Global RepTrak® da a conocer las 100 empresas con mejor reputación en el 2017

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

Google

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

Google

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

Google

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

1 Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 13 3

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

25

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