1. Reputation:with orwithout youAn MSLGROUP EMEA SurveyFive principles for building and protecting yourreputation in the always-on world

2. Contents IntroductionHere in EMEA at MSLGROUP, we are fortunate to work withsome of the regions largest companies on complex andchallenging business assignments. Our clients universe along with ours as consultants has changed significantly overthe past few years. The dot-com era forced businesses to adaptto the disruptive commercial impact of the internet, and nowcompanies are being forced to react to the equally disruptivecommunications impact of digital and social networks.Instead of occupying the commanding heights ofcommunications alongside the media, companies are nowswimming in a sea of new voices, each one posing a potentialthreat to reputation and the bottom line. Add to that the rapidincrease in the pace of communications and businesses arefaced with an extremely high-risk environment.It is also a time of tremendous opportunity for companiescourageous enough to grasp the nettle.Companies are waking up to the reality that the debates abouttheir business and brand will happen with or without them,and so its in their interest to engage.With this report we set out to answer two basic questions:can organisations adapt to managing their reputations in thisalways-on world? And if so, how?Its always good practice to step back, observe yoursurroundings, and adjust your approach. This study shouldhelp our clients to navigate the risks, seize the opportunitiesand advise their own boards and communications colleagues.We have certainly found it valuable.We are confident youll find insights in this report that will helpyou to navigate the always-on world and build the strongerreputation and relationships youll need to achieve yourbusiness goals.Sincerely,Anders KempePresident, EMEAMSLGROUPAnders KempePresident, EMEAMSLGROUP01Introduction02Survey Methodology/Executive Summary0406101214 Summary & recommendationsPart 1: Increased scrutiny ofcommunications at board levelPart 2: Embracing and adaptingto the always-on landscapePart 3: Changing teams/changing culturePart 4: Empowering employeesto become external advocatesAbout MSLGROUPMSLGROUP builds and protects our clients brands,reputations and relationships by helping them to be moreINFLUENTIAL in the big, non-stop conversation bothinside and outside their organisations. We help them toinfluence the right people at the right time, in the rightway. Its part art, part science. It takes continuous insight,ideas and action. It takes people, process, creativity andtechnology working together relentlessly.For more information on the full survey please contactandrew.macdougall@mslgroup.comAn MSLGROUP EMEA Survey 01 3. Survey Methodology Executive SummaryInterviewed organisationsIndividuals from the following organisations were interviewed in markets across EMEA.3M ItalyAlcatel-LucentAlgol GroupAPR EnergyAstraZenecaBAE SystemsBanque PopulaireBASFBech Bruun Law FirmBritish LandBUPACarrefourCelesioChr. HansenColoplastCommerzbankContinental AGDiscoveryCommunicationsDjfEYDNA LtdDanish BroadcastingCorporationEgmontEMCEricssonEuropean ParliamentFinnairFriskolornas riksfrbundFTFGSKH&MHartwallHJ HeinzIKEA GroupINFARMAInvestorKPN TelecomLhiTapiolaLEGOLundbeckMaggiMagneti MorelliMcDonaldsNeste OilNorges PelsdyralslagNorthland ResourcesNorwegian Bar AssociationNS, Dutch RailwaysOGEO FUNDPioneer Pekao InvestmentManagementPraktikerjnstRaadhusgruppenRandstad HoldingRenaultPlease note: A number of companies who participated in the study declined the opportunity to be named.RWE AGRynkeby FoodSainsburysSaint GobainSantander UKSiemans AGSpicerhaartSportmasterStandard Chartered BankStroili Oro S.p.A.Suomen TerveystaloThyssenKrupp Steel EuropeUNIFY ItalyUnileverUnion Investment TFIUWV (Dutch EmployeeInsurance Agency)VR (State railways)ZF FriedrichshafenThe free flow of digital information and thetransparency brought about by social mediahave increased both the number and paceof conversations about brands and business.Its a lot busier and faster out there.Companies are adapting to this always-oncommunications environment and therelentless threat to reputation and the bottomline that it represents. Bad news travels fasterthan ever, while good news is often drownedout in the news stream.As a result of this new always-on reality,communications is receiving more attentionthan ever at board level.This shifting communications landscape and the heightened risk to reputation hasalso necessitated a change in approach anda change in the structure and culture ofcommunications teams.In sectors with significant regulatoryrestrictions or more conservative cultures(e.g. pharmaceuticals or banking), vigorousdebates are being held about how to bestnavigate this new environment.Within companies, there is a flux in bothstructure and culture. Superb subject-matterexpertise must now be married with expertisein the distribution of content across entirelynew technologies and channels. More seasonedprofessionals havent yet fully embraced orunderstood the possibility of digital and social,while the millennials cant picture theirworld without it.The always-on communications realityhas placed a premium on content. In additionto regularly planned events and launches,companies now need high-quality, relevantcontent