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Introducing…

Introducing…. a meaningful, positive, measurable. impact. on your performance. 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

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Introducing…

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  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 >80 offices

  3. Today’s realitiesin the business arena

  4. Today’s* 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 Mergers Critical 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 balancedcommunication 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: • Organisation’s 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 Social Responsibility Financial Performance Workplace Environment Source: Reputation Institute

  8. Inside-out Perspective: 5 steps to corporate fame • Authenticitythe essence: vision – mission - values – positioning • Distinctionrecognizably different – distinctive promise – stand out • Consistencyin actual behavior + in all communication programs • Transparencyopen yourself up - disclose information timely • Visibilityparticipate actively – make your initiatives visible

  9. Emotional Appeal Products & Services • Authentic • Distinctive • Consistent • Transparent • Visible Vision & Leadership Workplace Environment Financial Performance Social Responsibility 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 • Rewards Fairly • Record of Profitability • Low Risk Investment • Growth Prospects • Outperforms Competition • Supports good causes • Responsibility for Community, Environment 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 consumer’s 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. Wouldn’t 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. Wouldn’t 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. Wouldn’t 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 industry’s 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 Collect Comms Data RunCommsCoPilot Determine Outcomes & Data Shape Strategy PrepareData

  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: +31 20 406 5930 lucasmichels@fleishmaneurope.com

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