industry reputation

One of the reasons that reputation has become so complex has to do with the vast portfolio of stakeholders that companies are asked to engage with. Years ago, companies primarily worried about financial analysts and labor unions. Today the stakeholder audience is deep and wide, ranging from one to many. Some companies have to consider the entire general public and others only 25 people whose opinions and perceptions count. The question that often arises is what's external engagement worth?  For that reason, I like what I read in some research by Witold Henisz at Wharton, Sinziana Dorobantu, senior research fellow at Wharton, and Lite Nartey at University of South Carolina ("Spinning Gold: The Financial Returns to External Stakeholder Engagement") As they said, external engagement pays.  "The researchers' goal was to figure out what role these stakeholder events played in companies' efforts to maximize profits. The answer: a very large role." The researchers looked at 26 gold mines over a 15 year period and coded over 50,000 stakeholder events covered in the media.  Stakeholder events included actions or expressions about cooperation or conflict with mine owners.  As for stakeholders, they included just about everyone..."local and national politicians and community leaders to priests, war lords, paramilitary groups, NGOs and international bodies like the World Bank."  The researchers designed a stakeholder index that revealed the level of stakeholder cooperation or conflict. Communicating and building bridges with their stakeholders led to profitability according to the researchers' anlaysis.

"We found in our research that the value of the relationship with politicians and community members is worth twice as much as the value of the gold that the 26 mines ostensibly control."

 Stakeholder engagement and cooperation helped companies deliver on budget and in a timely manner leading to competitive advantage and profitability. When cooperation was blocked, they found that mines were are open to delays, unrest and additional costs that led to closure or suspension. 

"It used to be the case that the value of a gold mine was based on three variables; the amount of gold in the ground, the cost of extraction and the world price of gold," he states. "Today, I can show you two mines identical on these three variables that differ in their valuation by an order of magnitude. Why? Because one has local support and the other doesn't."

This research can be applied to other industries and does a fine job of making the case for engagement and dialogue. A reputation for cooperation and meeting stakeholders half way at least is critical. It is good to have data to back up the importance of minimizing conflict and its link to financial performance but I agree with the authors who say "it is not just corporate social responsibility, but enlightened self-interest."

Harris Interactive just released their annual RQ (reputation quotient) survey among the U.S. public.  This is year 12 for the Harris RQ – that’s a long time and underscores the value that this kind of research brings.  Harris conducts the survey among  consumers on what they call the most visible companies in the US along with others that represent major industries. The study starts by asking people to nominate or name the companies that stand out as having the best and worst reputations overall.  The most nominated companies form the core group asked about. For this reason, one usually finds that those companies that have been in the headlines for reputational scandals are measured.  Besides the usual ranking of who’s on first and who’s struck out, Harris identifies several trends: 

• Among their “elite” reputation winners (i.e. most highly regarded), two reputation drivers stand out – “looks like a company that has high ethical standards” and “tends to outperform its competitors.” Again, this underscores the importance of speaking up and being an industry leader.
• How companies communicate also drives reputation according to Harris – communicating Sincerely, Accurately and Consistently correlates highly with positive reputation. Transparency and empathy count.
• An additional theme that Harris highlights is that those companies that “support the infrastrucuture” of Americans’ lives at work and at home also drives positive corporate perceptions.  This means that companies that help people get their jobs done easily at home and at work tend to be esteemed.  Interesting notion.
• All the major industry sectors saw year over year reputation improvements -- particularly automotive.

Of course, there are always clouds and rays of light in any silver lining. And here it is….66% say that the reputation of corporate America is not good but there’s hope for improvement. This figure has not moved much from the 65% who said the same thing last year. So I’d say a solid thumbs down with cautious optimism. However, 22% say the reputation of corporate America is good with room for improvement (up four percentage points from last year).  Not so terrible. A miniscule 1% says corporate America’s reputation is great and can’t get any better (same as last year).  I sure would like to find out more about them to see what they are thinking or or if they are living in the clouds! Thankfully only 12% of the American public say corporate America’s reputation is terrible and there is little that can be done about it.  That’s pretty definitive. So all in all, hope is alive for corporate America and for those of us in the reputation management arena, it is in our hands.

