2015 Annual report v website consistency analysis among FTSE 350

© Black Sun Plc 2014 www.blacksunplc.com

THE ART OF COMMUNICATING A CONSISTENT CORPORATE STORY

15 September 2015


AGENDA

1. THE IMPORTANCE OF CONSISTENCY

2. PRESENTATION OF RESEARCH FINDINGS

3. PRACTICAL ADVICE ON ACHIEVING CONSISTENCY

4. HOW TECHNOLOGY IS NOW AN ENABLER

5. Q & A AND GROUP DISCUSSION

6. SUMMARY


THE IMPORTANCE OF CONSISTENCY

1


BIGGEST COMMUNICATIONS CHALLENGES

4

Source: Brunswick


CONSISTENCY IS A MAJOR CHALLENGE

5

Source: Brunswick


STAKEHOLDER IMPORTANCE IS SHIFTING

6

Source: Brunswick


DIGITAL IS INCREASINGLY IMPORTANT

7

Source: Brunswick


TWO PIVOTAL COMMUNICATIONS VEHICLES

8

ANNUAL REPORT CORPORATE WEBSITE


IMPORTANCE OF THE WEBSITE

• First point of call

• Analysts have 122 stocks to monitor and use the site as a key source of information (source: Rivel)– 51% say websites are used to help assess the stock – 40% say websites can be persuasive on their investment

decisions– 42% use websites to monitor stock post purchase

• Poor websites dampen investment interest

9


AFFECTS INVESTMENT DECISIONS

10%

38%

29%

22%

1%Very unfavorable

Moderately unfavorable

Slightly unfavorable

No impact at all

Uncertain

What Kind of Impact on Your Investment Interest Does a Poorly Designed/Incomplete Website Have? (Total Global Buy-Side, Nov. 2012, n=404)

77% at least slightlyunfavorable

10


EXPECTATION OF CONTENT

92%

88%

87%

85%

83%

79%

78%

76%

69%

66%

65%

64%

Recent investor presentations

Earnings releases

Annual report archive

Historical financial data

Earnings call replays/transcripts

Key financial metrics

The business strategy

IRO contact information

Calendar of company events

Government filings

Industry fundamentals

Corporate governance information

Things Must Be Able to Find Quickly on an IR Website (Aided)(Among Total Global Buy-side May 2014, n=355)

* Multiple responses

11


Our strategy

Our market

Executivecommittee

The Board

Committees

Corporategovernance

Risk managementCode of conductWhistleblowing

Our Operations

Business 1

Investment case

Share price & tools

Results & reports

Regulatoryannouncements

Our approach

Community

Safety

Environment

News

Media gallery

Media pack

Employees

Case studies

Investor presentations

Financial calendar

Contacts & advisers

Shareholder information

PR Contacts

Fact sheet

Business 2

Performance

WITH SIGNIFICANT SHARED CONTENT

HomeSearch

Our Businesses Investors Responsibility Media ContactsAbout Us

© Black Sun Plc 2015 www.blacksunplc.com13

QUESTIONS WE WANTED TO ANSWER…

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCIjy0N-E6scCFcOu2wodBuMCZg&url=http://www.clipartpanda.com/categories/question-mark-clip-art&psig=AFQjCNG2HHlQ-4gA5VaLwRkW_iUS5WsWxQ&ust=1441891007051951



HOW MUCH OF THE STRATEGIC REPORT IS CARRIED THROUGH TO THE WEBSITE?




WHEN CONTENT APPEARS IN BOTH,HOW CONSISTENT IS IT?




CONTENT WE ANALYSED

16

Market Strategy Business model

KPIs Principal risksRisk management

Governance framework Remuneration policyCR key areas

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCJHfka-H78cCFUg4GgodztMEeQ&url=http://www.careers.ox.ac.uk/watch-the-battle-of-the-blues-at-twickenham-as-a-guest-of-ey/&bvm=bv.102022582,d.ZGU&psig=AFQjCNH_dzkfYpenKzXBH9WnwpUJK5PJaw&ust=1442063447425760

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCK2tksqH78cCFYY9Ggod7XYDkQ&url=http://launchworkplaces.com/Gaithersburg/launch-event/winning-business-model-deep-dive/&bvm=bv.102022582,d.ZGU&psig=AFQjCNEgV-ZIg05sCmyAozncjWFqAwkvLw&ust=1442063546791295

