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1© Bowen Craggs & Co 20152
contents
overview 3Whatmarksoutthetopperformers? 7Buriedtreasures 8Whyaresomestillgettingitwrong? 9themini-boomincorporatesocialmedia 11Whattodoaboutmobile 13
overallrankings 14
topperformers: serving society 16
serving investors 18serving the media 20serving jobseekers 22serving customers 24
Whatourclientssay 25
Whatwedo 27
2© Bowen Craggs & Co 2015
‘This is about much more than corporate communications – it is about the way giant companies speak to the world’Readmoreofourinsightandanalysisatwww.bowencraggs.com/our-thinking
3© Bowen Craggs & Co 20152
oveRvieW
The world’s largest companies own magic devices that allow them to talk to half of humanity at trivial cost – and few of them know what to do with them.
The eighth edition of the Financial Times Bowen Craggs Index of corporate online effectiveness shows that far from coming to a consensus about how they should be using their websites and social media channels, there is more variety than ever
among the biggest businesses in the world.
The Index, which has been running since 2007, judges corporate websites and social media channels of the 80 largest companies in the world. However, this is about much more than corporate communications – it is about the way giant companies speak to the world. Call it group-level marketing, and it suddenly seems more important.
4© Bowen Craggs & Co 2015
At the same time, a few top performers are getting increasingly slick. They are marked out by:
• Arefusaltogoalongwithtrends–theydothingsbecausetheyareappropriate.BPand Total have relaunched their sites with profoundly unfashionable left menu navigation. But they work.
• Abeliefthattheymustnotbeboring.GeneralElectrichassometerrificmagazine-style material, exploiting multimedia with verve.
• Anunderstandingthattheinternetisthemostflexiblemediumeverinvented,and using a corporate site for one purpose is to abuse it. Apple.com is fantastic at serving consumers; pretty useless for other groups.
Only a handful of companies in the Index come close to using online channels as they might, and the gap between those who get it and those who don’t is widening.
5© Bowen Craggs & Co 20154
After several years of being outshone by social media, websites are now back at the centre.
Top performers see that ‘social media’ are really a set of individual channels that complement the website.
LinkedIn is often best for communicating the company’s attractions for jobseekers, Facebook for corporate social responsibility messaging for customers, jobseekers and the general public. Slideshare is useful for posting content for investors and analysts.
YouTube and Flickr are often used as extensions of the corporate website – essentially integrated channels for publishing further information about the company, rather than truly ‘social’ media, inviting interaction. Real social media channels – Facebook, LinkedIn, Twitter – need careful, active management. As with everything about the web, proper governance is what marks the good from the bad.
6© Bowen Craggs & Co 2015
‘As with everything about the web, proper governance is what marks the good use of social media from the bad’viewourfull,interactiveresultstableatwww.bowencraggs.com/Ft-Bowen-craggs-index
7© Bowen Craggs & Co 20156
WhatmaRksoutthetoppeRFoRmeRs?
thetopfive
shell: A highly coherent web estate, with country and business sites sharing content and functionality – its exceptional management pushes it to the top.
eni:Goodlookingandwellmanaged,itservesallitsaudienceswiththoroughnessand panache.
nestlé:Theglobalsitebuzzeswithinterestingideas,manyrelatingtoreputationmanagement, that have pushed it steadily up the Index.
unilever: This is a highly coordinated global web estate that is used with great effect to transmittheCEO’svisiononsustainability.
siemens: The specially commissioned online videos are long established but still effective – an early example of the ‘stories’ that are now so fashionable but originally an example of Siemens’ preparedness to go against the trend.
8© Bowen Craggs & Co 2015
Bayer: A model for those needing to hold a complex web estate together. A set of tools at the top of each page allows quick navigation to different areas, while a (rare) effective searchenginegivesquickaccesstospecifics.
Gsk: A relaunched global site is notable for the way it is actively managed – recently for itsprominentlinkstocoverageofitsChinacrisis,aswellasEbola.
saBmiller: A newcomer to the Index with a slick new site that puts stories at the centre.
sap: Last year’s number one has slipped on a range of detail issues, but its approach to navigation is still remarkable – it is not conventional, but it works.
Generalelectric:Amassofstrongmagazine-stylematerial,somewithanunderstandingthat old-fashioned editorial skills still count.
BuRiedtReasuRes
9© Bowen Craggs & Co 20158
Toomanycompanieshavebeensweptalongbyfashion,sacrificingeaseofuse for navigation that owes much to social media or news sites, but is unsuitable for complex and deep corporate sites.
ExxonMobil’snewsiteisthemostegregiousexample.Themaindevicesformovingaroundaredropdownmenusthatopenonclickandscrollingdownthepagetofindlinks.
Moresurprisingly,CommonwealthBankofAustralia,whichwaspreviouslyamodelofusability, has gone down a similar route – click, scroll, click, scroll. Why?
