1. Corporate Communication: key to
success
The 7-Ps model

2. We operate in a
world without trust
Fundamental crisis of confidence in the world’s
most regarded organisations

3. After a year high of distrust, shift back to
neutral
2012
2011
2013
55
GLOBAL
51
GLOBAL
57
Brazil
80
UAE
78
Indonesia
74
China
73
Netherlands
73
Mexico
69
Singapore
67
Argentina
62
India
56
Italy
56
Canada
55
South Korea
53
Sweden
52
Japan
51
Australia
51
Spain
51
France
50
Poland
49
Germany
44
U.S.
42
U.K.
Russia
Ireland
40
40
39
China
UAE
Singapore
India
Indonesia
Mexico
Netherlands
Hong Kong
Canada
Malaysia
Italy
Argentina
Australia
Brazil
Sweden
U.S.
South Korea
Poland
U.K.
Ireland
France
Germany
Spain
Japan
Russia
76
68
67
65
63
63
61
61
58
57
56
54
53
51
49
49
44
44
41
41
40
39
37
34
32
China
Singapore
India
Mexico
Hong Kong
UAE
Malaysia
Canada
Indonesia
U.S.
Netherlands
Brazil
Germany
France
Sweden
UK
Italy
Australia
Poland
S. Korea
Ireland
Argentina
Spain
Turkey
Japan
Russia
80
76
71
68
67
66
64
62
62
59
59
55
55
54
54
53
51
50
48
47
46
45
42
42
41
36
DISTRUSTERS
NEUTRAL
TRUSTERS
GLOBAL
Composite score is an average of a country’s trust in all four institutions. Informed Publics ages 25-64 in 20-country global total
Big Changes
from 2008
Germany
China
Canada
India
+19
+18
+14
+11
Big Changes
from 2012
Germany +16
France
+14
UK
+12
US
+10
3

4. The world has
changed
Nothing works in isolation anymore.
A new reality has emerged…
• changing contexts & hierarchies
• a media landscape in constant flux
• social media is mainstream media
• authority has been dispersed
• society’s tectonic plates have shifted
• conversations start anywhere & involve
influencers of all stripes
The sum of these changes is the
move from
a shareholder to a stakeholder society...
• a shift from free market to shared market;
• from passive to active;
• from shareholder to stakeholder;
• from consumer to citizen.

5. Communications & the evolution of influence
yesterday
today
Social Advocists
Employees
PLATFORMS / AGGREGATION SITES
Citizen
Consumers
COMMUNITIES
Elite
Elites
Mass
Mass
analogue
social digital
humanity
authority
my clover
my influence
network

6. Edelman point of view on trust and reputation
REPUTATION
...is an aggregate “analysis“
of past behavior
TRUST
...is an expectation of future
behavior based on past
performance
REPUTATION
TRUST
is an aggregate perception of
what stakeholders believe a
company has done, based on
perceptions of that company’s
conduct and behaviour over time
6
© Edelman Employee Engagement Practice, 2013. All rights
reserved.
For more information, contact employee.engagement@edelman.com.
is a measure of what
stakeholders expect a company
will do, based on the company’s
performance in relation to those
stakeholders’ expectations

7. New realities for corporate communicators
COMPLEXITY
Companies accountable
for more than making
money (social
responsibility,
employee treatment)
MULTIPLE
STAKEHOLDERS
NEW
TECHNOLOGIES
Forming opinions via
multiple inputs;
Democratization
of media
Rise of new influencers
Conversations start
anywhere
Social media IS
mainstream media
BUSINESS &
ECONOMIC
REALITIES
Increasing sense of
urgency to transform
business during time of
economic uncertainty

8. The 7-Ps model

9. 1. Promotion:
Corporate reputation & strategy

10. 2. Participation:
Employee and social
engagement

11. Employees continue to be a steady, reliable
source of information, especially compared to
the CEO
Employees with technical expertise are far more trusted than top executives
2012
11
© Edelman Employee Engagement Practice, 2013. All rights
reserved.
For more information, contact employee.engagement@edelman.com.
2013

12. Three key actions to build trust
Employees with
company
Employees with
employees
Employees with
world
12
Use storytelling to demonstrate integrity
in action
Encourage a culture of inclusive
management
Leverage employees ambassadors
strategically where they have credibility
© Edelman Employee Engagement Practice, 2013. All rights
reserved.
For more information, contact employee.engagement@edelman.com.

13. 3. Peers:
Business to business

14. 4. Executive
Positioning

15. Why Executive Positioning Matters
Creates solid reputational
footing that delivers
tangible business results
Improves relationships
with key stakeholders –
customers, elected
officials & influencers
Creates a human touch
point for a nonhuman
entity
Enhances
internal morale
Removes barriers to entry
in new markets
Executive Positioning
Supports employee
recruiting and retention
efforts
Aligns internal and
external communications
15

16. Elements of an effective Executive Platform
SOCIAL PURPOSE
INDUSTRY
LEADERSHIP
CORPORATE
STRATEGY
PERSON
Executive Positioning
16

17. 5. Purpose
Business & social
purpose

18. 6. Public Affairs

19. 7. Protection
Crisis & risk management

20. Edelman approach
MITIGATE & PROMOTE
RISK CONVERSION &
TRANSFORMATION
ENGAGE
DECISION MAKING &
RAPID RESPONSE
ASSESS & PREPARE
Look ahead and create
opportunities to mitigate
through proactive strategies
CRISIS AND RISK PREPAREDNESS
IDENTIFY
EMERGING RISK MANAGEMENT
Preempt or neutralize
any emerging threats
to reputation, financial
performance or regulatory
and commercial successes
Vulnerability Assessment
Decisional Structure
Trust Diagnostics
Perception Audits
Issues Landscaping
Risk Mapping Strategy
Risk Tolerance Index
Digital Diagnostics
Develop a robust system
to understand and
address potential risks
within an enterprise
Activate crisis plans and
dispatch crisis assets to
manage all elements of risk
Readiness Audit
Plan Development
Plan Training
Social Business Intelligence
Dark-site Creation
Social Engagement Triggers
Capability Mapping
Decisional Analytics
TRUST & REPUTATION
Team Mobilization
War Room Creation
Decisional Protocols
Spokesperson Training
Third Party Engagement
Real-Time Monitoring
Reputational Surveying
Global Activation
Values Intersections
Digital Advocacy
Purposeful Engagement
Content Continuity
Expanded Messaging
Monitoring
Testing
ROI Metrics

21. CCMS@ = R+D+i
Research
R
Identify and classify
potential risks
Become familiar with the
organizational structure
Share and review already
existing materials and
tools
Identify and determine
relevant spokespeople,
getting them involved in
the process
+
Development
D
+
Innovation
=
I
Prepare a new crisis
communication model
that includes:
Application of new technologies
to the crisis communications
model
Command center
Digital version of procedures
and protocols
Crisis communication
applications
New application
distribution plan →
informative sessions
Spokesperson training
Digital application for mobile
devices(Blackberry & iPhone, to
name a few)
SMS alert system; direct access
to social networks
Crisis monitoring and assessment
tools
CCMS@
Crisis
Communication
Management
Solution

22. Crisis Communications Management
Solution CCMS©
CCMS© CLIENTS:

23. Thank You
Copyright ©2013 Daniel J. Edelman, Inc. All rights reserved.
All information contained herein is confidential and proprietary to Daniel J. Edelman, Inc. (“Edelman”).
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