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCK2tksqH78cCFYY9Ggod7XYDkQ&url=http://launchworkplaces.com/Gaithersburg/launch-event/winning-business-model-deep-dive/&bvm=bv.102022582,d.ZGU&psig=AFQjCNEgV-ZIg05sCmyAozncjWFqAwkvLw&ust=1442063546791295

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCIPkg6yI78cCFcNdGgodyiQLaw&url=http://icons.mysitemyway.com/legacy-icon/043366-blue-jelly-icon-sports-hobbies-target1-sc44/&bvm=bv.102022582,d.ZGU&psig=AFQjCNGMUCUi80VbD6JRkGv6RXUmJNQdAA&ust=1442063689101518

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCKL0q_yI78cCFcfSGgod-XEMzw&url=http://cobaltpm.com/projects-risks-you-probably-never-thought-about-before/&bvm=bv.102022582,d.ZGU&psig=AFQjCNERsc0Pi0vXAPaAj1f5KY-FEAy3Xg&ust=1442063831190925

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCNbuwciI78cCFQvXGgod11sB_w&url=http://www.skydivemag.com/article/how-dangerous-is-skydiving&bvm=bv.102022582,d.ZGU&psig=AFQjCNERsc0Pi0vXAPaAj1f5KY-FEAy3Xg&ust=1442063831190925

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCJjolcOJ78cCFYc2Ggod_ZkJeQ&url=http://archcruclaimsnews.org/?page_id%3D19&bvm=bv.102022582,d.ZGU&psig=AFQjCNGrabjqzQKalRgCpPn_E7a2PZ95YQ&ust=1442064083444175

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCPz5ot6J78cCFYZbGgodpzcAyw&url=http://www.assert-fitness.co.uk/guarantee/&bvm=bv.102022582,d.ZGU&psig=AFQjCNFQVkx9or2v3JymMr4OwaqdUVsOGA&ust=1442064136909671

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCMS5pP6J78cCFcnYGgod9A0FWQ&url=http://www.thurrockcf.org.uk/?attachment_id%3D428&bvm=bv.102022582,d.ZGU&psig=AFQjCNGAokeZzgLr6h6dbRNVgJbACV-X8g&ust=1442064204720093


• Recognises print and digital are different

• Content NOT required to be identical

• Structure, messages and core content match

• Take-out must be the same

TEST FOR CONSISTENCY

17


INCONSISTENCY: BUSINESS MODEL

18

• BUNZL

http://www.bunzl.com/about/our-business-model.aspx

http://www.bunzl.com/~/media/Files/B/Bunzl-PLC/reports-and-presentations/ar-2014.pdf






INCONSISTENCY: STRATEGY

19

• Morrisons

http://www.morrisons-corporate.com/about-us/strategy-structure/ http://www.morrisons-corporate.com/ar2015/pdf/Morrisons_AR_2014_Full.pdf

http://www.morrisons-corporate.com/about-us/strategy-structure/

http://www.morrisons-corporate.com/about-us/strategy-structure/

http://www.morrisons-corporate.com/ar2015/pdf/Morrisons_AR_2014_Full.pdf




INCONSISTENCY: STRATEGY

20

http://sse.com/media/332715/SSE_AR2015_6Aug_UPDATE.pdf




HOW THE FTSE PERFORMED

2


HOW DID THE FTSE PERFORM?

