Reputation & Public Affairs - European Union · 2019-09-09 · Diffuse power Emotional Centralised...
Transcript of Reputation & Public Affairs - European Union · 2019-09-09 · Diffuse power Emotional Centralised...
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Reputation &
Public Affairs Inseparable bedfellows?
March 2013 @ EPAD
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“Now make me do it…”
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Today
1. Reputation drivers: the authenticity gap
2. Your thoughts on reputation
3. Reputation and Brussels
4. Managing reputation
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2. Reputation drivers:
the authenticity gap
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How do your brand and reputation compare?
B R A N D
What you say and how you
behave
R E P U T A T I O N
What others say about you based
on shared perceptions E X P E C TAT I O N S
E X P E R I E N C E V I S I B I L I T Y
A U T H E N T I C I T Y
What audiences expect…
Your Reputation Outlook
What you say
Marketing
Press releases
Executive speeches
Lobbying
What you do…
Operational performance:
Quality standards
Customer service
CSR
Employee relations
What audiences are telling you they actually
experience…
Customer service scores
Employee survey results
Stock performance
Social conversations
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Alignment creates
B R A N D
What you say and how you
behave
R E P U T A T I O N
What others say about you based
on shared perceptions
E X P E R I E N C E
E X P E C TAT I O N S V I S I B I L I T Y
A U T H E N T I C I T Y
AUTHENTIC
ENGAGEMENT
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The DNA of Authenticity
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Real life authenticity gap
Germany: energy, pharmaceuticals, banking
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2. Your thoughts on reputation
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Reputation drivers (in order of importance)
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Reputation drivers to improve
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Sectors with best reputation
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3. Reputation and Brussels
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Does it really matter?
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Technical dossiers
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Does anyone really care?
1979 • 63%
1984 • 61%
1989 • 59%
1994 • 57%
1999 • 49%
2004 • 46%
2009 • 43%
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vs.
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In most cases, yes, it matters
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"A new model of influence"
Rational
Diffuse power
Emotional
Centralised power
Few political actors
Technical arguments
Many political actors
Value-based arguments
Source: Simon Titley
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Consumer brand & industry sector affect policy brand
Source: BrandZ Top 100 Most Valuable Global Brands, Millward Brown, Ogilvy, WPP, 2011; National Journal Member Research, 2012.
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Economic Affairs (ECON) committee:
59% believe Financial Transaction Tax will make
Europe's banking sector less competitive worldwide
63% would support its introduction
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But in Brussels, we see
different scenarios
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3 Brussels scenarios
Scenario 1 • Poor company and/or industry reputation but reputation is owned and done (if at all)
by someone far from Brussels
Scenario 2 • Poor company and/or industry reputation but Brussels owns (or is a major
player) in how reputation is defined and managed
Scenario 3 • Good company/industry reputation to harness in Brussels
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3 Brussels scenarios: focus points
Scenario 1
• Tackling reputational issues in Public Affairs
Scenario 2
• Reputation management i.e. multi-disciplinary (communications and beyond)
Scenario 3
• Translating reputation into a narrative that works with decision-makers
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4. Managing reputation
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If we’re scenario 2?
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Full-scale reputation management
B U S I N ES S G OA L
& P O S I T I O N I N G
V I S I O N M I S S I O N VA LU E S
L EA D E RS H I P T H E M E S
I N T EG R AT E D P R O G R A M S TO E X EC U T E S T R AT EGY
C O R E C O R P O R AT E M E S S A G ES
A L I G N E D M E S S A G ES A C R O S S F U N C T I O N S
CORPORATE
COMMUNICATIONS
MARKETING
& BRAND
STRATEGY
CORPORATE
RESPONSIBILITY
HUMAN
RESOURCES INVESTOR
RELATIONS
Actively integrate all communications disciplines and
centralize message management
Know your audiences and respond to unique needs
Play “offence and defence” simultaneously;
anticipate and manage issues proactively
Be active, aggressive and consistent
Continuous measurement
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Most of Brussels
faces scenario 1
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10 principles
10 ideas
10 reasons for inaction
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10 principles
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> POLICY route map
• Argument (refuting evidence)
• Facts (objectives)
• Balance
• Elites
• Winning arguments
> POLITICS journey
• Prejudices (confirming evidence)
• Feelings (subjectives)
• Victory/defeat
• Public
• Changing outcomes Source: HLC
1. From policy to politics
72%
18%
8% 2%
Agree
Somehow agree
Do not agree
Do not know
Question to MEPs
Chemicals are at the heart of innovation as they enable the creation of new products and
processes
Source: CEFIC survey of MEPs 2012
2. Investigate what resonates
… and yet
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3. Speak audience’s language
ENVI committee members’
degree courses:
p.s. don’t “educate”
Intelligence
gathering &
analysis
Delivery
Intelligence
gathering &
analysis
Delivery
Intelligence
“narrative”
4. Narrative not “education”
simple & emotionally engaging
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5. People not messaging 6. Politicians ≠ judges
It doesn’t matter who is “right”
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Culture
Structure
Mindset
7. Integrity of support 8. Beyond communications
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9. Programmes and campaigns
proactive
solutions driven
participatory
not a victim
status-quo ≠ option
practical
10. Provide value and solutions
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10 ideas
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1. Data and smart polling 2. Visualise
What do people really think?
Instrumental > expressive
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Scenarios: what will your
opponent say?
Regulation won’t work unless…
3. Argue price elasticity 4. Competitive message development
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At times your most valuable
constituency?
5. Long-tail supporters 6. Mobilise employees (or leaders..?)
Don’t ignore small scale
supporters, aggregate them
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7. Obsessive rebuttals 8. Extreme targeting
> Rebut every item
published in Europe
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78% of MEPs use it weekly
Key stakeholders on LinkedIn?
9. Harness existing online networks 10. Your Wikipedia page
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10 reasons
for inaction
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1. What if it all goes wrong?
2. What if someone criticises us?
3. We won’t know how to handle
consequences
4. It’s not our job
5. Industry as a whole needs to
do it
6. We might upset politicians
7. It is too complicated for
people to understand
8. The press is biased
9. We’ll draw attention to
ourselves
10.We don’t know what to do
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Thanks