2017 Global RepTrak® 100 The World’s Most Reputable Companies February 28, 2017
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership
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Agenda • • • •
About Reputa)on Ins)tute The 2017 Global RepTrak® 100 Common Characteris)cs of the Most Reputable Global Companies Key Reputa)on Drivers for 2017
This presenta)on is confiden)al and contains proprietary informa)on and intellectual property of Reputa)on Ins)tute, which may not be reproduced or disclosed without the express wriQen permission of Reputa)on Ins)tute. RepTrak® is a registered trademark of Reputa)on Ins)tute. © 2017 Reputa)on Ins)tute, all rights reserved.
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership
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Reputa)on Ins)tute
About Reputa)on Ins)tute
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership
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About Reputa)on Ins)tute The World’s Leading Research and Advisory Firm for Reputa<on Founded in 1997 by Dr. Charles Fombrun and Dr. Cees van Riel, we help organiza)ons answer the following ques)ons: • What is my reputa)on? • How does it compare? • How can I improve it? RepTrak® Framework On an annual basis, we measure the reputa)ons of thousands of the world’s most pres)gious companies using our RepTrak® framework – the world’s largest and highest quality norma)ve reputa)on database. Con<nuous Reputa<on Measurement & Guidance We provide con)nuous reputa)on measurement, benchmarking and consul)ng services to hundreds of the best-known companies globally to help them protect their reputa)ons, analyze risks and drive compe))ve advantage. Reputa<on Management Best Prac<ces Through our Reputa)on Leaders Network, we bring execu)ves from 150+ global member companies together to advance the prac)ce of reputa)on management collec)vely and for their organiza)ons. Reputa)on Ins)tute | 20 Years of Reputa)on Leadership
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The Global RepTrak® 100 The Global RepTrak® 100 is a study that Reputa)on Ins)tute conducts annually to measure the reputa)on of the world’s 100 most highly-regarded and familiar global companies in 15 countries. Included firms must meet the following qualifica)ons: 1) Have a significant economic presence in the 15 largest economies 2) Have an above average reputa)on in its home country 3) Have global familiarity over 40% It is the largest Global reputa)on study, with ~170,000 ra)ngs collected in Q1 2017. Respondents are qualified at 2 )ers: • Familiarity: Respondents must be “somewhat” or “very” familiar • RepTrak® Pulse: Respondents must complete 75% of the pulse ra)ng The results tell us: • Which companies are best regarded by consumers • What drives trust and support with consumers • How the top companies are living up to public expecta)ons Study components include: • RepTrak® Pulse • Dimensions of Reputa)on and Drivers of Reputa)on • Suppor)ve Behaviors (willingness to trust or buy) • Brand Expressiveness Reputa)on Ins)tute | 20 Years of Reputa)on Leadership • Data by Demographic Cuts
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RepTrak® Model: A Single Lens to Analyze and Deliver Reputa)on-Driven Strategies
Why Measure Reputa)on? RepTrak® System measures a company’s ability to deliver on stakeholder expecta)ons across the 7 key ra)onal dimensions of Reputa)on
REPTRAK® DIMENSIONS Ra<onal Factors PRODUCTS & SERVICES INNOVATION WORKPLACE
RepTrak® Pulse connects the emo)onal bond stakeholders have with your company with ra)onal behaviors Measures the overall reputation of your company
REPTRAK® PULSE Emo<onal Connec<on
A company that has a strong brand and delivers on expecta)ons across the 7 dimensions — will earn support from its stakeholders
SUPPORTIVE BEHAVIORS Reputa<on Benefits PURCHASE RECOMMEND CRISIS PROOF
GOVERNANCE CITIZENSHIP
VERBAL SUPPORT
LEADERSHIP
INVEST
PERFORMANCE
WORK
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership
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How Corporate Reputa)on Links to Stakeholder Support Companies with Excellent or Strong Reputa)ons get signiďŹ cantly more support from the public.
Poor 0-39
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership
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Reputa)on Ins)tute
2017 Global RepTrakÂŽ 100
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership
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The 10 Companies with the Best Reputa)on in the World Rank
Home
2017
Pulse Score
1
Switzerland
80.38
2
Denmark
79.46
2017 Highlights
3
United States
79.19
4
Japan
78.28
5
United States
78.22
For the first )me — the company with the highest ra)ng and the top spot falls into the “Excellent” range.
