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Bjorn Edlund, Executive Vice President, Communications for Royal Dutch Shell plc 2005-2010, talks about his experiences at The Group's Measuring corporate brand reputation seminar, 18 May 2010
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Return on relationships: Getting the most out of reputation measurement
Bjorn EdlundExecutive Vice President, CommunicationsRoyal Dutch Shell (2005-2010)
2
Brand and Reputation management
How we see & portray ourselves
Overall estimation by stakeholders
Interaction with stakeholders
Behaviour
Corporate Identity
Who we are and what we stand for
Communication
Fear
s
Hop
e
Bias
es
Self-
inte
rest
Trus
t
Performance
CorporateReputation
Employees Government
NGOs
Academics
Investors Customers
Communities/Citizens
Media
Effective relationships
3
The media – the interaction spectrum
PRMRGRIRSD
Forecourts
High control Low/No control
Website
Display Advertising
TVDigital
OutdoorLoyalty Scheme
SponsorshipsMedia
Partnerships Viral Seeding
Cove
rage
Owned Media Bought Media Earned Media
Awareness (=Loyalty) Favourability Advocacy
Increasingly, conversation is king. Content is just something to talk aboutIncreasingly, conversation is king. Content is just something to talk about
S O C I A L M E D I A S O C I A L M E D I A
4
• Independent annual survey to track attitudes towards Shell and competitors in some 12-15 countries
• Audiences: special publics, general public and staff
• Special publics are: government, media, NGO’s, academics
0
10
20
30
40
50
60
70
2003 2004 2005 2006 2007 2008
Z
Shell
Y
Net favourability over time - special publics
0
510
1520
2530
3540
2003 2004 2005 2006 2007 2008
Z
Shell
Y
Net favourability over time - general public
Shell Reputation Tracker
5
Advocacy…and high expectations
Would speak highly of them
Would speak critically of them
42%
11%
47%
What will special publics say about you when you’re not
in the room?
Versus competitor 1 Versus competitor 2
6 7 8 9 6 7 8 9
Environmental responsibilityHealth and safety
Integrity
Quality of products & servicesResponsible on climate change
Long-term perspectiveAlternative energy sources
Respect for communitiesTechnology
Well managedHuman rights
Financial performanceEconomic contribution
6
Communication from company silos
Internal Communications
Social Performance
Employees
Communities
Marketing /RetailMotorist/ General public
Media Relations Media
7
Target Target stakeholderstakeholder
Do you take the hierarchical route?
Or do you havea power map?
Communication from the company bunker
8
The world according to the stakeholder
Target Stakeholder
Media
SHELL
Motorist/ General public
Academia(Science)
Economic NGOs
Environmental NGOs
Human Rights NGOs
Communities
• Patterns of influence on the target stakeholderare multiple
• Target is exposed to, and seeks out, interaction with third parties
• We need to understand the other dialogues before filling the direct channelwith messages
• Testing how measurement can help us with this
9
Innovation - who’s influencing whom?
Government
Media
SHELL
Motorist/ General public
Academia(Science)
Economic NGOs
Environmental NGOs
Human Rights NGOs
Communities
• Can we influence other stakeholders surrounding the target to make their dialogue with these stakeholdersmore informed?
• If we can measure and predict a certain level of behaviours of stakeholders, then engagement becomes a highly tactical channel strategy
• We are testing this with data of the Reputation Tracker and our Henley partner
10
Innovation - who’s influencing whom?
Government
Media
SHELL
Motorist/ General public
Academia(Science)
Economic NGOs
Environmental NGOs
Human Rights NGOs
Communities
• Channel approach to achieve objective
• If this works, then measurement truly becomes the basis of stakeholder engagement
11
Return on Relationships Build productive relationships and
alliances, partnerships
Proactively tell the story of how you deal with your stakeholder-relevant business challenges
Broaden and escalate direct dialogues, create and use toolkits
Minimising risks by understanding and acting on societal expectations
Utilise your USP, e.g. your technology position
Spend smarter
12
Primary themesThe energy challengeTechnology and innovationRespect for people and the environmentPreferred partner
Underlying themesDelivering corporate strategy and business performanceManagement excellence
Key messages on Shell’s position
per theme
Finding factual proof points on
all messages
Mining for authentic and human stories
Basis for all internal and external communication channels and stakeholder meetings
Marrying desirable message components as emotional appeal, factual data and authenticity
Helping leaders to improve story-telling
Stra
tegy
and
Glo
bal R
eput
ation
Pla
nOne worldwide reputation plan
13
More Upstream, Profitable Downstream
Three Hard Truths
Priority projects
Public Relations incl engagement
Brand campaign
Government Relations
Integrated programmes
Internal Comms
14
Strong impact new media – early hits in 2009
Web Q&A with Jeremy Bentham
• Tell Shell 1998 – Forum serving as window into global corporation
• Shell Dialogues – 32,000 visitors, 1500 participants in 5 web chats
• Technology podcasts – 4.5 million listeners per podcast in US
• Web activity and corporate advertising
• 550 million impressions
• 1 million visits Shell campaign site
• 39% saw 6 minutes Gas to Liquid film
end