,84
45,03
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All G8 City RepTrak® scores are directional due to low counts.
Above 80 Excellent/Top tier70-79 Strong/Robust60-69 Average/Moderate40-59 Weak/VulnerableBelow 40 Poor/Low est tier
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Country Reputations City Reputations
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Attr
ibut
e Im
porta
nce
Glo
bal (
G8)
Global (G8)Attribute Score
n = 639
Physical BeautyEnjoyable
Lifestyle
Friendly & Welcoming
Business Environment
Effective Government Policies
Contribution to Global Community
Safe Environment
Operational Efficiency
Quality Products & Services
Brands and Innovation
Culture
Technology
Workforce
Education
3,5
4,5
5,5
6,5
7,5
8,5
29,0 31,0 33,0 35,0 37,0 39,0 41,0 43,0 45,0 47,0 49,0 51,0 53,0 55,0 57,0 59,0 61,0 63,0 65,0
LESS IMPORTANTATTRIBUTES
IMPROVEPERCEPTION
MAINTAIN PERCEPTION
OPPORTUNITYATTRIBUTES
High importance and strong ratings for
Colombia
Strong ratings of Colombia but of less
importance
Less importance and lower ratings for Colombia
High importance and Lower Ratings for Colombia
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Visit 43,97 29,95 60,18 82,79
Invest 32,20 17,19 48,26 75,16
Live 30,79 15,86 47,17 75,19
Work 30,10 15,32 47,65 74,32
Buy 39,83 24,85 55,18 81,31
. Study 32,03 16,42 49,50 76,93 .
Reputation Score < 50.0
Reputation Score 50.0 -
70.0
Reputation Score 70.0 +Overall Score
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Products
Market Push
Authority
Clarity
Monologue
Messages
Expressive Pull
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Gracias!
Argentina-Australia-Belgium-Brazil-Canada-Chile-China-Colombia-Denmark-Finland-France-Germany-Greece-India Ireland-Italy-Japan-Mexico-Netherlands-Norway-Panama-Peru-Portugal-Puerto Rico-Russia-South Africa-Spain-Sweden
Switzerland-Turkey-Ukraine-United Arab Emirates-United Kingdom-United States