to sustain the ongoing conversationsthat are happening on digital and socialchannels. This has implications whenplanning communications campaigns.Companies are therefore looking internallyto mine more content and are up-skilling andengaging their employees to become brandambassadors, instead of relying solely ondesignated external communicators. But thereexists significant uncertainty over how bestto do this.In a world of more voices and moreconversations, how should businesses harnessthe (often untapped) power of their ownemployees to better tell their story and buildthe companys reputation?In a world drowning in content, how docompanies produce content that is relevant,interesting and influential?In a world of endless conversation, how doyou focus the discussion around your brandor business and drive sales?To gauge the views of senior communications managers at100 top organisations in EMEA, MSLGROUP developed a surveywith a mixture of open and closed questions targeted to theirexperience in dealing with communications and reputationalissues. The surveys were conducted across EMEA markets inperson or over the phone between 13 January, 2014 and 24 June,2014. A full list of the companies interviewed appears below.Quantitative questions were analysed according to the data,with the descriptive supplement answers providing insight intothe thinking behind the quantitative answers. The qualitativeanswers were in general clustered in order to ascertain anycommon themes across companies.When analysing responses, percentages are shown out of thetotal respondents for that question, as this is not always the full100 companies interviewed.Many interviews were conducted in local languages and havebeen translated into English for the purpose of evaluation.MSLGROUP would like to thank all of the companies whoparticipated in the study.To receive a copy of the full survey please contactvictoria.sugg@mslgroup.com02 An MSLGROUP EMEA Survey An MSLGROUP EMEA Survey 03 4. Increased scrutinyof communicationsat board levelThere is an increased understanding of therole communications plays, both internallyand externally, in building the reputationReputation is quickly becoming akey indicator of business success.The majority of companies surveyedagreed with the statement thatreputation can bring a positive orsignificantly positive impact on howwell a company does business wise.Respondents also indicated thatthe reputational consequences ofcompany errors or crises are nowregarded as more severe, given theability for bad news to spread quicklyvia new digital and social channels.Despite the risks social mediapresents to reputation, a significantmajority (79%) of those surveyedview social media as a clearopportunity. Only 5% viewed socialmedia as a clear threat.However, of the companies who viewsocial media as an opportunity,23% explicitly added, withoutprompting, the caveat that this isonly the case when social mediachannels are managed appropriatelyand with a certain degree of caution.The heightened reputationalimpact of social media is one ofthe reasons why a solid majority(70%) of respondents said moreconsideration is now being given tocommunications at board level.As a result of this increased scrutiny,several companies stressed thatthey intend to adapt the way theyreport on reputation. Some firms,for example, intend to move awayfrom only analysing media coverageand establish more sophisticatedtools such as RepTrack as ameasurement instrument in orderto capture the new breadth ofconversations happening aroundtheir businesses.Board attention has also promptedcompanies to consider new waysto build their brand and reputation,although interestingly only aminority of respondents indicatedthat digital and social media wouldplay a role in those efforts.70%of companies said moreconsideration is now beinggiven to communicationsat board level86%of companies are thinkingabout different approachesto building their brandand reputation85%of companies agree or stronglyagree that the reputationalconsequences of their mistakeshave become more seriousof the company.Kerry OCallaghanVP, Global Brand Communicationsand Government Affairs, GSKKey FindingsReputation has always been serious.There is heightened focus on reputationand awareness nowadays due to theaccessibility of information to consumers.Christine DiamenteHead of Brand and Corporate Sustainability,Alcatel-LucentThe MSLGROUP takeDigital and social channels havequickened the pace of conversationand have eliminated the barriersto debate. Companies and thetraditional media no longer controlor mediate the discussion. Whilenot all online debate is necessarilyimportant or impactful, companiesmust be vigilant and monitor thediscussion and engage whereappropriate to ensure any negativeimpact on reputation is caught earlyand addressed.The study shows that within thenew always-on media landscape,reputation functions as an importantbusiness characteristic and playsan essential role in contributing tobusiness performance. The newmedia landscape has also impactedhow companies measure andevaluate reputation. We can seethat companies are on their way toincorporating their social and digitalmedia activities into their reportingmetrics on reputation. From areputation perspective, companiesare beginning to treat feedbackthrough social and digital channelsas equivalent to feedback throughmore traditional instruments suchas research or media coverage.The Business Take OutDesign a robust online monitoring and analysis regimeto engage in the conversations that are happeningaround your business or brand.Careful monitoring can help flag problems beforethey metastasize into business-disrupting crises, andaccurate metrics from these reporting regimes can helpinform board discussion on reputation and positioning.Its extremely important thatyou dont just move in yourown little world, but areopen and receptive to doingsomething else.Head of Communications andGovernment Affairs of a globaltechnology company04 An MSLGROUP EMEA Survey An MSLGROUP EMEA Survey 05 5. 