2010 Global Reputation Pulse Study

The Most Reputable Companies in the World

The World’s Most Reputable Companies: An Online Study of Consumers in 32 Countries
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Technical Information/House-Keeping

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Today’s Speaker

Nicolas Georges Trad Managing Partner

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Today’s Agenda – 45min – 60min

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Introduction to Reputation Institute Defining and Managing Reputation Key Findings from the 2010 Global Reputation Pulse study

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Introduction t R I t d ti to Reputation Institute t ti I tit t .

6 . All rights reserved.Global Reputation Knowledge and Advice Knowledge Center Publications Conferences Training Advice Group Insight Strategy Alignment Copyright © 2010 Reputation Institute.

All rights reserved.Dual purpose Develop and disseminate knowledge p g about corporate reputations through our reputation approach to enable organizations be more effective and to create more value in their interactions with stakeholders Copyright © 2010 Reputation Institute. 7 .

8 . All rights reserved.Where Clients Seek Our Expertise Reputation Landscapes • Competitive Analysis • Qualitative Analysis • Organizational Analysis • Marketing/Communication Analysis y Strategy Strategy Reputation Platforms • Reputation Risk Architecture • Employee Alignment • Sales & Marketing Playbooks Insight g Insight Activation Alignment Validation • Multi-Stakeholder Research Research Research Closing the Stakeholder Gap • Engagement Strategy Messaging & C i Communications i ti •M Copyright © 2010 Reputation Institute.

Creating Strategic Alignment Vision Reputation Platform Capabilities Expectations 9 Copyright © 2010 Reputation Institute. 9 . All rights reserved.

10 . All rights reserved.Where We Operate: “Below the line” Impact Strategic Goals Business Results Supportive Behaviors towards the company Perceptions P ti of the company (Reputation) Corporate Initiatives • Purchase products • Invest in company • Recommend the company/products • Work for company • B Benefit of doubt fit f d bt • • • • • • • Products/Services Innovation I ti Workplace Governance Citizenship Leadership p Performance Copyright © 2010 Reputation Institute.

Copyright © 2010 Reputation Institute. 11 . Rated on a scale from “1” to “7” where “1” means “Strongly disagree” and “7” means “Strongly agree”.There is a link between reputation and support 90 80 Responden who Would Recom nts mmend Score 70 60 50 40 30 20 20 30 40 50 60 70 80 Adj-R2 = 0. All rights reserved.905 90 Global Pulse Score Q: I would recommend 'Company' to others.

7% Q: I w ould recom m end ‘Com pany’ to others 12.High reputable companies create highest level of support The General Public is Five Times More Likely to Support the Most Reputable Companies Recom m end Most Reputable Companies (Top 20) Least Reputable Companies (Bottom 20) 2.4% 41 4% Q: I say som ething positive about ‘Com pany’ 13.8% 6.2% Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 33. 12 .0% Benefit of Doubt Most Reputable Companies ( p ) (Top 20) Least Reputable Companies (Bottom 20) 4.2% 40.9% 12.2% 38.6% 39.2% 43.7% 2.1% 41.1% 56. All rights reserved.5% 5.2% Say Som ething Positive Most Reputable Companies (Top 20) Least Reputable Companies (Bottom 20) (B tt 2.7% Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 27.3% 4.8% 4.8% 13 8% 2.0% 67.6% 68.1% Q: I w ould give the benefit of the doubt to ‘Com pany’ if the com pany w as facing a crisis Copyright © 2010 Reputation Institute.6% 43.1% Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 27.

Defining d M D fi i and Managing Reputation i R t ti .

All rights reserved. 14 .Defining Corporate Reputation An emotional bond… … that ensures • • • • • • Your customers are loyal y Your customers recommend you Your partners support you Policy makers and regulators give y g g you the benefit of the doubt The media looks for your point of view Your employees are engaged and deliver on your strategy Copyright © 2010 Reputation Institute.

How are Corporate Reputations Measured? Reputation is Driven by Seven Dimensions RepTrak™ measures them Emotional Rational explanation of the emotional Copyright © 2010 Reputation Institute. 15 . All rights reserved.

Leaders. Social) Topic Experts. 16 . Friends/Family Copyright © 2010 Reputation Institute.How are reputations created… Direct Experiences Products P d t Customer Service Investments I t t Employment Perceptions Behavior B h i Business Results What C Wh t Company Says/Does Branding Public Relations Marketing Social p y Responsibility What Others Say MEDIA (Traditional . All rights reserved.

