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How to measure Corporate Reputation: The case of Telefónica
Speaker
Alberto AndreuGlobal Director of Reputation, CSR, Brand and Sustainability
Telefónica
Speaker
Sergi GuillotManaging Director at Acceso Group
Telefonica’ s Reputation Management
RepTrakTM
Barcelona Summit15th June 2010
00 Why? A quick understanding of the situation
01 Where we are now? Starting point
02 How? The road map
03 The media opinion
04 Setting objectives
Index
The consumer thinks that they are so big and so far away from him that he face an imbalance and inequality situation.
00 A quick understanding : the multinational company´s problem…
THE COMPANY
THE CONSUMER
And we can´t forget that the consumer don´t trust big global companies.
IMB
ALA
NC
E A
ND
INE
QU
ALI
TY S
ITU
ATIO
N G
AP
We are in the same situation. We are perceive as too big and poweful that we generate an imbalance and inequality relationship. If this is the way that the consumer feels, he will think that we abused of our power and we don´t have any limit to make more income.
00 A quick understanding: ...Our challenge
THE COMPANY
THE CONSUMER THE
TA
RG
ET:
TO
RE
DU
CE
TH
E G
AP
If we are not capable to reduce our PERCIEVE SIZE on the consumer´s mind, others (the regulator), will REDUCE our real size to decrease our
power.
“Responsibility is the price of greatness”
Sr. Winston Churchil
The consumer thinks that they are so big and so far away from him that he face an imbalance and inequality situation.
Source: Global Pulse 2006 - 2009.
Our potential competitors start from an advantage position. 01 Sector´s reputation needs and improvement…
Consumer Products (16)
Beverage (9)
Computer (18)
Industrial Products (13)
Food Manufacturing (21)
Retail - Food (24)
Electrical & Electronics (28)
Retail - General (42)
Automotive (37)
Conglomerate (19)
Airlines & Aerospace (26)
Raw Materials (26)
Pharmaceuticals (16)
Transport & Logistics (17)
Chemicals (5)
Energy (52)
Services (12)
Financial - Bank (67)
Information & Media (11)
Construction/Engineering (13)
Utilities (29)
Financial - Diversified (22)
Financial - Insurance (40)
Tobacco (5)
75.76
72.39
71.85
70.06
69.73
69.11
67.14
66.87
66.63
66.55
65.13
64.99
63.77
63.39
62.14
61.72
61.60
61.29
60.64
58.89
58.81
55.64
69.05
67.53
Telecommunications (39) 56.082006
Telecommunications (32) 60.332009
Big gap between tecnology suppliers
and service suppliers.
Company´s Risk: the entrance of the
tecnology suppliers on the market.
7 Secretaría General Técnica de la Presidencia
Telefónica S A
7
Our methodology: RepTrak (developed by the Reputation Institute)
RepTrak Pulse: measures the reputacion based on 4 questions: esteem, admire, trust, feeling.It is the so-called “independent variable” or the “emotional measurement”, which we are using to measure reputation.
RepTrak Index: the index is used to track a company`s reputation based on 26 weighted attributes grouped in 7 dimensions. It is used in combination with RepTrak Pulse to identify strengths and weaknesses.It is called the “rational measurement” and is used to manage reputation.
01
RepTrakTM metodology is used by big global companies:
Big Companies use RepTrakTM methodology
FRC´s companies use RepTrakTM metodology:
Other companies use RepTrakTM metodology in Spain:
01
General Public Employees Key Influentials
Stakeholder´s Map by Country 01
Stakeholder´s Priorities01
RWeight
GP
1 Product Satisfies its clients’ needs 5,552 Product High quality products and services 5,463 Product Backs up its products and services 5,104 Product Good quality/price ratio 5,035 Product Deals satisfactory with complaints 4,856 Product Treats its clients well 4,677 Governance Open and Transparent 4,508 Governance Responsible use of its power 4,439 Governance Ethical conduct 4,30
44%
GENERAL PUBLIC RWeight KI
1 Governance Ethical conduct 6,792 Governance Responsible use of its power 6,073 Product Treats its clients well 5,384 Citizenship Contribution to society 5,225 Citizenship Supports good social causes 5,156 Product Backs up its products and services 5,087 Product Good quality/price ratio 5,048 Product High quality products and services 4,799 Lidership Has a strong and respected leader 4,37
52%
KEY INFLUENTIALS Weight Em
49%
R
1 Workplace Buen lugar para trabajar 6,882 Governance Comportamiento ético 5,973 Lidership Visión clara de futuro 5,144 Product Buen trato a clientes 4,995 Product Calidad de prod/serv 4,526 Product Gestión satisfactoria reclamaciones 4,507 Lidership Líder fuerte y respetado 4,468 Citizenship Protege el medio ambiente 4,349 Finance Potencial de crecimiento futuro 4,31
EMPLOYEES
Our methodology: RepTrak (develop by the Reputation Institute).