 Each year Weber Shandwick measures the rate at which companies lose their #1 most admired position in their respective industries on the Fortune World’s Most Admired Companies survey. We call this the “stumble rate.” Between 2010 and 2011, 43% of the world’s largest companies (22 in absolute) experienced a stumble, down slightly from last year’s 49%.*  While this marginal improvement is a positive sign for the stabilization of reputation, the fact that 4-in-10 companies lost their enviable industry position during the past year highlights just how difficult a good name is to keep.  A few things distinguish reputation stumblers from non-stumblers:

• Reputation stumblers had more CEO transitions or changes. Those companies that lost reputational status had more CEO transitions and retirement announcements during 2010. This is perhaps not surprising since change at the top can signal that a company is in turmoil or that a new strategic direction has been set.  On the other hand, rankings may be very sensitive to the uncertainty of any CEO transition – voluntary or not.
• Reputation stumblers underperformed non-stumblers in terms of financial performance. Stumblers’ average share price rose 9.5% year over year compared to the 21.2% for non-stumblers . Although it might seem confusing that stumblers’ share price rose, it is important to recognize that stumblers are most admired companies.
• Reputation stumblers did not lose admiration for any one particular reason. Stumblers lost reputational equity for a variety of reasons such as governmental investigations, bad loans, poor returns on mergers/acquisitions or issues related to the housing market.  No one reason appeared to stand out.

Reputation Drivers Most Affected Weber Shandwick dug deeper into Fortune’s nine reputation drivers to explore possible reasons for stumblers’ loss of reputational esteem.  Of the 22 stumblers, we found that:

• The most pervasive loss of reputational equity between 2010 and 2011 was in the area of “wise use of corporate assets,” perhaps a sign of the challenging times. This attribute was the most frequently dinged by survey respondents – industry peers, financial analysts and board members. 
• Other factors that appeared to affect the overall stumble rate were perceptions on  “people management,” “management quality” and “long-term investment value.” The rankings of 15 stumbling companies on each of these factors dropped since 2010, possibly reflecting a lack of confidence in a company’s overall long-term strategic direction.
• The least damaged driver during 2010 for stumblers was “financial soundness.”  Only 8 of the 22 stumblers lost credit on this attribute, perhaps because of an improving economy and/or raters cut their peers some slack, recognizing how hard it’s been the past few years to grow a business.  

  *Fortune reports 22 companies out of 57 industries experienced “tumult” (p111, March 21, 2011 issue). A reader would interpret that as a 39% stumble (22/57). Since Weber Shandwick is tracking the rate over time, our base of industries needs to include only those that are reported year over year. For example, the Packaging/Containers industry was not reported in 2010 so Weber Shandwick excluded it from the total 57 industries reported in 2011. In total, six industries were excluded for the 2011 stumble rate to net a base of 51 industries (22/51=43%).

It is now the end of the week and I promised to mention something about the other half of our results on executive top-tier conferences, especially as the World Economic Forum is happening this week. Nearly three out of 10 industry-leading CEOs spoke at one or more top- tier business events in 2010, according to our new analysis.  [For each of the 55 industries identified in the World’s Most Admired Companies survey, Weber Shandwick examined where each CEO spoke in 2010.] Key findings are:

• Among those who took to the podium, the World Economic Forum at Davos was the leading executive speaking platform for industry-leading CEOs.
• The World Economic Forum was followed by the Clinton Global Initiative among our list of Five-Star conferences in 2010. Other forums are below.

Industry-Leading CEOs’ Top ThreeExecutive Speaking Engagement Venues in 2010

(1)   World Economic Forum at Davos

(2)   Clinton Global Initiative

(3)   Fortune Most Powerful Women Summit (tie)

(3)   The Wall Street Journal CEO Council (tie)

Other Events:  (alphabetical order) Committee Encouraging Corporate Philanthropy’s (CECP)  Board of Boards,  Chief Executives Club of Boston, Milken Institute Global Conference, National Press Club, Wharton Leadership

 

• The global economy and outlook was the leading topic for industry-leading CEOs who participated in these events. Other themes included education, gender equality and company- or issue-specific opportunities.  What will top executives talk about throughout 2011 if the economy recovers.....perhaps they will focus on their positioning and differentiation and corporate responsibility will rise again in popularity (it has slowed we think). I did hear that regional forums on corporate responsibility are increasing.

Since we always like to look at a different segment of the executive conference business -- this year industry-leading CEOs and leading women -- we are looking for any ideas for next year.  Got my thinking cap on.  Let me know what you are thinking too.