Reputation Impact of Company Touch Points Direct Experiences Products Customer Service Investments Employment Pulse Score when ‘Yes’ Direct Experience 7.2 points. the call to action for direct participation in the conversation is clear – the general public wants to hear from companies. Q: In the last 12 months I have come across [COMPANY 1] in the following ways. Companies who want to improve their reputation should engage i reputing t ti h ld in ti activities and demonstrate commitment to the key dimensions through direct consumer touch points where possible. p . Copyright © 2010 Reputation Institute. Leaders. Admiration & Respect. All rights reserved. Social) Topic Experts. Good Feeling and Overall Esteem (captured in the Pulse score on a 0-100 scale).3 pts above Global Mean Corporate Actions & Initiatives 4.2 pts above Global Mean Direct Experience with Companies Correlates with Strongest Reputation Respondents tend to rate a company higher if they have engaged directly (by purchasing products or using customer service) or if they have seen or heard something straight from the corporation. respondents who have heard about a company from a third party tend to give only slightly higher than average ratings. by an average of +4.5 pts above Global Mean Excellent/Top Tier Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest Tier above 80 70-79 60-69 40-59 below 40 All Global Pulse scores that differ by more than +/-0. Please select all that apply. Friends/Family F i d /F il 3rd Party Perspective Perspecti e 1. Pulse scores are based on questions measuring Trust. 17 .5 are significantly different at the 95% confidence level. What C Wh t Company Says/Does Branding Public P bli Relations Marketing Social S i l Responsibility What Others Say MEDIA (Traditional . Corporate actions and initiatives positively impact the g p general p public’s p perceptions. At a minimum. as well.

2 pts ‘yes’ vs. ‘no’ What Company Says/Does Branding Public Relations Marketing Social Responsibility Average Global Companies C i (Middle 30) Least Reputable Global Companies (Bottom 30) Q: In the last 12 months I have come across [COMPANY 1] in the following ways. ‘no’ ‘ ‘ Copyright © 2010 Reputation Institute. All rights reserved.0 pts ‘yes’ vs. Reputation Pulse Score + 1. 18 .8 pts ‘yes’ vs. ‘no’ yes no Reputation Pulse Score + 2.Reputation Impact of Corporate Communications It Pays to Communicate – R P t C i t Regardless of Reputation dl fR t ti Most Reputable Global Companies (Top 30) Reputation Pulse Score + 4. Please select all that apply.

19 . All rights reserved.7 best practices Adopt a common model for reputation management across organizational functions Understand what the reputation dimensions and attributes mean to different stakeholders Align corporate messaging and reputing activities with key drivers for their stakeholders Create employee alignment with their reputation platform Create a cross-functional reputation committee to ensure coherent actions Monitor reputation with different stakeholders against relevant competitors Integrate reputation management into the business process Copyright © 2010 Reputation Institute.

2010 Global Reputation Pulse Results Gl b l R t ti P l R lt .

p g p . which ranked highly in wave one • • • Measurement of the largest 600 corporations in 32 countries p General public in each company’s headquarters country Online Survey: January and February. 21 .Global Reputation Pulse Study 2010 Wave 1: Country Rankings of the Largest Corporations Wave 2: The World s Most World’s Reputable Companies Measurement of the 54 most reputable global corporations. 2010 • • General public in each of 24 countries where the study was fielded • Online Survey: April and May 2010 Copyright © 2010 Reputation Institute. All rights reserved.

the first ever study of its kind. Reputation Institute and Forbes released the results of the 2010 study of the World's Most Reputable Companies.Reputation Institute media coverage… Forbes F b our media partner on th Gl b l R di t the Global Reputation P l study and on t ti Pulse t d d May 24. 22 . All rights reserved. Copyright © 2010 Reputation Institute.

All rights reserved. 23 .The World’s Most Reputable Companies 2010 Copyright © 2010 Reputation Institute.

H i a strong reputation yields more C t R t ti h t i t b i lt Having t t ti i ld recommendation. Volkswagen.the threshold for excellence. Apple. Daimler. No companies break the 80 point mark globally when examined across a 24 market global reputation pulse scale . 10 companies have global reputations that are on par with or slightly better than their home country reputations. and IBM are all able to maintain the same high level globally which gives them a competitive advantage in ll bl t i t i th hi h l l l b ll hi h i th titi d t i the increasingly global marketplace.Of the 28 companies with strong reputations. more benefit of the doubt and purchase than ever before Almost 80% of reputation is driven by other factors than a company’s Products and Services Exporting a Strong Home Country Reputation is Difficult . read or heard something from top companies tend to give scores 4 points higher Even low-ranking companies see slightly higher scores from respondents who have seen. All rights reserved. Nokia. Google. Intel. corporate communications has h a positive effect b th f companies with strong and weak reputations iti ff t both for i ith t d k t ti Highly reputable companies get best return on communications: respondents who have seen. read or heard company communications 24 Copyright © 2010 Reputation Institute. .Key Takeaways from Global Reputation Pulse 2010 • • • • • • • • • Corporate Reputation has strong impact on business results. Sony. Companies can impact their Reputation – regardless of their current situation Direct experience with a company has the strongest impact on reputation. Microsoft. The Walt Disney Company.