88%of companies produce morecontent than two years agoWe are still trying to finda balance between whatwe produce, at what cost,and what it is peoplewant to hear about us.Head of Communications ofa national beverage companyTypes of content companiesare producing more of versustwo years ago13%12%11%VideosPictures & infographicsBrand content/storytellingBlogs & thought leadershipNews & press content Writing and creating34%30%content tailored to eachof our target audiencescan be a challengeand typically requiresa good bit of time andresources.We have acontent producer on staff,supported by other teammembers who write andprovide inputs, and thishelps us maintain focuson our content marketingobjectives and activities.Silvio CavaceppiVP Marketing & Communications PR,Embracing andadapting to thealways-on landscapeI believe that the time of shiny and polishedbrands is over. Now its more about stories.Its the little things that build the brand.You need to be able to tell interesting stories74%of companies have seen theirapproach to communicationschange fundamentally due to therise of social and digital media74%have transitioned from broadcastingto engaging in ongoing dialogue withtheir key stakeholder audiencesKey Findings APR EnergyA majority of respondents indicatedtheir approach to communicationshad fundamentally changed becauseof the rise of social media. Insteadof broadcasting to their audiencesvia paid and owned channels, theyare now increasingly engaging inconversations with stakeholdersonline.To monitor and respond to theseconversations, a strong majorityof companies have some formof social media listening or earlywarning systems in place to mitigaterisk, or have processes in place tomanage real-time interactions.The Rise of ContentWith the rise in the use of socialmedia comes an increase in theneed for content to populate socialand digital channels. To build anddefend reputation, companies arenow generating richer often highlyvisual forms of content to sustainconversations across multiplechannels.In the survey, 88% of companiesindicated that they produce morecontent than they did two years ago.There is also a clear trend in whattypes of content are being createdand shared on social channels,with companies being more likelyto produce short, easily-digestiblecontent for their social channels,rather than longer-form blogs andthought leadership pieces.about your services.Aku VaramkiSocial Media Manager, FinnairIf social media didnt exist, youd betrying to invent it.Alex ColeDirector of Corporate Affairs,BUPAA Difficult HarvestDespite facing a pressing need,many companies are finding itdifficult to find, collate and publishcontent. The factors that standout from the survey as hamperingcontent publishing are time andbudget, as well as format and tone.We dont find content too difficult to find.Were a broad business and there are lotsof people with interesting things to say.The challenge is often getting this contentinto good enough shape for publication.Tim BaxterGlobal Head of Communications & Corporate Affairs,Standard Chartered Bank06 An MSLGROUP EMEA Survey An MSLGROUP EMEA Survey 07 6. Embracing andadapting to thealways-on landscapeThere are all sorts of legal considerations.We are looking at how to use our digital andsocial channels in ways and areas of thebusiness that arent bound by our regulatoryrequirements.Kerry OCallaghanVP, Global Brand Communications and Government Affairs,GSKFrom broadcastto conversationArmed with content, companiesindicated that they have now startedusing digital and social channelsto deepen their engagement withstakeholders.However, the survey found that notall audiences respond equally well todigital and social engagement. Whilerespondents indicated that the value ofusing social media was evident whendealing with employees, customersand the media, quite a few respondedthat its value was less apparent forother audiences, including analysts,investors and policymakers.There was also some conservatismwithin sectors, with highly regulatedindustries like pharmaceuticalsand finance indicating they sawlimited upside in engaging with theirstakeholders over very public socialmedia channels.We are not just senders of messagesbut we must now accept criticism andrespond to our customers.Thierry BouvardHead of Sector Editorial Programs and Sponsorship,Banque PopulaireDo you find it difficult to find,collate and publish stories?58% 42%YesNoDo you encourage staffto take time to do this?74%26%YesNoWe have a much closer relationship withcompliance. Because we are a financialservices