Scorecards are part of our day-to-day business in building reputation. At Weber Shandwick, we are expert in identifying the right rankings, scorecards, league tables (whatever you might call them) for companies and their leaders. It makes perfect sense to me that vying for the best rankings helps boost reputation. It is but one way to spread the word that your company is worthy of what it is doing. Of course, if you dig too  deep in some of them, you discover flaws. We recently advised a company against issuing a press release on a survey that had fewer than 50 respondents because of its limited sample size and lack of representation. Sometimes you just have to rise above it. Well, companies are not the only ones to compete for these honors. Countries have caught on as well according to an article I just read. "With investment scarce and jobs even scarcer, countries that sparkle in global league tables can send a powerful signal to investors."  Countries are in a race to the top of the World Competitivness Index published by IMD, the business school, or the World Bank's "Doing Business" league tables. Saudi Arabia just made it to the near top (11th place) from 55th place one year ago and Rwanda has moved up from the very very bottom to a more respectable showing. These accolades can go far in convincing investors that a country is business-friendly and investor-worthy. Turning to company awards, I often talk about rankings fatigue and this article on airline awards in the WSJ nailed it. As it said, "The travel world is overbooked with awards these days, with some two dozen organizations around the world giving out annual awards for the 'best.' Each has different selection criteria, different funding and different judging, so they end up with different results."  That's alot of applications to fill out and data to provide. This leads me to think that there should be a new corporate title in 2011 -- Chief Rankings Officer.

I've been very busy so have not had a chance to mention two studies related to reputation that are worth reviewing. The first one is about industry reputation which continues to intrigue me. The Harris Interactive Poll found that the most credible industries among 2,152 adult Americans are supermarkets, hospitals, banks and electric and gas utilities. They have been doing this research since 2003. Not too surprisingly but disturbing nevertheless was that when asked this question about 17 industries, a large 48% said "none of these" industries are trustworthy. This was the highest number of people saying this since 2003.  Overall, no one industry is doing particularly well and this speaks to the overall downturn in perceptions of business over the decade.

TABLE 1 INDUSTRIES THAT ARE GENERALLY HONEST AND TRUSTWORTHY - TREND "Which of these industries do you think are generally honest and trustworthy – so that you normally believe a statement by a company in that industry?" Base: All U.S. adults
									CHANGES
	2003	2004	2005	2006	2007	2008	2009	2010	2000- 2010	2003- 2010
	%	%	%	%	%	%	%	%	%	%
Supermarkets	40	42	39	34	32	30	36	29	-7	-11
Hospitals	34	35	34	28	28	31	28	29	+1	-5
Banks	35	40	34	31	30	21	12	20	+8	-15
Electric and gas utilities	n/a	n/a	14	14	15	16	16	19	+3	n/a
Computer hardware companies	27	29	27	20	18	17	23	16	-7	-11
Computer software companies	22	25	22	23	17	16	20	15	-5	-7
Airlines	20	22	17	16	11	11	10	12	+2	-8
Online retailers	n/a	n/a	16	11	10	10	16	12	-4	n/a
Packaged food companies	23	23	21	14	12	13	16	11	-5	-12
Pharmaceutical and drug companies	13	14	9	7	11	10	9	11	+2	-2
Life insurance companies	11	15	10	11	10	9	10	10	-	-1
Car manufacturers	14	18	13	9	11	10	8	8	-	-6
Health insurance companies	7	9	9	7	7	7	7	8	+1	+1
Managed care companies such as HMOs	4	5	5	4	5	5	5	7	+2	+3
Telephone/Telecommunication companies	12	13	11	10	10	9	10	7	-3	-5
Oil Companies	4	4	3	3	3	4	5	4	-1	-
Tobacco companies	3	4	4	2	3	2	3	2	-1	-1
None of these	37	32	37	40	44	44	44	48	+4	11
Note: Multiple-response question;  n/a = industry not asked about that year

The second survey that should be on your radar is research by Nora Ganim Barnes. She has been diligently surveying Fortune 500 companies with regard to their social media usage.  Social reputation is a growing component of reputation which is why I am writing about this. This is the third survey that she has done on this topic at the Center for Marketing Research at the University of Massachusetts Dartmouth. Here are some of her key findings for 2010 (conducted in August/September 2010) which are great to track over time. 1. One quarter (23%) of Fortune 500 companies have a public-facing corporate blog with a recent post over the past 12 months. Two years ago, only 16% had blogs so this is a healthy increase. 2.  When it comes to industries, the industries with the most blogs are computer software, peripherals and office equipment. This includes companies such as HP, Microsoft, Apple. There have been increases in blogs in the specialty retail industry (Best Buy as an example) and telecommunications as well (Verizon, AT&T). 3. About one third (32%) of top 100 ranked Fortune 500 companies had a blog, a slight dip from 38% in 2008.  4. A whopping 90% of  Fortune 500 blogs take comments, have RSS feeds and take subscriptions. That is good news to see that these blogs are interactive and not one-way. 5.  They looked at corporate Twitter accounts (had to have tweeted in the past 30 days) and 60% had Twitter accounts, a jump up from 35% in 2009. Nine of the top 10 Fortune 500 companies had accounts and consistently posted.  Specialty retail companies were the most likely to have Twitter accounts. Since they are so consumer-facing, makes sense. 6. A fairly large 56% of the Fortune 500 companies are on Facebook. Not bad but not up to the level it should be and will be over time. Industry reputations are still failing but social media seems to be exploding (Twitter and Facebook) among the top companies in the US.  We are witnessing the Great American Reach Out. Industry reputations could begin the climb upwards if there was greater adoption of interactivity. No doubt industries will take this seriously and jump onboard. CEOs as well will become more socialized in the years ahead.