22

FTSE100 FTSE250

44%OF CONTENT

41%OF CONTENT

68%CONSISTENT

55%CONSISTENT

LAST YEAR

48% 45%63% 65%


STAR PERFORMERS


CORPORATE RESPONSIBILITY

24

FTSE100 FTSE250

12%

84%91%

9%


STRATEGY

25

FTSE100 FTSE250

24%

76%76%

24%


BUSINESS MODEL

26

FTSE100 FTSE250

36%

64%

35%

65%


KPIs

27

FTSE100 FTSE250

60%

40%

52%48%


GOVERNANCE FRAMEWORK

28

FTSE100 FTSE250

56%

20%55%

41% 24%


THE MARKET

29

FTSE100 FTSE250

64%

36%27%

71%


RISK MANAGEMENT

30

FTSE100 FTSE250

60%

28%

29%

71%

12%


REMUNERATION POLICY

31

FTSE100 FTSE250

83%

15%

96%

4%


PRINCIPLE RISKS

32

FTSE100 FTSE250

96%

9%

91%

4%


FTSE 250

33

CONTENT

CONSISTENCY

100%

75%

50%

25%

0%0% 25% 50% 75% 100%

FTSE100FTSE250


FTSE100 V FTSE250

34

CONTENT

CONSISTENCY

100%

75%

50%

25%

0%0% 25% 50% 75% 100%

FTSE100FTSE250


KEY DIVERGENCES IN CONTENT

35

CONTENT

CONSISTENCY

100%

75%

50%

25%

0%0% 25% 50% 75% 100%

FTSE100FTSE250


KEY DIVERGENCES IN CONSISTENCY

36

CONTENT

CONSISTENCY

100%

75%

50%

25%

0%0% 25% 50% 75% 100%

FTSE100FTSE250


BY SECTOR

37

Industry % content shared across channels

% of shared content that is consistent

Building Materials 47% 73%

Industrials 44% 72%

Financial Services 45% 71%

Consumer Goods 48% 71%

Oil & Gas 56% 70%

Consumer Services 36% 56%

Healthcare 36% 46%

Utilities 35% 44%

Telco 33% 38%


ACHIEVING CONSISTENCY

3


CHRIS GURNEYINVESTOR ENGAGEMENT

A CLIENT PERSPECTIVE


“My overall message today is simple. Barclays is changing. There will be no going back to the old way of doing things.”


CHALLENGES

41

• Strategy drove a need for refreshing the website content

• Poor user experience with site designed exclusively for tablets

• IR section not driven by audience needs/best practice

• Investor feedback that the navigation was not logical and content was hard to locate

• Technology limited our ability to keep content up-to-date


COMPLEX STAKEHOLDER AUDIENCE

42

ANALYSTS

DEBTINVESTORS

FINANCIALMEDIA

PRIVATEINVESTORS

YOURINVESTMENT

STORY

CREDITAGENCIES

INSTITUTIONALINVESTORS


OUR INTEGRATED PROCESS

43

REPORTPROCESS

CHOSENCONCEPTCONCEPTS DESIGN PRODUCTION ARTWORK PRINTAPPROVE

DESIGNPRINTREADY

FILE

1. CONCEPT 2. DESIGN 3. PRODUCTION 4. PUBLISHING

WEBSITEPROCESS

ASSETPRODUCTION

CONTENTFLOW IN

CONTENTMAP

ONLINEDESIGN GO LIVE

DEFINEINTERACTIVEEXPERIENCE

ONLINEREPORT

PROCESSASSET

PRODUCTIONSITEMAP ONLINEDESIGN

DEFINEEXPERIENCE GO LIVETEMPLATE

BUILDCONTENTFLOW IN


CONSISTENCY OF CONTENT

Website content

Report content


ARTICULATING THE INVESTMENT CASE

45


COMMUNICATING THE SCORECARD

46


THE POWER OF TODAY’S TECHNOLOGY

4


FOR A REVOLUTION IN CORPORATE COMMUNICATIONS

A REVOLUTION IN PUBLISHING


A SOLUTION …….

THAT EMPOWERS YOU TO MANAGE YOUR CORPORATE STORY…..


A SOLUTION …….

THAT ENABLES YOU TO WRITE ONCE, PUBLISH ANYWHERE…..


THROUGH WHICH YOU CAN CREATE YOUR PRINTED REPORT

AND THEN PUBLISH ONLINE, AND INTO YOUR WEBSITE

AND YOUR RELATED DOCUMENTS

SAVING YOU TIME AND MONEY

AND HELPING ENSURE A CONSISTENT STORY


WRITE ONCE, PUBLISH ANYWHERE


Empowering you to manage your digital experience

Empowering you to manage print and publish online

A WORLD-CLASS PLATFORM


THANK YOU

2015 Annual report v website consistency analysis among FTSE 350

Business

Transcript of 2015 Annual report v website consistency analysis among FTSE 350