6
Germany
78.12
7
Japan
77.74
8
United States
77.74
9
The United Kingdom
77.66
10
Germany
77.27
Excellent
Strong
The United States, Germany and Japan have the most companies in the Top Ten.
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership
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Top Ten by Macro Region North America
Pulse
Rolex
81.83
81.29
Sony
80.35
LEGO Group
80.32
EMEA
Pulse
Asia
Pulse
LVMH Group
80.16
LEGO Group
83.33
Rolex
80.84
Canon
79.74
Bosch
82.25
The Walt Disney Co
78.46
Kellogg’s
79.58
The Walt Disney Co
81.68
Intel
77.05
Amazon.com
78.84
Michelin
81.49
Rolls Royce
77.03
Caterpillar
78.62
Sony
81.02
76.75
The Walt Disney Co
78.45
Canon
80.83
adidas
76.67
Global View
Rolex
80.73
Microsou
76.22
La<n America
Pulse
BMW Group
80.15
LEGO Group
75.44
79.99
Levi Strauss & Co
79.01
Canon
75.23
BMW Group
78.95
Rolls Royce
78.98
BBC
74.98
Nintendo
77.24
Netlix
77.22
Honda Motor
77.22
Whirlpool
77.05
LEGO Group
77.02
Colgate-Palmolive
76.99
Canon
76.77
Rolex
76.72
24 companies are represented in the Top Ten across four global macro regions.
Only three companies make the Top Ten list in every region: Rolex, LEGO Group, and Canon. Google and Walt Disney are in three of the four regions; and Sony and BMW are in two.
EMEA has the highest number of “Excellent” scores, while La)n America has none. 1 Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 10 0
2017 Global RepTrak® 100: The World’s Most Reputable Companies Rank
Company
2017 RepTrak® Pulse
Rank
Company
2017 RepTrak® Pulse
1 2
Rolex LEGO Group
80.38 79.46
26 27
Visa Daimler
74.54 74.52
3
The Walt Disney Company
Giorgio Armani
Canon Google Bosch Sony Intel Rolls-Royce Aerospace Adidas Microso_ BMW Group
79.19 78.28 78.22 78.13 77.74 77.74 77.66 77.27 77.12 76.93
28
4 5 6 7 8 9 10 11 12
29 30 31 32 33 34 35 36 37
Goodyear Bridgestone Mastercard Pirelli Caterpillar Toyota Panasonic HP Inc. The Estée Lauder Companies
74.44 74.40 74.12 74.12 74.11 74.06 73.98
76.75 76.70
38
Danone
39
BBC
75.74 75.72 75.45 75.33 75.29 74.94 74.94 74.82 74.74 74.72 74.64
40
Neclix
41 42 43
Whirlpool Emirates Hugo Boss
13
Michelin
14 15 16 17 18 19 20 21 22 23 24 25
Levi Strauss & Co. Nike, Inc. Nintendo Ferrero Amazon.com IBM Apple Philips Electronics 3M Barilla Cisco Systems Colgate-Palmolive
73.88 73.73 73.71 73.54 73.50 73.35 73.30 73.29 73.27
44
Johnson & Johnson
45 46 47 48 49 50
Ralph Lauren Corpora<on L'Oréal Siemens Honda Motor Boeing Hilton Worldwide
73.27 73.20 73.18 73.14 73.13 73.02 73.00
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 11
2017 Global RepTrak® 100: The World’s Most Reputable Companies Rank
Company
2017 RepTrak® Pulse
Rank
Company
2017 RepTrak® Pulse
51 52 53 54 55 56 57 58 59 60 61 62
Airbus The Kra_ Heinz Company DHL Nestlé FedEx Bri<sh Airways Kellogg's IKEA Group Heineken Fujifilm Procter & Gamble Hershey Company
72.96 72.90 72.85 72.63 72.59 72.59 72.48 72.46 72.41 72.32 72.30 72.28
76 77 78
Nokia Air France-KLM Virgin Group
70.71 70.63 70.62
79
UPS
LG Corpora<on
64 65 66 67 68 69 70 71 72 73 74 75
Oracle SAP Campbell Soup Company Xerox Dell Ford Samsung Electronics General Electric Anheuser-Busch InBev Electrolux Unilever Toshiba
72.05 71.90 71.86 71.86 71.67 71.60 71.42 70.98 70.98 70.90 70.87 70.84 70.74
Nissan Motor Hitachi The Coca-Cola Company eBay Bacardi PSA Peugeot-Citroën LinkedIn Groupe Renault Sharp American Express
70.61 69.95 69.95 69.53 69.30 69.22 69.15 68.82 68.71
63
80 81 82 83 84 85 86 87 88 89 90