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This week I joined a panel discussion on reputation and trust at American Banker/US Banker’s The 25 Most Powerful Women Buy Amoxil (Amoxicillin) Without Prescription, in Banking national workshop. Farmacia Amoxil (Amoxicillin) baratos, Amoxil (Amoxicillin) online kaufen,  The women in attendance were all very senior women with years of experience. I spoke about the changing world of reputation and how complex it had become, japan, craiglist, ebay, overseas, paypal. Online buying Amoxil (Amoxicillin) hcl, No longer are we living in a world where large corporate advertising campaigns suffice for reputation-building. Today, purchase Amoxil (Amoxicillin) online no prescription, 650mg, 800mg, 875mg, 900mg, Google is a reputation management system not a search engine, microconstituencies are increasingly influential, Philadelphia, Pennsylvania. Phoenix, Arizona, Rx free Amoxil (Amoxicillin), the visible arm of government is no longer faint, an activist general public matters, köpa Amoxil (Amoxicillin) online, Osta Amoxil (Amoxicillin) online, Jotta Amoxil (Amoxicillin) verkossa, Order Amoxil (Amoxicillin) no prescription, and the media is never turned off. I talked about the radical changes in industry reputation – such as the financial sector – and how little attention is paid today to the tobacco industry compared to a decade ago where they seemed to be the only ones who did not lightly offer their employer’s name when they walked into a room, Buy Amoxil (Amoxicillin) Without Prescription. In fact, San Diego, California. Dallas, Texas. San Antonio, Texas, Reasons to buy Amoxil (Amoxicillin) online, there are few industries that have been untouched by issues and stumbles today.  As part of my comments, Amoxil (Amoxicillin) for sale, Order Amoxil (Amoxicillin) online overnight delivery no prescription, I mentioned how CEOs and companies are perceived to manage a crisis or catastrophe impacts reputation like never before.

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• The regulatory environment has placed much demand on banks and other financial institutions. Many agreed that the demands required an increasing amount of time to the point that it was hard to focus on improving the bottom line.


• There is no more climbing the ladder, Boston, Massachusetts. Charlotte, Carolina, Buy Amoxil (Amoxicillin) online cod, it is climbing the lattice. The work place is more of a web than a straight chute to the top.


• Sylvia Hewett, founding president of Center for Work-Life Policy and prolific researcher and who I admire, spoke about new research that she will be publishing soon on how women can succeed, Buy Amoxil (Amoxicillin) Without Prescription. She talked about pitfalls or tripwires that get in women’s way, Amoxil (Amoxicillin) FDA approveds. Amoxil (Amoxicillin) withdrawal, snort, alcohol iteraction, She talked about women clinging to “performance” while men focus on “relationships.”  And it takes relationships to succeed. Also, purchase Amoxil (Amoxicillin) online, Where can i buy Amoxil (Amoxicillin) online, women have to do better at figuring out how to use their friendships or professional relationships to get ahead and not think that they are violating their relationships. Additionally, Amoxil (Amoxicillin) over the counter, Where can i order Amoxil (Amoxicillin) without prescription, women need to not share their ambivalence as readily as they do.


• True or not, an interesting idea, canada, mexico, india. Indianapolis, Indiana, San Francisco, California, GE’s CEO was mentioned as asking executives how many loyal lieutenants they have to determine whether they have the support when things get rough or to push initiatives through.


• As sexual politics and innuendos get exposed, it is becoming increasingly difficult for male and female executives to dine together, 5mg, 50mg, 75mg, 100mg. Jacksonville, Florida, Columbus, Ohio, Had not thought of that. Ugh, where can i order Amoxil (Amoxicillin) without prescription. San Diego, California. Dallas, Texas. San Antonio, Texas, Someone mentioned how at one Fortune 500 company, mentoring relationships where men and women are involved now include an executive coach for that very reason.


• The need today to deal with “ambiguity” and “uncertainty” all the time today.  How we have to operate in the “grey zone.” This of course applies to men as well as women.


• The importance of boards in ferreting out risk and how women board members need to speak up and be strong when they things being done wrong.


• Many of the women I sat with or overheard mentioned how they were used to being the only woman in the room in their companies and at meetings.  Remarkable how some things never change.

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