Poormanagementofwebestatesassingleentitiesisanotherproblem.Theworstoffendershere are IT companies (though US banks feature too). Click around the web estates of Oracle,Google,Microsoft,IntelorApple,andyoucaneasilyfindyourselfinunfamiliarterritory cut off from your starting point.
WhyaResomestillGettinGitWRonG?
10© Bowen Craggs & Co 2015
‘Knowing when not to create a social media page is one mark of a well-run estate’Findouthowwehelpmanyoftheworld’slargestcompaniestoimprovetheironlinecommunicationsatwww.bowencraggs.com/about-us
11© Bowen Craggs & Co 201510
Big companies might well be relieved that the emphasis on social media is in decline. So it is curious that far from keeping away from group-level social media pages, we are seeing a mini-boom. In the last three years corporate
communications departments in HQ have launched their own Facebook pages, and have been astonished by their popularity.
But big numbers of ‘likes’ do not necessarily equate with success. Sometimes these companies’pagesseemlikeastrangebattleground,witheachsidefiringpasttheother.
‘Social media management’ has become a skill in its own right, but there are still too many companies where website and social media are run separately, and where new channels pop up without control. Knowing when not to create a social media page is one mark of a well-run estate.
themini-BoomincoRpoRatesocialmedia
‘Knowing when not to create a social media page is one mark of a well-run estate’Findouthowwehelpmanyoftheworld’slargestcompaniestoimprovetheironlinecommunicationsatwww.bowencraggs.com/about-us
12© Bowen Craggs & Co 2015
‘Goingresponsivecancertainlybetheright path, but some companies have managed to damage desktop usability while switching to responsive’Readmoreaboutmobileoptimisationandotherkeytopicsatwww.bowencraggs.com/our-thinking/commentaries
13© Bowen Craggs & Co 201512
In the past two years, companies have rushed to make their sites mobile-friendly. The Index provides the evidence, with the big story being that 40 per cent (29 of 78 sites),arenowresponsive:theyreformatautomaticallyaccordingtothescreensize.
The next group, 21 companies, have done nothing. Then there are 18 with separate mobile sites – most long-established but not all. Finally, eight companies have mixes.
The real division, however, is between companies that have thought what is right for them, those who haven’t really considered it, and those who have followed fashion for its own sake.
Goingresponsivecancertainlybetherightpath,butsomecompanieshavemanagedtodamagedesktopusabilitywhileswitchingtoresponsive.Theslogan‘mobilefirst’hasalotto answer for.
WhattodoaBoutmoBile
14© Bowen Craggs & Co 2015
Royal Dutch ShellEniNestléUnileverSiemensRocheBritish American TobaccoBPSAPNovartisSABMillerBASFGSKNovo NordiskBayer Daimler AGL’OréalBarclaysSanofiGoogleRio TintoAstraZenecaHSBCIBM
1 2 2 4 5 6 7
8 9 10
10 12 12 14
15 16 16 18 19 20 20 22 22 22
oveRallRankinGs
22 26 27 27 27 30 30
30 33 33
35 35 37 37 39 39
41 42 42 44 44
46 47
MicrosoftCoca-ColaBG GroupGoldman SachsStatoilChevronCommonwealth Bank of AustraliaVodafoneGeneral Electric Wal-Mart StoresComcast ValeBNP ParibasQualcommE.ONTotalWestpac Cisco SystemsGazprom BHP Billiton Philip Morris InternationalIntel CorporationProcter & Gamble
47 49 49
51 51 53 53 55 55 55 58 58 60 60 62 63 63 65 66 66 68 69 69 71
Sberbank of RussiaJohnson & JohnsonVerizon Communications CitigroupSchlumbergerTelefónica ToyotaApplePepsiCoPfizerSamsung ElectronicsWells FargoBank of America MerckVolkswagenAnheuser-Busch InBevOracleExxonMobilAT&TPetrobrasJPMorgan Chase & Co AmbevSaudi Basic Industries Rosneft
72 73 73 75
76 77 78
Royal Bank of Canada Banco SantanderLVMHIndustrial & Commercial Bank of China China MobileChina Shenhua EnergyCNOOC
Newcomers shown in italics
Ranking company Ranking company Ranking company Ranking company
15© Bowen Craggs & Co 2015
‘Nestlé’sglobalsitebuzzeswithinteresting ideas, many relating to reputation management, that have pushed it steadily up the Index’
more
16© Bowen Craggs & Co 201515
toppeRFoRmeRs:seRvinGsociety
enisaBmillerunileverBayerBpBritishamericantobaccochevroncoca-colaGeneralelectricnestlésanofitotal
This component of our analysis focuses on three areas:
• Corporategovernance–atopicthatEnisignpostsparticularlyprominentlyandcoversin impressive depth and breadth.
