Reputation. A review of UK companies

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1 Reputation A review of UK companies

2 Highlights Research commissioned by SIFA Strategy and Deloitte Undertaken by YouGov between March & April 2015 Reputation is increasingly recognised as having a core strategic value It can drive significant commercial value through sales, price and trade terms Reputation remains dominated by association to risk How it can be measured, managed and enhanced remains unclear Reputation requires metrics and meaningful KPIs Sample base of senior management of UK listed companies Response from 74 companies with total market capitalisation in excess of 200 billion 2

3 Reputation value

4 Commercial value of corporate reputation Thinking about your own organisation, do your senior managers believe its corporate reputation holds a commercial value? Somewhat 14% No 3% 97% of respondents believe that corporate reputation holds commercial value, making it a core asset for management to consider. Interestingly, this echoes similar research undertaken in the USA. Yes 83% 4

5 Commercial value of corporate reputation What percentage of your organisation s enterprise/market value do you estimate is accounted for by its reputation? Up to 25% 20% 26-50% 27% 51-75% 9% More than 75% 7% Don t know 36% Mean Score 43% We believe that 43% is a higher number than expected and places significant importance on corporate reputation. 5

6 Reputation and sales Do you believe that your organisation s reputation in the marketplace allows your business to generate increased sales? No 7% In balance with the views on commercial value, the vast majority of respondents believe corporate reputation enables increased sales. Yes 93% 6

7 Reputation and sales By what percentage are your sales volumes higher than if they were under a new, otherwise unknown brand name or private label? Up to 25% 26% 26-50% 9% 51-75% 5% More than 75% 14% Don t know 46% Mean Score 48% Again, we believe that 48% is a higher number than expected showing the potential influence of corporate reputation. 7

8 Reputation and pricing Do you believe your brand s reputation in the market allows your business to price products and services at a premium to otherwise generally comparable products and services? Don't know 5% Again corporate reputation shows strong links to commercial value by impacting pricing potential. No 35% Yes 60% 8

9 Reputation and pricing What is the percentage premium on your price that you are able to achieve without loss of sales volume? Less than 10% 45% 10-20% 4% More than 20% 3% Don t know 49% Mean Score 12% And can drive a significant pricing premium. 9

10 Reputation and trade To what extent does the business benefit from favourable terms of trade with suppliers as a result of reputation? Don t know 12% A lot 19% As well as pricing potential with customers, corporate reputation can also create benefit in trade terms. Not at all 22% A little 47% 10

11 Reputation and trade What do some of these favourable terms of trade include? Pricing and discounts 57% Knowledge sharing 51% Preferential agreements 37% Joint initiatives or funding Credit terms 31% 33% Exclusives 27% Other 2% 0% 10% 20% 30% 40% 50% 60% 11

12 Constituents of reputation

13 Reputation management Is your organisation s reputation a product of its marketing/public relations or of its behaviours and actions? Don t know 1% Marketing and public relations 1% Even mix of the two 30% Behaviours and actions 68% 13

14 Impact on organisation s reputation Which three of the following do you believe have the greatest potential to positively impact on your organisation s reputation? Customer/client service Culture and ethics of the organisation Quality and vision of senior management team Financial performance Products: research, development and innovation capabilities Relations with suppliers and partners Ability to recruit and retain talent Openness and transparency Corporate responsibility/sustainability Employee relations Marketing/advertising 9% 7% 26% 23% 18% 16% 15% 36% 35% 49% 64% 0% 20% 40% 60% 80% Reputation is driven by the fundamental operations and behaviour of a business, rather than what it says or presents. As such reputation enhancement has to be a key senior management function and strategic driver rather than just a marketing discipline. 14

15 Impact on organisation s reputation Which ONE of the following would you say primarily drives your reputation in the marketplace? 80% 60% 40% 57% 41% 20% 0% Ongoing relationships with existing customers History of product and service delivery of innovative products and services 1% 1% Public awareness campaigns through advertising and marketing Don't know 15

16 Current status of reputation

17 Organisation focus Which of the following is your organisation most focused on? A broader range of all stakeholders 78% Shareholders 22% Both equally 0% Not sure/don't know 0% 0% 10% 20% 30% 40% 50% 60% 70% 80% We believe 20 or even 10 years ago, the concentration on shareholder value would have been far greater. 17

18 Organisation focus Do you feel your organisation has a good understanding of what its stakeholders think about the organisation? No 3% Somewhat 38% Yes 59% We believe this score represents individual stakeholder group analysis such as investors through the IR function or customer research rather than multi-stakeholder analysis and measurement. 18

19 Reputation management Which of the following best describes your organisation in terms of how you manage your reputation? 1% 43% 8% 15% 32% We do very little and then take reactive action when required to protect our reputation We are aware of the risks to our reputation and prepare accordingly for potential issues We talk a lot about our reputation but take little proactive action to manage it We see reputation as a valuable asset and it is measured and linked to business outcomes Reputation is a key business driver for our organisation and is integrated across all our stakeholders Despite the importance placed on reputation, only 15% of organisations measure it and link it to business or commercial outcomes. 19