Fujitsu
91 92 93 94 95 96 97 98 99 100
Ericsson Zara PepsiCo ING Starbucks Coffee Company General Motors Delta Air Lines FCA (Fiat Chrysler Automobiles) Hyundai Volkswagen
68.65 68.36 68.14 67.99 67.76 67.71 67.46 67.36 67.28 67.11 66.58 66.12 64.73
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 12
Reputa)on Ins)tute
Superior Reputa)on: What it Takes
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While Products and Services lead, Governance and Ci)zenship round out the top 3 global drivers
12.9 12.5
83.06
20.5
13.1
84.6
14.4 80.24
82.8
11.6
15.0
2017
Driver Analysis
For the ďŹ rst )me in ďŹ ve years Innova)on falls in rela)ve importance as a key reputa)on driver, coming in at #4 out of 7 in 2017.
73.49
80.23
13.6
75.04
18.3
12.9
14.0
13.6
2017
Products and Services increases by more than two full points and is the most important reputa)on driver, followed by Governance and Ci)zenship which both increased slightly.
13.1 14.5
2016
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 14
The most reputable companies are strong across all 7 dimensions 80.62 84.66 76.42
80.38
69.03
75.23 74.55
73.01
*List shows top 10 most important reputa)on aQributes
78.48 80.54 75.77
79.46
72.71
77.64 75.38
75.04
80.60 79.03 77.81
79.19
72.77
78.23 74.24
73.77
1 Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 15 5
Even the top 3 need to improve in the CSR Dimensions Dimension
Amribute
Score
Dimension
Amribute
Score
Dimension
Amribute
Score
Products and Services Offers high quality products and services
86.58
Products and Services Offers high quality products and services
81.48
Performance
Products and Services Stands behind its products and services
82.81
Performance
81.17
Products and Services Offers high quality products and services
80.44
Performance
82.74
Products and Services Stands behind its products and services
80.39
Products and Services Meets customers needs
80.31
Products and Services Meets customer needs
80.53
Products and Services Meets customer needs
80.12
Leadership
Is a well organized company
80.24
Leadership
Is a well organized company
79.18
Performance
Is a well organized company
79.18
Leadership
Has a clear vision for the future
79.64
Leadership
Has a clear vision for the future
76.98
Innova)on
Is an innova)ve company
78.96
Products and Services Stands behind its products and services
79.02
Performance
Shows strong prospects for future growth
76.83
Performance
Shows strong prospects for future growth
78.24
Innova)on
Is an innova)ve company
78.57
Performance
Delivers financial results that are beQer than expected
75.97
Leadership
Has a clear vision for its future
78.07
Ci)zenship
Has a posi)ve influence on society
78.13
74.98
Has a posi)ve influence on society
77.71
Has a strong and appealing leader
77.46
Has excellent managers
Ci)zenship
Leadership
Performance
Adapts quickly to change
77.37
Innova)on
Adapts quickly to change
76.87
74.45
Innova)on
Leadership
Is a profitable company
Has a strong and appealing leader
Is a profitable company
Is a profitable company
83.53
1 Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 16 6
Companies that are more open, more genuine and communicate more ouen have far stronger reputa)ons Top 3
BoQom 3
71%
70% 66% 58%
47%
50% 47% 43%
43%
39%
38% 34% 29%
Communicates ouen
28%
Stands out from the crowd
Delivers a consistent experience
Provides sufficient informa)on about its ac)vi)es