RepTrak Pulse: measures the reputacion based on 4 questions: esteem, admire, trust, feeling.It is the so-called “independent variable” or the “emotional measurement”, which we are using to measure reputation.
RepTrak Index: the index is used to track a company`s reputation based on 26 weighted attributes grouped in 7 dimensions. It is used in combination with RepTrak Pulse to identify strengths and weaknesses.It is called the “rational measurement” and is used to manage reputation.
01
15,3%
13,7%
10,3%
9,9%
11,3%
8,5%
9,5%
10,0%
10,6%
11,4%
13,2%
30,7%
Finance
Citizenship
Innovation
Leadershio
Integrity
Workplace
OfFer
14,8%
9,5%
10,0%
10,6%
11,4%
13,2%
14,8%
30,7%
Modelo de pesos RepTrak 2008 Público General para todos los países estudiados por Telefónica.
España Argentina Chile Perú Brasil México
Demonstrated by RepTrakAlemania UKVenezuela Colombia Irlanda Rep. Checa
The dimension weigths come from RepTrak ModelTM General Public by country.
Our methodology by country01C
oncl
usio
nsC
ompa
nies • O2
• Vodafone• E-plus• Deutsche
Telekom
• O2• Vodafone• Orange• Tesco
• Telefónica• Vodafone• Ono (Auna)• Telefónica
Movistar• Orange
• Telefónica Movistar
• Telmex• Telcel
• Telefónica• Claro• Telecom• Telefónica
Movistar
• Telefónica• Entel• Claro• VTR• Telefónica
Movistar
• Telefónica• Claro• Nextel• Telefónica
Movistar
• Telefónica-Telecom
• Telefónica Movistar
• ETB• UNE• Tigo• Comcel
• Telefónica• Embratel• Claro• Vivo• Oi• TIM• Net
Dimensions Germany UK Spain Mexico Argentina Brazil Chile Peru Colombia
ProductWorkplaceGovernanceLidershipInnovationCitizenshipFinance
VenezuelaIrland Czech Rep
32,513,011,5
12,0
13,38,19,6
32,314,6
15,27,6
8,911,5
9,9
29,916,413,612,09,7
10,28,3
29,915,513,711,011,010,08,9
31,615,513,711,29,4
11,17,6
30,215,111,512,410,79,410,7
30,715,913,511,110,29,19,5
29,916,013,011,210,49,5
10,0
29,014,812,112,210,39,9
11,7
27,015,713,312,69,99,8
11,6
25,916,813,710,911,910,210,6
30,514,414,111,710,611,57,2
• Telefónica Movistar
• Digitel• Movilnet
• O2• Vodafone• T-Mobile
• O2• Vodafone• Meteor• Sky
• The dimension Products/Services has the highest influence (weighting) in this model for all countries. In Argentina, this dimension has the highest weighting of all countries.
• In most of the countries, the 3 dimensions with the least influence are finance, citizenship and innovation.
Quality of Products & Services
Customer service
Integrity in management
Performance Citizenship
Lideship
1st level: Company interaction with customers
2th level: Good internal practices and integrity
“MUST HAVE”
3rd level: other reputational factors
++
--
Rel
evan
ce
Per
sona
l exp
erie
nce
“NICE TO HAVE”
Our methodology… allows us to identify priorities01
New Paradigm...
»We are more exposed and more vulnerable, but….
»We have a BIG OPPORTUNITY!
Room for managing ReputationManaging Reputation is the capacity to conciliate
what I do & say with public perception
DO
PublicReputationSAY
Manage Manage
Manage
Room for managing ReputationManaging Reputation is the capacity to conciliate
what I do & say with public perception
DO
Media ReputationSAY
Manage Manage
Manage
PublicReputation
»Experience tells us that there is a connection between the image projected in the media and the perceived reputation.
»Media Reputation vs. Public Reputation
Room for managing ReputationManaging Reputation is the capacity to conciliate
what I do & say with public perception
DO
Media ReputationSAY
Manage Manage
Manage
PublicPerception
HOW DO I USE COMMUNICATION TO MANAGE REPUTATION?