company we need to be verycareful with what we say on social mediaand thats why, when it comes to financialproducts, we tend to use traditional mediato communicate product information.Jonathan AkermanSenior Strategic Communications Manager, Santander UKThe Business Take OutMarry deep subject matter expertise with technologicalsavvy and then experiment with tone and approachacross channels.Companies need both a deep subject matter expertiseand an intimate familiarity with digital technology tosucceed in the always-on environment. The newdigital and social channels allow for flexibilityin tone and approach, and companies should takecalculated risks in how they communicate theirbusiness or brand in this new environment. While notevery initiative will be perfectly on-brand, the approachwill feel more genuine to consumers or partners.Its about lightingbeacons, not setting offfireworks. Were tryingto create communicationsinitiatives that last longer.Tim BaxterGlobal Head of Communications& Corporate Affairs, StandardChartered Bank1 http://mslgroup.com/insights/2014/curing-the-content-headache.aspxThe MSLGROUP takeAs we all know, the rise of digitaland social media has changedthe way companies approachcommunication. In addition to moretraditional communications eventslike product launches and quarterlyor annual results, companies are alsostaging lower-threshold events inorder to stay active in the 24-7news stream.Companies have taken a number ofapproaches to curing their contentheadache1, from hiring contentmarketing experts and ex-journalists,to engaging outside firms. Collating,qualifying, and sequencing contentin a robust content calendar thatsupports corporate and brandnarratives will remain a priorityfor the coming year.A number of respondents in highlyregulated sectors like finance andhealthcare cited their regulatoryobligations and/or ability to movemarkets as reasons to limit theiractivity on these new channels.Other firms in these sectors cited anoverall cultural conservatism towardexternal communication.For those who do participate activelyin social media, the positive effectthe always-on conversation hashad on a companys stakeholdersability to understand the companysvalues is more pronounced for somestakeholder groups than others,notably less so for analysts, investorsand policymakers.08 An MSLGROUP EMEA Survey An MSLGROUP EMEA Survey 09 7. Changing teams/changing cultureThe MSLGROUP takeIn order to fully utilise thiscomparatively new medium,companies are prioritising capabilityin social and digital media, as wellas in content production. This hasoften meant bringing in younger staffwho have grown up with digital andsocial media.With a majority of senior levelcommunications staff having enteredprofessional life well before theadvent and rise of the new channels,there is a clear split in familiarity,perceived utility, and capability withdigital and social media. These twopoles will eventually converge.The Business Take OutKnock down internal silos and embrace the quickerpace of communications in an environment of increasedtransparency.All departments are now potentially outward facing.Mastering communications in the always-onenvironment will require a united front across external,internal, customer service and investor communications.Veterans can mentor new employees in substance,while younger employees can instruct more seasonedcolleagues on the merits and particulars of the newcommunications channels.Key FindingsThe survey shows that companiesare beginning to review the internalstructure and make-up of theircommunications teams in responseto the change in communicationsoutput (i.e. more content acrossmore channels) and reputationmanagement. While somecommunications teams are growing,the majority of companies surveyedare not putting their emphasis onincreasing the size of their teams.Several companies highlightedthe need for hiring focused oncontent generation and not simplysocial media expertise. Others areconcentrating on attracting channeland technology specialists andexperts. For these companies, thefocus is ensuring that the team hasthe right capabilities. In some cases,this means hiring younger staff whoare more comfortable with socialand digital media, in other casesthis aspect of communications isoutsourced.While some companies have not yetchanged their teams or activities,most see the opportunities andbenefits of doing so and are eitherin the planning phase for change,or lack the manpower and expertiseto move ahead with changes at thepresent time.Personnel aside, the surveyfinds that companies are comingacross a number of cultural andorganisational barriers when tryingto adapt to the needs of the newmedia landscape and meetingthe demands of the always-onconversation.A number of companies indicatedthat their IT systems were laggingbehind and that they simplydidnt have the mobile technologynecessary to continuously engagewith the new channels. Somerespondents didnt feel they hadsignificant enough buy-in fromsenior management to proceed withstaffing changes to cover off the newchannels.I do not advocate aseparate social mediadepartment or division.In future, all communicatorswill have to be moresavvy and have a goodunderstanding of thevarious communicationschannels.Marc BinderGroup Communications Director,Celesio