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TNS Presentation Template

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Title: TNS Presentation Template


1
MEASURING CORPORATE
REPUTATION
Why and How
John Gilfeather Executive VP, TNS
Stakeholder Management
Marketing Research Council New York April 17, 2009
2
Todays Agenda
  • Corporate Reputation The Basics
  • The Seven Steps of Reputation Measurement(and
    How Not to Slip on Them)
  • Case Histories
  • Closing Thoughts

3
The Basics
4
1. A good reputation is better than a poor
reputation
Copious research tells us that companieswith
good reputations reap more rewards
or
You decide!
5
2. Reputation vs. Brand
Definitions
6
Brand Equity
  • Deals with
  • One Constituency Customers/Prospects
  • One Behavior BUY

But good products are not enough -- e.g. Nike
7
And in a crisis
  • The Brand does not respond

The Corporation does
8
3. Corporate Reputation
  • Deals with
  • Multiple Constituencies
  • Multiple Behaviors

A!
9
Corporate Reputation Involves Multiple
Constituencies
Influencers
Government
Work Force
Investors
Corporation
Media
General Public
BusinessCommunity
Customers
10
4. Reputation is multi-dimensional
KNOWLEDGE
EVALUATIONS
BEHAVIOR
  • Overall Impressions
  • Strengths/Weaknesses
  • Characteristics
  • Personality traits
  • Buy Stock
  • Buy Products/Services
  • Believe Story
  • Recommend Employment
  • Recommend Joint Venture
  • Trusted Sources of Info
  • Awareness
  • Familiarity
  • Identity

11
5. When Corporate Reputation Is Important
  • Companies need to think about corporate
    reputation all the time, but especially when
  • Corporate performance is not strong
  • Media coverage is increasing and not favorable
  • There is substantial merger and acquisition
    activity
  • There is management instability
  • Industry issues become the focus of political
    rhetoric doubly so in election years

12
The Seven Steps of Reputation Measurement
  • (and How Not to Slip on Them)

13
1. Clearly define objectives
  • Measure all components of reputation
  • Consistent metrics across all stakeholder groups
  • Provide communications guidance
  • Establish benchmarks

14
2. Clearly define constituencies
  • Definable Universe

Findable
Reachable
Replicable/Trackable
15
2. Clearly define constituencies
Influencers
Government
Work Force
Investors
Corporation
Media
General Public
BusinessCommunity
Customers
16
2. Clearly define constituencies
General Public
Citizens Social networks
Affluent Citizens Ethnic Groups Host/Plant
Communities
17
2. Clearly define constituencies
Investors
Securities Analysts Portfolio Managers Retail
Brokers
Individual Shareholders Individual Investors
18
Institutional Investor Communications
19
Individual Investor Communications
20
2. Clearly define constituencies
Customers/Prospects
21
2. Clearly define constituencies
Business Community
Distributors Suppliers Business Peers
22
2. Clearly define constituencies
Government
  • Legislators
  • International
  • Federal
  • State
  • Local
  • Regulators
  • International
  • Federal
  • State
  • Local

23
2. Clearly define constituencies
Influencers
Activists Bloggers
Industry Consultants
24
2. Clearly define constituencies
Work Force
Employees Prospective Employees Academia Retirees
25
2. Clearly define constituencies
Media
Business Media Industry Media
General Media
26
Measuring1 Personal Success
Being 100 accurate
Increasing knowledge and awareness of your
readers about things you think important
Getting the story written on time
Getting through to the right people
Righting a wrong
Exposing wrong doing
Getting a raise/promotion
Having a by-line on the front page
Receiving rewards from your peers
Being really and truly feared by those in
authority
1Based on a 10-point scale where 10 means 'an
extremely important measure of success' and 1
means 'not an important measure.This question
(How do you measure your own personal success?)
was created by Katie Paine for The Measurement
Standard.
27
2. Clearly define constituencies
  • Financial community not monolithic
  • Sometimes surrogates can be used for
  • Customers/Prospects
  • Government
  • Opinion Leaders
  • Employees
  • CEOs

28
3. Clear questionnaires
  • Logic
  • Do not overtax respondents
  • Fit interview mode
  • Personal
  • Telephone
  • Mail
  • Online

29
3. Clear questionnaires
Rate 5 brands of oven cleaners on 59 attributes,
rotated to avoid position bias
30
3. Clear questionnaires
  • No Games!

31
Questionnaire Logic
KNOWLEDGE
EVALUATIONS
BEHAVIOR
  • Overall Impressions
  • Strengths/Weaknesses
  • Characteristics
  • Personality traits
  • Buy Stock
  • Buy Products/Services
  • Believe Story
  • Recommend Employment
  • Recommend Joint Venture
  • Trusted Sources of Info
  • Awareness
  • Familiarity
  • Identity

32
4. The right interviewers
  • Not all respondents are created equal
  • Not all interviewers are created equal
  • Matching respondents to interviewers is critical

33
5. Clear analysis
  • Tell a story

The logic of the questionnaire creates the logic
of the report/presentation
Bottom line what should company do differently
based on results?
34
6. Clear reporting
  • Dont pull punches
  • Dont rub nose in bad news
  • Sometimes euphemisms are necessary

35
6. Clear reporting
36
6. Clear reporting
My favorite footnote...
  • 13 Of course, heteroskedasticity is a matter of
    degree.

37
7. Tracking
  • How often?

Continuous tracking?
When to put tracking studies to sleep?
38
Case Histories
39
A Good Reputation High Scores on all Dimensions
Favorability (overall impression)
Low
High
Falling Stars
Blue Chips
High
Familiarity
Unknown Unloved
Low
Meteors or Cults
40
A Good Reputation High Scores on all Dimensions
Favorability (overall impression)
Low
High
Ford Chrysler GM
Disney Microsoft JJ
High
Familiarity
Pharma, Financial Services
Low
USAA
41
Case Histories
  • Pharmaceutical Company A Case of Over-investing
  • Financial Services Company The Power of
    Executive Communications
  • Conglomerate High Awareness/Low Familiarity
    Volatility
  • A Troubled Company Keeping the Channels Open
  • CPG Company The Power of a Name

42
Closing Thoughts
43
Closing Thoughts
  • Corporate Reputation Matters
  • It leads to behaviors that will help you achieve
    your strategic goals

44
Closing Thoughts
  • To be managed, Corporate Reputation must be
    measured
  • Most CEOs agree that Corporate Reputation is
    critical
  • Few actually measure Corporate Reputation

45
Closing Thoughts
  • Winning Companies have the corporate will to
  • Communicate
  • Use multiple channels
  • Measure
  • Adjust

46
Closing Thoughts
47
Thank You.
John Gilfeather John.Gilfeather_at_TNS-Global.com
48
Questions
49
(No Transcript)
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