Introducing

1
Introducing
a meaningful, positive, measurable
impact
on your performance
2
International, networked

• 85 of our clients work with more than one
  Fleishman-Hillard office
• Our top 100 clients work with an average of eight
  Fleishman-Hillard offices
• Our most networked client works with 30 of our
  gt80 offices

3
Todays realitiesin the business arena
4
Todays 31 realities in the business arena
Subject to constant change!
Call for transparency
Role shifts
Functionality?Senses!
Self-confident people
Emotion
Interference
Individualists
Spoilt
Weblogging
Stakeholders
Critical
Mergers
Broadcasters
Decisive
Active
Communities
Lay-offs
Scandals
Internet
Powerful
Rational
Self-propelling
Global
Issues
Perceptions
Virtual
Power shifts
Shareholders
Ego
Experiences
Activists
5
How people consider organisations, nowadays

• Critical

Rational
Emotional
6
What organisations
need to do

• This critical attitude requires a balanced
  communication and behavior approach
• Taking into account both rational and emotional
  aspects,
• Taking into account the outside-in perspective
• Stakeholders points of view,
• Taking into account the inside-out perspective
• Organisations points of view,
• And have all this managed in balance,
  simultaneously, and ongoing

7
Outside-in perspective reputation
drivers
Emotional Appeal
Vision Leadership
Products Services
REPUTATION
Financial Performance
Social Responsibility
Workplace Environment
Source Reputation Institute
8
Inside-out Perspective 5
steps to corporate fame

• Authenticity the essence vision mission -
  values positioning
• Distinction recognizably different distinctive
  promise stand out
• Consistency in actual behavior in all
  communication programs
• Transparency open yourself up - disclose
  information timely
• Visibility participate actively make your
  initiatives visible

9
Reputation Perspective Build
balanced programmes

• Feel Good About
• Admire and Respect
• Trust
• High Quality
• Innovative
• Value for Money
• Stands behind
• Market Opportunities
• Excellent Leadership
• Clear Vision Future
• Good Place to Work
• Good Employees

Corporate Communication Management
Communication
Marketing Communication Experiential Marketing
Employee Communication Employer Branding
Investor Relations Financial Communication
Corporate Citizenship Community Communication
10
US Consumer Opinion Survey on CSR (Preview)

• FH and National Consumers League
• Purpose capture average consumers attitude
  towards CSR
• US adult consumers, all 50 states
• 800 telephone interviews, 30 minutes
• Q1 2006

11
Employees Matter Most

• Nearly 50 say treating paying employees well
  is most important
• Not environmental stewardship or philanthropy

12
Values Are Critical

• Strong feeling for companies with values that are
  aligned with their personal values
• Extremely or very important to
• work for (79),
• buy products/services from (65),
• and socialise with (72) those companies who
  have similar values and principles

13
Overall Finding

• American consumers, empowered by technology, are
  setting their own agendas on Corporate Social
  Responsibility,
• rather than taking cues from the business
  world or traditional social activists

14
How To Value Our Efforts?

• How align communications activities with
  corporate goals and strategy?
• How allocate budget and effort across
  activities/programs to maximise the business
  impact?
• How measure and manage the value that
  communication really creates?

15
Wouldnt It Be Great To

• Define the specific business value generated by
  communications in terms of
• Profitability,
• Market share,
• Revenue,
• Employee turnover,
• or any other measure that matters to corporate
  management?

16
Wouldnt It Be Great To

• Distinguish the value created by corporate
  communication and evaluate the contribution of
  marketing PR compared to other campaign elements,
  in terms of
• Unit sales,
• Revenue,
• Or other measures?

17
Wouldnt It Be Great To

• Be able to predict the potential creation of
  additional value from specific messages of
  communications activity?

18
Measurement is Evolving
Where we are
Where we were
Where we began
COMMUNICATIONSOUTPUT
DATA
EFFECT
Counting
Establishing Causation
Analyzing
COMMUNICATIONSOUTPUT
ORGANIZATIONAL OUTCOMES
EFFECT
19
Communications CoPilotsm

• A statistically based measurement framework,
  Communications CoPilotsm has the power to

• Demonstrate the total value created by a
  communications campaign
• Identify communications activities creating most
  value
• Drive strategic and tactical decision-making in
  the communications function, including functional
  structure/integration and program development
• Compare performance in a particular area to your
  industrys or peers performance

20
Scenario Planning

• Develop and conduct customized scenario planning
  simulation exercises to help management teams
  prepare for special situations, including product
  launches and crisis situations
• The customized scenario planning models are
  responsive to inputs and reactions developed by
  exercise participants, helping managers formulate
  future strategy

21
Bundled Expertise CCW

• Communications Consulting Worldwide (CCW) is the
  measurement-based communications consulting unit
  affiliated with Fleishman-Hillard
• It helps organizations measure, manage and grow
  the value of communications
• It was developed through a two-year investment by
  Fleishman-Hillard

22
Case Study Transportation Company

• A major transportation company wanted to
  determine the contribution of media relations
  activities to its target business outcome
  revenue
• They provided CCW with media relations data,
  customer satisfaction survey data and financial
  data to create a robust model for measurement

Analyze Results Effects on Outcomes
RunCommsCoPilot
Collect Comms Data
Determine Outcomes Data
PrepareData
Shape Strategy
23
Case Study Transportation Company

• Findings
• The message themes that have the most significant
  contribution to revenue, include corporate
  culture CEO, management strength and employee
  relations
• Media relations contributes approximately 300
  million in annual revenue
• The client is now using CCW analysis to shape
  upcoming media relations program development

24
Wrap up

• Effectiveness of communication can be measured
  through statistical analysis
• Reputation can be managed
• Do not underestimate the intangibles
• Carefully balance inside-out and outside-in
• Be yourself, and show yourself

25
Thank You

• Fleishman-Hillard Europe, Reputation Management
• www.fleishmaneurope.com
• Lucas Michels
• Chair, European Practice Group Corporate
  Reputation Management
• Telephone [phone]
• lucasmichels_at_fleishmaneurope.com