Gap analysis
Media Profile
Public Profile
Strategy&
Goals&
Actions Recommendations
PERFIL MEDIÁTICO
31,3%
16,5%
5,0%
45,0%
2,2%2,0%
Resultados económico-Finacieros
Calidad oferta comercial
Reputación Interna Ética y RSC Dimensión globalde la empresa
Innovación
PERFIL MEDIÁTICO
RESULTADOS PRODUCTOS Y SERVICIOS AMBIENTE DE TRABAJO ORIENTACION SOCIAL GOBIERNO INNOVACION
The model
8,2 8,1 8,3 8,5 8,48,1
8,69,1
8,8 8,88,5
7,7
0,0
1,0
2,0
3,0
4,0
5,0
6,0
7,0
8,0
9,0
10,0
RESULTS PRODUCTS AND SERVICES
WORK ENVIRONMENT
RSC GLOBAL DIMENSION
INNOVATION
PUBLIC PROFILE COMPANY PUBLIC PROFILE SECTOR
15,80%
10,40% 7,40%
31,20%
20,60%
14,60%
19,80%
14,60% 10,80%
31,90%
11,80%11,10%
RESULTS PRODUCTS AND SERVICES
WORK ENVIRONMENT
RSC GLOBAL DIMENSION
INNOVATION
COMPANY PUBLIC REPUTATION SECTOR PUBLIC REPUTATION
Analysis - Public ProfilePercentage of relevance by atribute for stakeholders
Evaluation by atribute for stakeholders
Analysis - Media ProfilePercentage of relevance by atribute for media
Evaluation by atribute for media
31,3%
16,5%
2,0%5,0%
45,0%
2,2%
24,8%17,3%
1,0%
4,9%
51,0%
2,0%
RESULTS PRODUCTS AND SERVICES
WORK ENVIRONMENT
RSC GLOBAL DIMENSION INNOVATION
COMPANY MEDIA REPUTATION SECTOR MEDIA REPUTATION
6,75,8
5,2
9,09,6
9,2
6,8
5,46,2
8,69,4 9,3
0,0
2,0
4,0
6,0
8,0
10,0
12,0
RESULTS PRODUCTS AND SERVICES
WORK ENVIRONMENT
RSC GLOBAL DIMENSION
INNOVATION
MEDIA PROFILE COMPANY MEDIA PROFILE SECTOR
GAP Analysis (company)
14,6%
31,3%
16,5%
5,0%
45,0%
2,2%
7,4%
31,2%
20,6%
10,4%
15,8%
2,0%
Resultados económico-Finacieros
Calidad oferta comercial
Reputación Interna Ética y RSC Dimensión globalde la empresa
Innovación
PERFIL DE REPUTACIÓN PERFIL MEDIÁTICO
-15,5%
+26,2%
-14,4%
+12,4%-6,1%
+5,4%
Gap
INNOVATIONRESULTSPRODUCTS Y
SERVICESWORK
ENVIRONMENTRSC
GLOBAL DIMENSION
Relevance by reputation atribute
GAP Analysis (company)
Gap
Evaluation by reputation atribute
8,2 8,1 8,3 8,5 8,48,1
6,7
5,8
5,2
9,0 9,69,2
0,0
1,0
2,0
3,0
4,0
5,0
6,0
7,0
8,0
9,0
10,0
RESULTS PRODUCTS AND SERVICES
WORK ENVIRONMENT
RSC GLOBAL DIMENSION INNOVATION
Eval
uati
on
PUBLIC PROFILE COMPANY MEDIA PROFILE COMPANY
Diagnosis – Sector
0
5
10
15
20
25
30
35
5 6 7 8 9 10
Perc
enta
ge o
f rel
evan
ce
Evaluation
RESULTS PRODUCTS AND SERVICES WORK ENVIRONMENT RSC GLOBAL DIMENSION INNOVATION
Decision Matrix
• Gap Media /Public in RSC
• Gap Media /Public in Innovation
• Actions in managing internal reputation forwork environment
• Actions in managing the quality of commercialoffer and its perception
• Increase the number of informations on RSC
• Unfavourable informations about FinantialResults.
• Unfavourable informations about Quality ofCommercial offering.
• Favourable Information about Work environment.
• Information about Innovation
• Online Communication actions for RSC, WE,P&S
X REMOVE + INCREASE
- REDUCE CREATE
CR scope and team objectives
1
2
3
+ scope /Direct influence
-Scope /depends on other’s performance
CSR projects
1. Projects to assure Business Principles
1. Supply Chain2. Child Protection 3. …
2. Think Big1. ----2. ----
3. Digital confidence
##
#
Working with CommsBrief Comms areas on those levers which improve CR:
• Company hidden strengths• Company achievements • Other items which might improve CR
impact on governance & community RT dimension
Internal consultancy to help BU to:
• Be aware of situation• Results on time• Knowledge centre share cases “already tested” in other countries (inside Telefónica) or companies.
Working with Operating Units
Coordination objectives
Support objectives
Leads Rep Track in any single market (1, 2 or 3)
WITHIN COMMS, CR AND PR TEAMS
#
Project objectives
04
CR scope and team objectives
1
2
3
+ scope /Direct influence
-Scope /depends on other’s performance
CSR projects
1. Projects to assure Business Principles
1. Supply Chain2. Child Protection 3. …
2. Think Big1. ----2. ----
3. Digital confidence
##
#
Working with CommsBrief Comms areas on those levers which improve CR:
• Company hidden strengths• Company achievements • Other items which might improve CR
impact on governance & community RT dimension
Internal consultancy to help BU to:
• Be aware of situation• Results on time• Knowledge centre share cases “already tested” in other countries (inside Telefónica) or companies.
Working with Operating Units
Coordination objectives
Support objectives
Leads Rep Track in any single market (1, 2 or 3)
WITHIN COMMS, CR AND PR TEAMS
#
Project objectives
04