AGThe pressure for changecame from differentdirections: in additionto communications,HR noticed that youngemployees had newexpectations.Heli JrvenpCommunications Manager,AlgolIt is also clear from the survey thatcompanies need to invest in talentfrom a resource perspective as wellas from a capabilities perspective.To that end, we see most companiesadapting their teams or appointingexternal agencies to handle the bulkof social and digital communicationsin tandem with their internal teams.The companys mind-set is fundamentallychanging. I have a team that used to owntheir own channels and operate in silos people now have to think differently.Tim BaxterGlobal Head of Communications and Corporate Affairs,Standard Chartered BankTraditional communications are performedby many employees in our organisation,but few through social media. I think wewill need to have a change in culture toempower communication in social mediaas well.External Communications Managerfor a global pharmaceutical companyRespondents were askedto rank from 1-6 the greatestcultural or organisationalbarriers they experiencedin meeting the demands ofthe always-on conversation01 Capability(staff)02 Resource(staff)03 Culture(organisational)04 Technology(equipment)05 Leadership(by a CEO)06 Risk Management10 An MSLGROUP EMEA Survey An MSLGROUP EMEA Survey 11 8. All LEGO employeescommunicating withconsumers via socialplatforms require aninternal Social MediaDrivers Licence.Preben MllerBrand Director (EU), LEGOLetting employees whoare not members ofthe communicationsteam participate in thecompanys externalcommunications leadsto loss of control overthe content.Head of Marketing and PR fora multinational clothing retailerEmpoweringemployees to becomeexternal advocatesInternal and external communication arecontinually merging because, either privatelyor (at work), employees are able to sendwhat they feel, think, and say in the companyaround the world.Head of Communications and Government Affairsof a global technology companyWhat has completely changed is thecircle of communicators. This not onlyincludes the people in my communicationsdepartment, who are communicating witha broad coverage and were hired to dothat, but also everyone in the company,who today are able to communicate withthis wide reach and do so, as well, bothprivately and at work.Head of Communications and Government Affairsof a global technology companyKey FindingsTo the question of whether it wasgood in theory to empower peopleoutside of the communicationsteams to communicate, companieswere fairly supportive.The survey found that 77% ofcompanies think empoweringindividuals outside thecommunications team tocommunicate externally is a goodthing. One quarter consider it abad thing or express resistancewhen it comes to encouraging theiremployees to communicate aboutthe company externally.That said, companies are stillhesitant to grant their employeesa licence to comment on socialchannels in an official capacity:75%Limit external communicationsusing social media to certainauthorised peopleIs empowering individualsoutside the communicationsteam to communicate externallya good or bad thing? 9%Embrace contribution fromothers, although contributionscould be vetted or employeestrained first7%Allow all employees tocommunicate externally about thecompany without any measureof guidelines or oversightMost companies underline thatthere must be clear guidelines andrestrictions on how employees cancommunicate about the companythey work for.A number of companies pointed outthe importance of educating not justthe core communications team, butalso the wider network of employees.This can be in the form of formaltraining, or through company socialmedia guidelines.I think that engagingemployees experts intheir fields in externalcommunications (alsoin social media) may beprofitable and poses agreat value in buildinga brands position andreputation.Head of External Communicationand Public Relations of amultinational retailer57%23%20%GoodBadOverall good but with restrictionsThe MSLGROUP takeEmployees are now increasinglyaware, interested and involved in theinternal and external discussionshappening around their brandsor businesses thanks to digitaland social channels. A companyssuccesses or failures can reachemployees quickly and withoutcontext.Among the respondents there isan understanding that employeesmust have a role if companiesare to sustain and engage in theconversations happening in digitaland social media. Whether in thegeneration of content for the newchannels, or as external advocates,employees are increasinglydemanding a role in their companyscommunications.While the majority of respondentssupport their employees externalcommunication in theory, in practicethere is uncertainty over how to bestengage and utilise their talents.A majority of the respondents citedthe need for clear social mediaguidelines. Others cited specifictraining courses their employeesmust complete before beingallowed to contribute on digitalor social channels.The process is reallycomplex and stillimmature. Empoweringpeople outside of thecommunications team tocommunicate externallythrough social medianeeds a serious andsevere evaluation.Paolo ArmanoDigital Marketing Manager,Magneti MorelliThe Business Take OutShare knowledge and positioning with all employeesand