20 Reputation management Who is responsible for your organisation s reputation? All employees CEO Executive Management Team Chairman Public relations/communications Marketing Commercial functions Human Resources CSR/Sustainability Other 3% 31% 31% 35% 43% 50% 61% 73% 76% 76% 0% 20% 40% 60% 80% 100% Reputation is fundamentally the responsibility of the CEO and senior management team fronted by employees, echoing the importance of service and culture. 20

21 Reputation statements Agree 91% Any organisation without a comprehensive, proactive reputation strategy is risking shareholder value 34% 57% 9% 0% 25% 50% 75% 100% Strongly agree Tend to agree Tend to disagree Strongly disagree Reputation is a fundamental element, with significant influence on, shareholder value. However we believe it should be viewed with the potential to enhance shareholder value rather than be a risk to it. 21

22 Reputation statements Agree 99% An organisation s reputation cannot be solely controlled by the PR/Communications department 86% 12% 1% 0% 25% 50% 75% 100% Strongly agree Tend to agree Tend to disagree Strongly disagree This result balances the view that reputation is about the fundamental operations and behaviour of a business. 22

23 Reputation and CSR Does your organisation regard reputation as meaning the same thing as corporate responsibility? Don't know 3% Yes 15% As with marketing and PR, reputation should not be confused with corporate responsibility. No 82% 23

24 Reputation damage Has your organisation s reputation been materially damaged at any point in the past five years? Don't know 1% No 72% Yes 27% 13 of the 20 organisations which reported that their reputation had been materially damaged in the past five years said that the damage had prompted a rethink about their organisation s approach to reputation. 36% of the organisations which said their reputation had not been damaged in the past five years also said that their company had re-evaluated its approach to reputation. Taken together, these findings suggest that 43% of companies have re-evaluated their approach to reputation in the last five years. 24

25 Influence of reputation Does your organisation s reputation influence business planning or decision-making? No 14% Don't know 5% Yes 81% 25

26 Influence of reputation Does your organisation have key performance indicators focused around reputation? Don't know 5% Yes 34% No 61% 26

27 Influence and importance of reputation Does any element of your organisation s reputation performance influence remuneration? Yes - but only executive board directors or CEO 8% Yes - broad group of senior managers Yes - most managers 1% 12% Yes 31% Yes - most staff 9% No 61% Don't know 8% 0% 20% 40% 60% 80% 27

28 Influence and importance of reputation Do you feel that reputation is a concept which is increasing or decreasing in importance within your organisation? 100% 75% 1% 1% 34% Decreasing 1% 50% 25% 42% Increasing 64% 0% 22% Increasing a lot Increasing a little No change Decreasing a little Decreasing a lot Don t know 28

29 Key conclusions for FTSE 350 companies 69% believe that reputation allows products and services to be priced at a premium (with an average increase of 9%) without losing sales revenue. When your sales are in the billions, the commercial return of a successful reputation management programme soon shows very high returns. In 2014, the total revenue of the FTSE 350 was 2.81 trillion. A potential 9% premium would equate to 253 billion of pricing potential. 50% of respondents representing the FTSE 350 believe that reputation is purely viewed as risk within their organisations. Only 34% claim to use reputation as a key business driver across all stakeholders. Base: 32 29

30 Key conclusions for FTSE 350 companies 59% of FTSE 350 respondents have not reevaluated their approach to reputation over the last five years and 63% believe that reputation as a concept has not changed in importance, or has only changed a little within their organisation 50% have no performance indicators based around reputation and 53% do not link reputation to any form of remuneration. However for us, the key finding is that only 16% make any effort to measure reputation and link it to businesses outcomes. 78% of respondents say they are now focused on a broader range of stakeholder Base: 32 30

31 Respondents

32 Company demographics Which of the following best describes your role in your organisation? Executive management Comms professional Senior functional role Non-executive role Senior commercial role Other 28% Which of these applies to your business? 49% What type of organisation do you work for? 3% 4% 4% 9% Other (3%) 7% 3% 4% 89% AIM or ISDX listed Comms professional Member of FTSE350 Member of FTSE100 Main board FTSE listing 15% 23% 26% 28% 36% Approximate annual turnover? Business publicly listed in the UK (89%) Private UK business (4%) Private UK business which is subsidiary of international private or listed business (4%) 34% have an annual turnover of less than 50m 28% have an annual turnover between 50m and 1bn 36% have an annual turnover of more than 1bn

33 B2B or B2C? Would you describe your organisation as: 80% 60% 64% 40% 20% 19% 18% 0% Primarily providing goods and/or services to other organisation Primarily providing goods and/or services to the public Evenly providing goods and/or services to both other organisation and the public 33

34 About SIFA Strategy

35 Measurement and management We provide A baseline understanding of your reputation among key stakeholders. Metrics to stimulate debate, inform actions and provide building blocks for KPIs. Early warning system for possible issues Competitor and industry benchmarking, as appropriate. Recommendations and action plan for next steps as regards: Improving corporate reputation, Embedding reputation within the business, Managing reputation going forward. Ongoing reputational insight, measurement and dashboard development 35

36 Cost effective stakeholder system An integrated system for multi-stakeholder measurement and analysis 36

37 Contact us For more information, please contact: Fergus Wylie +44 (0) Ben Morton +44 (0)

38 Thank you

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