All rights reserved.54 73.67 73.17 73.12 73.97 77.82 70.47 77.77 76.45 72.62 78.29 76.03 72.36 71.84 70.83 76.47 74.40 70 40 70.21 70.60 75.62 70.39 74.67 72.31 73 31 73.37 72 37 72.55 75.07 25 Excellent/Top Tier above 80 Strong/Robust 70-79 Average/Moderate 60-69 g Weak/Vulnerable 40-59 Poor/Lowest Tier below 40 .The World’s Most Reputable Companies 2010 Rank 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 Copyright © 2010 Reputation Institute.31 70. Company Google Sony The Walt Disney Company BMW Daimler (Mercedes-Benz) Apple Nokia IKEA Volkswagen Intel Microsoft Johnson & Johnson Panasonic Singapore Airlines Philips El t Phili Electronics i L'Oreal IBM Hewlett-Packard Barilla Nestlé Ferrero Samsung Electronics FedEx Honda Motor The Coca-Cola Company Coca Cola Carlsberg Procter & Gamble UPS Reputation Pulse Score 78.00 75.

Copyright © 2010 Reputation Institute.99 77.05 79.35 80.62 79. Good Feeling and Overall Esteem (captured in the Pulse score on a 0-100 scale).06 74.22 Central & South Am erica 81.10 77. Admiration & Respect.89 73.13 78.94 73. All rights reserved.86 80.10 79. Pulse scores are based on questions measuring Trust.24 79 24 78.63 78.52 79.20 78 20 Johnson & Johnson Google g Nestlé The Walt Disney Company Sony y Nestlé Sony Google BMW Johnson & Johnson Google IKEA Sony The Walt Disney Company Singapore Airlines Excellent/Top Tier Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest Tier above 80 70-79 60-69 40-59 below 40 All Global Pulse scores that differ by more than +/-0.Top 5 Companies in Each Global Region Central Europe 81.49 78 49 77.31 73.18 79.62 Sony BMW Google Volksw agen Daimler (Mercedes(Mercedes Benz) The Walt Disney Company Daimler (MercedesBenz) BMW Sony Singapore Airlines North Am erica 82.93 Northern Europe 81.5 are significantly different at the 95% confidence level. 26 .39 79.22 79.52 80.92 Asia 79.

If they do not perform well in these areas stakeholder support will suffer.1% 12. Products/Services.3% 12. while Central & South America and Central Europe were more strongly influenced by Innovation when determining a company’s reputation. Innovation and Governance. If key international players can make the general public perceive them well on these dimensions overall reputation and support will improve. Innovation and Governance are Key Drivers The most influential dimensions for the most reputable global companies are Products/Services. and telling the corporate story leads to support. admiration.2% 13. Building a Broad Reputation Platform Since all dimensions of reputation impact corporate reputation. Different Drivers Around the World Regionally.What Drives Reputation around the World? Each of the Seven Dimensions of the RepTrak™ Model Drive Corporate Reputation To earn trust.1% 14. Consumers want to understand companies behind their brands.it offers e cellent prod cts and reliable ser ices quality products services excellent products services Q: Innovation: 'Company' is an innovative company -.it has visible leaders & is managed effectively Q: Performance: 'Company' is a high-performance company -.it makes or sells innovative products or innovates in the way it does business Q: Workplace: 'Company' is an appealing place to work -. top companies must exhibit strength in all seven areas. each dimension alone accounts for over 12 percent of reputation. Governance was more of a focus in North America and Northern Europe. This indicates that companies need to adapt to local needs in order to build excellent reputations and only the companies that understand how to be relevant on a local level will build strong reputations on a global scale.it supports good causes & protects the environment Q: Leadership: 'Company' is a company with strong leadership -. Globally. The future reputation battle will be fought on a platform that has more than just a focus on price and quality of products and services.875 n = 1 A dj R 2 = 0.it behaves ethically and is open & transparent in its business dealings Q: Citizenship: 'Company' is a good corporate citizen -.71 9 Copyright © 2010 Reputation Institute.5% 13 5% 14.it treats its employees well Q: Governance: 'Company' is a responsibly-run company -. 13. All rights reserved.2% 20. 27 .it delivers good financial results F a c t o r A djus t e d R e gre s s io n 72.6% 12 6% Q: Prod ct/Ser ices 'Company' Q Product/Services: 'Compan ' offers high q alit prod cts and ser ices -. good feeling and support companies need to address all seven dimensions of reputation.