*Please consider how well each statement reflects your opinions. Please select a number from “1” to “7” where “1” means “I strongly disagree” and “7” means “I strongly agree” (T2B%)
Appears genuine
Welcomes open discussion
Meets the needs of its customers
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 17
Reputa)on Ins)tute
Key Reputa)on Drivers for 2017
1 Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 18 8
Awareness is not enough... growing in familiarity is required to win ...to build Reputa6on it is necessary to reinforce the emo6onal bond consumers have towards the company – you need to leverage familiarity Familiarity
Awareness +
Excellent 36.8% Aware 60.0%
82.5
100%
68.5
61.7 -
Poor 13.9%
-
+
74.7
Reputa<on
Good 21.4%
Sufficient 27.9% Not aware 40.0%
+20.8
Poor
Sufficient
Familiarity
Good
Excellent
Level of familiarity
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 19
Familiarity is a huge reputa)on driver for companies & markets, Coca Cola and the US get the biggest benefit from incremental communica)on pressure Average Reputa6on impact – Low vs High Familiarity
+20.8
At country level
At company level +15.6
80.6
+
Reputa<on
78.2
+
79.3
Reputa<on
75.5
78.4
72.8
67.7
67.2
87.4
+24.8
71.2
65.0
62.6
67.5
60.1 61.4 45.3
+32.9
+17.0
-
- Poor
Sufficient
Good
Excellent
Poor
Sufficient
Good
Excellent
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 20
…and Ferrero, the worlds’ most reputable company in 2009, can win back a Top 3 posi)on by leveraging familiarity and reputa)on in selected markets Where Ferrero needs to build familiarity
87.6
79.2 Reputa6on
Global Ranking
Excellent 43.9%
85.1
65.2% High familiar
75.5 80.4
Good 21.3%
74.0
Sufficient 24.9%
63.8
Poor 9.9%
77.2
34.8% Low familiar
-
+
Excellent 38.7%
Good 22.0%
68.5
Sufficient 27.0%
65.7
Poor 12.3%
60.7% High familiar
Where Ferrero needs to improve reputa6on 39.3% Low familiar
Level of familiarity
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 21
Pharma Reputa)on differ across markets Growth in familiarity directly impacts reputa)on (+12.9) and generates
incremental business impact (18.8%) Reputa<on
+
79.1 +12.9 66.2
-
Low familiarity
% of people willing to... ...Buy
(poor – sufficient)
High familiarity
(good – excellent)
Incremental business impact
45.2%
67.5%
+22.3
...Recommend Products
20.1%
32.7%
+12.6
...Benefit of Doubt
32.3%
52.3%
+20.0
...Welcome to neighborhood
41.9%
63.0%
+21.1
Employer branding
...Work for
37.9%
57.1%
+19.2
...Recommend Company
40.8%
64.5%
+23.7
Media Influence
...Recommend as investment
14.2%
26.2%
+8.0
...Say posiMve
41.5%
65.0%
Consumer Acquisi6on License to operate
+18.8
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 22
+23.5
Reputa)on growth is the result of incremental familiarity with the correct blend of content/messages and touchpoints â&#x20AC;&#x201C; how to select your strategy? 3 strategic op6ons for reputa6on growth
How to select your strategy +
Leverage touchpoints
#1: consolidate posi6on
Content driven strategy Integrated reputa6on strategy
Reputa<on
+
Content strategy level Company ...
Star6ng point
Company B
Touchpoint driven strategy
Company A
- Poor
SuďŹ&#x192;cient
Familiarity
Good
Excellent
Leverage both
- -
Leverage content
Touchpoint strategy level
+
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 23
Applying an eďŹ&#x20AC;ec)ve "touchpoint driven" strategy Selec6ng your strategy +
Leverage touchpoints
#1: consolidate posi6on
What results can I achieve by leveraging touchpoints in the right way?