match it with training before they can earn theirpassport to engage publicly, if not officially.12 An MSLGROUP EMEA Survey An MSLGROUP EMEA Survey 13 9. Summary &RecommendationsThe broad agreement among communications managers that digital andsocial media have the power to both positively and negatively impact corporatereputation goes hand-in-hand with the rising attention being given to corporatecommunications at board level.The new 24-7 always-on landscape is an opportunity for communicationsdirectors to build their brand and corporate reputations and to redefine theirvalue in the eyes of their superiors through more data-driven reporting.However, it will be a challenge to fulfill the expectations of the C-suite ifcommunications capabilities are not properly resourced and managed.Along with overcoming in-house cultural conservatism and an external lackof receptiveness to digital and social content amongst some stakeholderaudiences, communications managers must knit the newer skills of often muchyounger employees with the experience of more senior members of their teams.In a communications environment that is moving faster than ever, through morechannels than ever, to more audiences than ever, devising appropriate advisoryand permissions procedures will be crucial.So, how will communicators be able to use this opportunity most effectively?Monitor,respond andmeasureConversations about your brandor business are happening all aroundyou, whether you want them tohappen or not. The chatter might bemeaningless, or it might be signalingan unmet need or an issue that hasyet to surface.Companies should set up social medialistening programmes to get a betterunderstanding of the conversationshappening about their brands andbusinesses. The analysis of thatlistening should be used to developrisk mitigation plans to neutralisepotential issues, and to inform positivewhite space opportunities for brandsto expand their reach.All efforts should be measuredcarefully to adjust approachesif necessary, and then be reportedback to senior managementto give them a fuller picture ofcorporate communications andbusiness successes.Start a contentengine to sustainconversationsCreating enough content to populatedigital and social channels ishard work. It must be planned for,resourced, and executed properly.Its not solely a question of volume people are looking for high-qualitycontent thats relevant to them.Creating and fuelling a content engineto sustain conversations across digitaland social channels requires bothcreativity and process. It requires artand science to identify both whatto say, who to say it to, and how tosay it. It must reinforce the brand orbusiness purpose and narrative.Convene an editorial group comprisedof representatives from multiple unitsof the business including HR andinternal communications, customerservice, investor relations, externalcommunications & media relations,and marketing and populate a six-montheditorial calendar.Overcome culturalconservatism andengageDigital and social media arentgoing away anytime soon. To repeat:conversations about your brand orbusiness are happening all aroundyou, whether you want them tohappen or not. Burying your head inthe sand will only expose your behind.While regulatory requirementsmight prevent some forms ofcommunications, there are stillavenues of expression that shouldbe pursued. Misinformation mustbe countered by fact and legitimatecustomer enquiries must be serviced.Use data to help make the caseinternally one of the benefits of thesenew channels is that responses can betracked and measured with specificity.Demonstrate the benefit of engagingand help avoid the damage when arumour is allowed to spread acrossthe internet.Improve internaland externaltransparencyThe old adage is truer than ever: if youdont want to see it on the front page ofthe newspaper, you shouldnt be doingit. Given the increased transparencywrought by the new channels, acompanys internal behaviour mustabsolutely match its desired publicperception. This requires a changein culture at all levels, and not simplya new CSR programme to put in theshop window.Companies should embracetransparency instead of fightingdisclosure. Bad news will find a wayout of your organisation with aclick of a button millions of pages ofinformation can now be disseminatedaround the world. Be honest andaccountable and youll have less to fear.To help with this process, bring youremployees onboard and communicatewith them regularly. Dont let them berattled by rumour or bad news. Givethem the facts and trust them to usethem to full advantage.Make youremployees activecommunicatorsWith more voices starting moreconversations about your brandor business without your control orapproval, youll be needing moreadvocates for your cause. Why notstart with the people who workso hard for you?Upskill them to participate in thesenew channels and arm them withinformation and stories they canshare. Set a clear framework andmonitor their efforts and ask themto self-regulate too. With the right skillsand stories theyll be a passionate andcommitted advocate for your cause.After all, who knows your companybetter than the people who run it?Here are a few principlesand recommendations fromMSLGROUP:14 An MSLGROUP EMEA Survey An MSLGROUP EMEA Survey 15 10. WWW.MSLGROUP.COM