introducing…
DESCRIPTION
Introducing…. a meaningful, positive, measurable. impact. on your performance. International, networked. 85% of our clients work with more than one Fleishman-Hillard office Our top 100 clients work with an average of eight Fleishman-Hillard offices - PowerPoint PPT PresentationTRANSCRIPT
International, networked
• 85% of our clients work with more than one Fleishman-Hillard office
• Our top 100 clients work with an average of eight Fleishman-Hillard offices
• Our most networked client works with 30 of our >80 offices
Today’s* 31 realities in the business arena
Self-confident people
Individualists Spoilt
Active
Self-propelling
Critical
Rational
Emotion
Decisive
Powerful
Power shifts
Call for transparency
Issues
Role shiftsFunctionality?
Senses!
Virtual Perceptions
Weblogging
Internet
Global
Communities
Broadcasters
EgoShareholders
Stakeholders
Activists
Scandals
Mergers
Lay-offs
Interference
Experiences
* Subject to constant change!
What organisations need to do
This critical attitude requires a balanced communication and
behavior approach
• Taking into account both rational and emotional aspects,
• Taking into account the outside-in perspective:– Stakeholders points of view,
• Taking into account the inside-out perspective: – Organisation’s points of view,
• And have all this managed in balance, simultaneously, and
ongoing
Products& Services
FinancialPerformance
SocialResponsibility
Vision & Leadership
WorkplaceEnvironment
EmotionalAppeal
REPUTATION
Outside-in perspective: reputation drivers
Source: Reputation Institute
Inside-out Perspective: 5 steps to corporate fame
1. Authenticity the essence: vision – mission - values – positioning
2. Distinction recognizably different – distinctive promise – stand out
3. Consistency in actual behavior + in all communication programs
4. Transparency open yourself up - disclose information timely
5. Visibility participate actively – make your initiatives visible
WorkplaceEnvironment
WorkplaceEnvironment
FinancialPerformance
FinancialPerformance
EmotionalAppeal
EmotionalAppeal
Vision &Leadership
Vision &Leadership
SocialResponsibility
SocialResponsibility
Products &Services
Products &Services
• Feel Good About• Admire and Respect• Trust
• High Quality • Innovative • Value for Money• Stands behind
• Market Opportunities• Excellent Leadership• Clear Vision Future
• Good Place to Work • Good Employees• Rewards Fairly
• Record of Profitability• Low Risk Investment• Growth Prospects• Outperforms Competition
• Supports good causes• Responsibility for Community, Environment
• Feel Good About• Admire and Respect• Trust
• High Quality • Innovative • Value for Money• Stands behind
• Market Opportunities• Excellent Leadership• Clear Vision Future
• Good Place to Work • Good Employees• Rewards Fairly
• Record of Profitability• Low Risk Investment• Growth Prospects• Outperforms Competition
• Supports good causes• Responsibility for Community, Environment
Corporate Communication & Management Communication
Marketing Communication &Experiential Marketing
Employee Communication &Employer Branding
Investor Relations &Financial Communication
Corporate Citizenship &Community Communication
Reputation Perspective: Build balanced programmes
• Authentic• Distinctive• Consistent• Transparent• Visible
US Consumer Opinion Survey on CSR (Preview)
• FH and National Consumers League
• Purpose: capture average consumer’s attitude towards CSR
• US adult consumers, all 50 states
• 800 telephone interviews, 30 minutes
• Q1 2006
“Employees Matter Most”
• Nearly 50% say: treating + paying employees well is most important
– Not environmental stewardship or philanthropy
“Values Are Critical”
• Strong feeling for companies with values that are aligned with their personal values
• “Extremely” or “very” important to
work for (79%),
buy products/services from (65%),
and socialise with (72%) those companies who have similar values and principles
Overall Finding
• American consumers, empowered by technology, are setting their own agendas on Corporate Social Responsibility,
… rather than taking cues from the business world or traditional social activists
How To Value Our Efforts?
• How align communications activities with corporate goals and strategy?
• How allocate budget and effort across activities/programs to maximise the business impact?
• How measure and manage the value that communication really creates?
Wouldn’t It Be Great To…
• Define the specific business value generated by communications in terms of– Profitability,– Market share,– Revenue,– Employee turnover,
or any other measure that matters to corporate management?
Wouldn’t It Be Great To…
• Distinguish the value created by corporate communication and evaluate the contribution of marketing PR compared to other campaign elements, in terms of– Unit sales,– Revenue, – Or other measures?
Wouldn’t It Be Great To…
• Be able to predict the potential creation of additional value from specific messages of communications activity?
Where we are
Measurement is Evolving
COMMUNICATIONSOUTPUT
ORGANIZATIONALOUTCOMES
EFFECT
DATA EFFECT
Where we began
Where we were
Counting Establishing CausationAnalyzing
COMMUNICATIONSOUTPUT
Communications CoPilotsm
>Demonstrate the total value created by a communications campaign
> Identify communications activities creating most value>Drive strategic and tactical decision-making in the
communications function, including functional structure/integration and program development
>Compare performance in a particular area to your industry’s or peers’ performance
A statistically based measurement framework, Communications CoPilotsm has the power to:
Scenario Planning
• Develop and conduct customized scenario planning simulation exercises to help management teams prepare for special situations, including product launches and crisis situations
• The customized scenario planning models are responsive to inputs and reactions developed by exercise participants, helping managers formulate future strategy
Bundled Expertise: CCW
• Communications Consulting Worldwide (CCW) is the measurement-based communications consulting unit affiliated with Fleishman-Hillard
• It helps organizations measure, manage and grow the value of communications
• It was developed through a two-year investment by Fleishman-Hillard
Case Study: Transportation Company
• A major transportation company wanted to determine the contribution of media relations activities to its target business outcome: revenue
• They provided CCW with media relations data, customer satisfaction survey data and financial data to create a robust model for measurement
Analyze Results &
Effects on
Outcomes
RunComm
sCoPilo
t
Prepare
Data
Collect Comms
Data
Determine
Outcomes
& Data
Shape Strategy
Case Study: Transportation Company
• Findings: – The message themes that have the most
significant contribution to revenue, include corporate culture & CEO, management strength and employee relations
– Media relations contributes approximately $300 million in annual revenue
• The client is now using CCW analysis to shape upcoming media relations program development
Wrap up
• Effectiveness of communication can be measured – through statistical analysis
• Reputation can be managed
• Do not underestimate the intangibles
• Carefully balance inside-out and outside-in
• Be yourself, and show yourself
Fleishman-Hillard Europe, Reputation Managementwww.fleishmaneurope.com
Lucas MichelsChair, European Practice Group Corporate Reputation ManagementTelephone: +31 20 406 [email protected]
Thank You