Content strategy level
-
Leverage both -
Leverage content Touchpoint strategy level
+
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 24
Mul)-touchpoint strategies generates +8.9 pts in reputa)onâ&#x20AC;Ś but only 10% of consumers recognize companies doing it! Penetra6on by touchpoint category
Mul6-channel strategy impact
43%
40%
49.5%
At least 2 Touchpoint
At least 3 Touchpoint
47%
31%
75.8
74.3%
At least 1 Touchpoint
At least 4 Touchpoint
+2.8
27.0%
10.0%
+2.8
+3.3
+8.9 Number of touchpoints used by General Public: Reputa)on Ins)tute | 20 Years of Reputa)on Leadership Consumer experience, Paid Media, Owned Media, Earned Media
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Applying an eďŹ&#x20AC;ec)ve "content driven" strategy Selec6ng your strategy +
Leverage touchpoints
#1: consolidate posi6on
What results can I achieve by leveraging content and messaging in the right way?
Content strategy level
-
Leverage both -
Leverage content Touchpoint strategy level
+
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 26
Reputa)on drivers diďŹ&#x20AC;er by region... localized content strategies are needed to win consumers GLOBAL 13.3
19.3
12.4 13.7
North America 13.8
13.6 13.2 14.5
20.0
Asia PaciďŹ c 12.4
13.0
13.4
13.1
EMEA
12.8 14.6
18.1
12.8 12.8
La6n America 14.1
20.7
11.9 12.7
12.1
13.5
13.6 14.0
13.8
20.1 14.3
13.2 14.7
13.5 14.4
12.9 13.8 Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 27
A global "content driven strategy" needs to be primarily focused on 7 key factors that explain 40% of reputa)on, 4 are product-related, 3 are CSR specific GLOBAL Shows strong prospects for future growth Is a profitable company Financial results beQer than expected
95
Offers high quality products and services
160
82
Good value for money
132
Meets customer needs
128
Stands behind products
126
77
Well organized
98
Strong and appealing leader
90
Has excellent managers
86
Has a clear vision for its future
84
13.3
19.3
12.4
13.6
13.7 Has a posi6ve influence on society Responsible for environment
91
Supports good causes
87
97
Innova)ve company
95
Adapts quickly to change
85
13.2 14.5
124
First to market
Behaves ethically
110
Fair in the way it does business
108
Open and transparent
Demonstrates concern for health of employees
82
Rewards its employees fairly
81
Equal opportuni)es
76
98
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 28
What strategy should your company pursue? Top 100 companies posi6oning +
#1: consolidate posi6on
Leverage touchpoints #1: eďŹ&#x20AC;ec6ve communica6on
Content strategy level
-
Leverage touchpoints & content -
Low level of engagement and not eďŹ&#x20AC;ec6ve content strategy Touchpoint strategy level
Leverage content + Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 29
Step 1 in building your reputa)on strategy needs to take into account that reputa)on moves... it is cri)cal to acknowledge trends in your industry... 46,0%
70
68.0
Telco sector trends in Italy
68.3
• The Telco business is characterized by monthly con)nuous promo)ons to maximize ARPU and win clients
68 66
• This greatly impacts the Telco reputa)on and its business impact which shows big moves
64
• In 12 months, top score is 68.3 and boQom score is 57.4, showing a difference of 10.9 pts (19%)
62 60 58 56
59.0
57.4
30.3%
• In the same month a company’s reputa)on moved 9 pts. from 59 to 68 (15%) • The difference in business impact is big, inten)on to buy for Telco can vary 15,7% in a 12 month period
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 30
...to be then able to move to Step 2: leverage touchpoints, content or both Leverage touchpoints
• Look at your Touchpoint strategy • Assess reach and impact (KPI) • Re-align current ac6on plan
#1: consolidate posi6on
• Evaluate where there is untapped poten6al (content and touchpoints) • Decide how to allocate resources & targets • Verify ROI over Mme
Leverage both
Leverage content
• Re-think your reputa6on business case & strategy
• Look at your content & narra6ve strategy
• IdenMfy Key Messages/TP that impact your business
• Evaluate impact of your key messages
• Ac6on plan accordingly & define YoY Target
• Fine tuning of your key messages Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 31
Get Your Companyâ&#x20AC;&#x2122;s Data Ask us to be among the ďŹ rst to know your company's 2017 score and ranking. See how likely your stakeholders are to buy from you, work with you, and invest in your company. Understand how you can improve your scores and grow your stakeholder support. Ask us at info@reputa)onins)tute.com
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 32
Thank You
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 33