Global @dvisor Reputation Module Template report Nobody’s Unpredictable
Global @dvisor Reputation Module Template report Nobody’s Unpredictable Reputation Research Your Brand is not your company’s Reputation Reputation and Brand are intrinsically linked. Brands can not be successful without a solid company reputation behind it nor can a company have a good reputation if its brands are weak. Brand is customer centric, based on your promise to the customer and built on your messaging and communications. Reputation is company centric, based on stakeholders perception of you and built on what they believe to be true about you. Trust is our measure of Reputation Trust is familiar, it is something we seek to build in every relationship. When you trust someone, you are more open to what they have to say, and more likely to give them the benefit of the doubt in the face of contradictory information Trust is widely used to represent reputation in the research world: Qualitative and Academic research points to Trust as the most important dimension of reputation Trust is a better dependent variable than favorability or advocacy (both of which are tied closely to product attributes) © 2010 Ipsos 2 • All Finance Board ‘G20’ Countries • Argentina, Australia, Brazil, Canada, China, France, Germany, India, Indonesia, Italy, Japan, Mexico, Russia, Saudi Arabia, South Africa, Republic of Korea (SK), Turkey, Great Britain, and US • Some Legacy G@ Countries: • Belgium, Hungary, Poland, Spain, and Sweden © 2010 Ipsos Monthly fielding N = 1,000 or 500 completes per country 75% of world’s GDP covered: Sample outgo is representative of the general population by country. If you want, we will provide a set of tables weighted to the online population. © 2010 Ipsos 4 Executive Summary Reputation overall, by country, and in comparison to competitors and norms Reputation in Core and CSR areas overall, by country, and in comparison to competitors and norms Drivers of reputation split between Core and CSR © 2010 Ipsos 5 Where Do We Stand? Global @dvisor Study – <date> 6/15/2011 Nobody’s Unpredictable Ipsos’ Reputation Pyramid Advocacy The apex of the reputation pyramid is your end goal, the willingness of others to speak well of the company Trust Trust is the key variable in reputation and its effectiveness Favorability In general, familiarity breeds favorability Familiarity Familiarity is the bedrock of reputation Awareness Without awareness there is no reputation © 2010 Ipsos 7 Global Reputation Pyramids bullets Company A Company B Company C Industry Norms 8 © 2010 Ipsos 8 Trust Across Variety of Global Comparators Bullets Companies sourced using past waves of G@ where appropriate © 2010 Ipsos NET Comp any A Gap 51 -5 47 -1 46 NA 39 +7 33 +13 19 +27 12 +34 9 Favorability Trend Sourced using previous waves of G@ Can use Trust trend instead if available Company B Company A Net favorability Now, taking into account all of the things which you think are important, how favorable or unfavorable is your overall opinion or impression of each company or organization? Very favorable, mainly favorable, neutral, mainly unfavorable, very unfavorable © 2010 Ipsos 10 Company A Global Trust Heat Map bullets Net Trust 65+ Net Trust 50 to 65 Net Trust 40 to 49 Net Trust 30 to 39 Net Trust <30 How does each company or organization compare with other major companies or organizations, based on the following attributes: Is a company that I trust . . . well above average, slightly above average, average, slightly below average, well below average © 2010 Ipsos Global Average = 46 11 Trust Comparison By Country Countries updated per G@ inclusion ±10 © 2010 Ipsos Ranked by Net Trust 12 Context: Industry Scores bullets Industry FAV Less than 50 50 to 60 61 to 70 70+ Please indicate your overall opinion of the following industries and sectors...very favorable, mainly favorable, neither favorable nor unfavorable, mainly unfavorable, very unfavorable © 2010 Ipsos 13 Industry vs. Company A Favorability Comparison to industry as a whole by country Favorability Toward Industry Company A Underperforms Industry Company A Outperforms Industry Favorability Toward Company A © 2010 Ipsos 14 What Drives Our Reputation? Global @dvisor Study – <date> 6/15/2011 Nobody’s Unpredictable Underlying Image Metrics in Global @dvisor The image metrics included for GM in Global @dvisor comprise core business metrics on one hand and CSR metrics on the other. Core Provides high quality products or services Is well managed Is a leader in its industry Advocacy CSR B Re uild pu ing tat ion Makes a positive difference in <country> Cares about the planet and our environment Has a strong track record of CSR Trust Favorability Familiarity Top2Box Awareness How does each company or organization compare with other major companies or organizations, based on the following attributes: well above average, slightly above average, average, slightly below average, well below average Project Name © 2011 Ipsos Top4Box 16 1 Global Image Metric Scores bullets ±10 © 2010 Ipsos 17 Core Business vs. CSR Performance bullets © 2010 Ipsos Ranked by Net Trust 18 Trust and Core Metrics Average Core Business Score bullets Net Trust in Company A © 2010 Ipsos 19 Core Comparison By Country Bullets ±10 © 2010 Ipsos Ranked by Net Trust 20 Core Metrics By Country Net Scores China Quality products/ services 80% Industry leader 88% Well managed 89% India 85% 87% 89% Russia 77% 84% 87% Brazil 71% 81% 84% Turkey 60% 61% 67% Argentina 59% 73% 72% South Korea 53% 70% 68% Czech Republic 60% 68% 68% Mexico 59% 65% 73% Poland 50% 64% 57% Japan 39% 74% 71% United States 50% 61% 65% Italy 44% 59% 62% Spain 42% 68% 63% Germany 40% 65% 72% Australia 46% 64% 61% Great Britain 37% 64% 62% Canada 44% 57% 59% Net score 30 to 39 France 38% 57% 61% Net score <30 Sweden 36% 57% 46% Netherlands 30% 50% 60% Hungary 34% 48% 47% Belgium 21% 45% 41% bullets Net score 65+ Net score 50 to 65 Net score 40 to 49 How does each company or organization compare with other major companies or organizations, based on the following attributes: well above average, slightly above average, average, slightly below average, well below average © 2010 Ipsos Ranked by Net Trust 21 Trust and CSR Metrics Average CSR Score bullets Net Trust in Company A © 2010 Ipsos 22 CSR Comparison By Country bullets ±10 © 2010 Ipsos Ranked by Net Trust 23 CSR Metrics By Country bullets Positive Difference Planet CSR China 78% 63% 61% India 80% 72% 81% Russia 60% 30% 65% Brazil 54% 27% 52% Turkey 44% 46% 55% Argentina 44% 13% 39% South Korea 37% 17% 31% Czech Republic 31% 18% 38% Mexico 43% 15% 37% Poland 32% 13% 42% Japan 26% 22% 12% United States 45% 19% 30% Italy 32% 2% 26% Spain 37% 4% 21% Germany 14% 11% 20% Net score 65+ Net score 50 to 65 Australia 23% 7% 19% Great Britain 14% 3% 16% Net score 40 to 49 Canada 15% 5% 17% Net score 30 to 39 France 3% -9% 17% Sweden 17% -6% 10% Netherlands 14% -6% 7% Hungary 13% 0% 3% Belgium 4% -13% 5% Net score <30 How does each company or organization compare with other major companies or organizations, based on the following attributes: well above average, slightly above average, average, slightly below average, well below average © 2010 Ipsos Net Scores Ranked by Net Trust 24 Shapley’s Values Driver Analysis Ranked by Net Trust bullets © 2010 Ipsos 25 Conclusions Where to place resources Strengths to leverage Weaknesses to address © 2010 Ipsos 26
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