The case of the missing value

THE MAN WHO KNEW TOO MUCH

Kevin Murray, Chairman

P.D. James “What the detective story is about is not

murder, but the restoration of order.”

40 years a communicatorCrime reporter

News editorManaging editor

BayerUKAEA

BABell Pottinger

Good Relations GroupAuthor

Who am I?

CardiffHamburg

LeedsLondon

ManchesterMunich

New YorkSingapore

We are The Good Relations Group

We help clients build trusted brands by leveraging the power of good

Good actions. Good engagement. Good recommendations.

280people

300

clients

My case

What we do is more valuable than we argue…

Are we measuring the right things?

Where should we be looking?

How do we up the game?

The need for ‘quivering antennae’

TRUST IS MONEYReputation = £60 billion

Paul Polman, Global Chief Executive of Unilever

New world of transparency

Constant scrutiny

Challenge

SpeedInstant reputational ruin

Perpetual communication

Billions of pounds of value wiped off the share price. And there’s the key

Value isn’t where it used to be…

$35 trillionin soft assets

$25 trillion

Where should we be looking?

Case one

The story of the inspiration gap

Engagement Drivers

Visibly inspiring leadershipOrganisational integrityEngaging messagesEmployee Voice

Tangible Benefits

Income growthProductivity/performanceCustomer SatisfactionInnovationLower absenteeismRetentionHealth & safety

1,500 MANAGERS

Inspiration Quotient 7/10

STRONGEST

1. PoV

2. Feedback

WEAKEST

12. Engagement

11. Vision (inspiring)

™

The lower in rank, the lower in skills

4,000 WORKERS

5/10 Inspiration Quotient

1/5 Inspiring

1/20 Very inspiring

Inspiration deficit

™

Engagement Drivers

Visibly inspiring leadershipOrganisational integrityEngaging messagesEmployee Voice

Tangible Benefits

Income growthProductivityCustomer satisfactionInnovationLower absenteeismRetentionHealth & safety

UPPING OUR GAME?

£2 million plus fee incomeNew consulting modelsCredibilityProfile

The Value?

What you do depends on great leadership throughout your organisation

Reputation comes mainly from what you do and how you engage with stakeholders and

whether they recommend you

Case two

The story of the undervalued soft assets

Intangible assets build competitive edge

*Government Report

$35 trillionvalue from

‘soft’ assets

Reputation and Trust

Culture and Values

Leadership and Communication

Skills and Competencies

Processes and Systems

Knowledge

Relationships

Greatest value in reputation, relationships and trust…

How to up our game?

To build trusted brands, we believe our clients need to:

Be a force for good and be seen as a force for good

Build and maintain good relationships, through better engagement, and…

Help stakeholders to become advocates, in order to drive good recommendations

At Good Relations, we believe that there are three drivers of trust and reputation

Introducing ‘Triple-G’

Our Triple G rating, researched by our sister company OLR, was designed to accurately score and measure performance against all three elements of what we call ‘The Power of Good’

Putting it all together

Putting it all together

UPPING OUR GAME?• Additional revenues• Repositioning for new Group• Quality conversations for

more opportunities• New value-adding consulting

models and approaches.

UPPING THE GAME: Where do you want to be?

The only PR Group to have the cover of Marketing Week

Findings

The benefits of looking at the world differently

The value of thought leadership

The positive returns of listening to customers

Physician, heal thyself…

Thank you