• ServingCSRprofessionalswithnon-financialperformancedata–whereUnileverisan exemplar in terms of clarity, scope and presentation of content.• Buildingareputationforresponsibility–whichSABMiller’snewsitedoesexceptionally well by putting engaging reputation-boosting stories front and centre.
17© Bowen Craggs & Co 2015
‘Goodlookingandwellmanaged,Eni’sonlineestateservesall its audiences with thoroughness and panache’
more
18© Bowen Craggs & Co 201517
toppeRFoRmeRs:seRvinGinvestoRs
RoyaldutchshellvodafoneBpenisanofiBarclaysnestléstatoilunileverBasFBritishamericantobaccosapsiemens
This part of Bowen Craggs’ analysis covers three aspects of online investor relations:
• Serviceforanalystswhoknowthecompany–anareainwhichVodafoneandCitigroup excel, due to their deep archives of clearly presented and comprehensive results materials.• Service for analysts researching the company –whereShellandEnistandout,duetotheirexceptionalarraysofbackgroundresources.
• Serviceforprivateinvestors–somethingthatSanofidoesbestthankstoapproachable content and useful tools.
19© Bowen Craggs & Co 2015
‘Comcast’s site provides thoughtfully curated and mobile-optimised briefinginformationforjournalists’
more
20© Bowen Craggs & Co 201519
toppeRFoRmeRs:seRvinGthemedia
siemenseniGazpromnovonordiskciscosystemscomcastdaimlernestléRoyaldutchshell
This part of our analysis is divided into sub-categories:
• Usefulnessofthepressreleaseservice–whereSiemensandCiscoaretop,duetotheir powerful search tools and rich content.• Keeping in touch with journalists – through comprehensive contact details, where GazpromandSiemensexcel;andusefulnewsalertservices,asShellprovides.• Backgroundonthecompany–viathoughtfullycuratedbriefinginformation,as Comcast offers.• Quality of the image library – where BASF is among those providing a particularly rich choice of high-quality, logically categorised photographs.
21© Bowen Craggs & Co 2015
‘PolisheddesignandahugestockofstaffprofilesprovideanunusualfeelingofclassinGoldmanSachs’careers section’
more
22© Bowen Craggs & Co 201521
toppeRFoRmeRs:seRvinGjoBseekeRs
GoogleGoldmansachshsBcintelcorporationmicrosoftnovonordiskunilever
This part of our analysis has three sub-metrics:
• Centralhandlingofonlinevacancies–whereGoogleisthetopperformer,dueto a powerful bespoke jobs search and application system that boasts a range of useful, innovative features.• Qualityofinformationforcollegeleavers–whereGoldmanSachsandHSBCoutstrip others,thankstotheirengagingemployeeprofiles,clearadviceandothermaterialto inform and enthuse potential recruits.• Added-valuefeatures–suchasGoldmanSachs’usefulandsophisticatedinteractive careersquizandGoogle’svideotoursofofficesaroundtheworld.
23© Bowen Craggs & Co 2015
‘Technologyfirmsandbanksleadtheway for serving customers online’
more
24© Bowen Craggs & Co 201523
toppeRFoRmeRs:seRvinGcustomeRs
microsoftappleRoyaldutchshellvodafoneBasFcommonwealthBankofaustraliaoraclesberbankofRussia
We examine three aspects of online service for customers:
• Customer‘journeys’–whereMicrosoft,Shell,VodafoneandOracleareamongthetop performers.
• Qualityofinformationandtoolstoaidcustomerdecision-making–anareainwhich Microsoft,alongwithGoogle,Johnson&JohnsonandMerck,leadtheway.• Completion/onwardcustomerjourneys–whereApple,aswellasSberbankofRussia
are exemplars.
25© Bowen Craggs & Co 2015
WhatouRclientssay
1‘Bowen Craggs helps us better position our online communications at a corporate level’josémartin,headofglobalbranddesign,inG
2‘It’s a really useful way for us to understand how to improve our website for our business and our customers’simonQuayle,directorofdigitalcommunications,Gsk
3‘A great source for all trends and what’s happening in the market and for benchmarking’Florianhiessl,headofonlinecommunications,siemens
4‘They help us to build a strategy on the web at a worldwide level’philippekoechlin,digitalmediamanager,total
5‘An independant view of best practice for the corporate website including a practical critique of designs on which we are currently working’neilatkinson,headofglobalcommunicationchannels,unilever
toheartestimonialsinfull,pleasewatchourvideowww.bowencraggs.com/about-us
27© Bowen Craggs & Co 2015
WhatWedowww.bowencraggs.com/What-we-do
The world is awash with online communications advice. But digital is different at group level. Applying received wisdom derived from elsewhere can do more harm than good. Bowen Craggs is unique: we specialise in group-level digital communications. Here are threewaysyoucanbenefitfromourknowledgeandexpertise…
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