8% 18.3% Copyright © 2010 Reputation Institute.8% 13.4% 12.1% 15.0% 14.2% 14.9% 9.1% 10. All rights reserved. 28 .3% 14.0% 15 0% 15.7% 11.1% 12.6% 13.1% 19.1% 13.9% 13 9% 13.7% 13.9% 10.1% 19 1% 13.1% 17.7% 13.7% 14 7% 14.4% 25.2% 14 2% 15.Reputation Drivers Across Vary across Countries Finland Greece United States 13.0% 15.4% 15.3% 13 3% India China 15.1% 13.2% 15.3% 12 3% 14.4% 14.6% 13.7% 12.8% 12.

All rights reserved.What Do Your Key Stakeholders Want From You? Employees Policy/Regulators Opinion Elites Key Influencers K I fl Business Customers Investment C Community Copyright © 2010 Reputation Institute. 29 .

the key players have not engaged with the public. Consumer Products and Food Companies Most Reputable Overall in 2010. falling from the second place ranking in 2009. respectively.2010 Global Industry Reputations C onsumer Products (15) Food Manufacturing (18) Retail . historically. respectively) while the global insurance industry actually improved 3 points from 2009. points respectively Both industries had average reputations in the moderately-strong range in 2009 and now rank among the top three global industries.11 51. Tobacco and Beverage See Greatest Declines Again securing the last-place ranking.58 62. 2. companies can differentiate from the pack by meeting or exceeding expectations in the areas most important to consumers. Beverage companies also saw their average Pulse score drop.07 points. Even though perceptions of an industry can drag down reputation or boost it up.Bank (72) Telecommunications (37) Financial . Industrial Products and Computer round out the top five industries .65 70.Insurance (40) Financial .84 61.Diversified (25) Tobacco (4) Excellent/Top Tier Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest Tier above 80 70-79 60-69 40-59 below 40 75. Companies in Food Industries Improve From 2009.47 74.35 61.90 71.28 72.04 65. Good Feeling and Overall Esteem (captured in the Pulse score on a 0-100 scale). Admiration & Respect. the global Tobacco industry’s average Pulse score dropped 4. Pulse scores are based on questions measuring Trust. As the economy recovers.32 67.29 64. All Global Pulse scores that differ by more than +/-0.07 60.20 Is Your Industry Helping or Hurting You? Industry reputations can directly impact assumptions made about individual corporations.26 66. the general public reports the highest level of trust in the companies in the Food Manufacturing.24 71.69 and 3.88 58.5 are significantly different at the 95% confidence level.71 62. Food Manufacturing and Retail – Food companies have seen their average Pulse score increase by 4.49 67.22 70. Consumer Products and Retail – Food industries. financial services companies and banks. saw only slight declines (-. on average.65.96 63. 30 .43 72. especially in industries where.87 65.Food (24) Industrial Products (12) C omputer ( ) p (15) Electrical & Electronics (22) Retail .17 points.50 67.4 points. All rights reserved.30 67.General (46) Beverage (13) Automotive (32) Pharmaceuticals (12) C onglomerate (19) Airlines & Aerospace (23) Raw Materials (27) Services (13) Transport & Logistics (15) C hemicals (6) Energy (54) Utilities (30) C onstruction & Engineering (15) Information & Media (11) Financial .06 66.78 and -. Copyright © 2010 Reputation Institute.24 Global Mean 64.

00 79.23 78.15 80.39 76.52 80. All rights reserved.08 77.99 81.it makes or sells innovative products or innovates in the way it does business Copyright © 2010 Reputation Institute.62 All Global Pulse scores that differ by more than +/-0.16 74.12 Innovation Apple Google Sony Microsoft Intel Nokia IKEA BMW Vodafone Volksw agen 82. 31 .89 78.48 79.04 83.93 82.Top 10 Globally within Products/Services & Innovation Products/Services BMW Volksw agen Sony Apple Google Intel Nokia Vodafone UPS Microsoft 84.50 79. Q: Product/Services: 'Company‘ offers high quality products and services -.26 82.13 81.it offers excellent products and reliable services Q: Innovation: 'Company' is an innovative company -.62 80.89 76.74 76.5 are significantly different at the 95% confidence level.

All rights reserved.44 71.86 70. Q: Workplace: 'Company' is an appealing place to work -.80 69.76 All Global Pulse scores that differ by more than +/-0.5 are significantly different at the 95% confidence level.76 68.68 Governance Google Vodafone BMW y Sony Apple IKEA Volksw V lk agen UPS Nokia Microsoft 74.42 69.97 67 97 67.it treats its employees well Q: Governance: 'Company' is a responsibly-run company -.34 65.it supports good causes & protects the environment Copyright © 2010 Reputation Institute.29 65.25 Citizenship Vodafone Google IKEA Microsoft Apple Sony Johnson & J h J h Johnson Nokia BMW UPS 69. Governance.26 68.46 67.90 68. Citizenship Workplace Google Microsoft Apple BMW Vodafone Sony Volksw V lk agen Intel IBM UPS 72.19 73.44 68.51 73.08 67.93 72.91 66.11 64.92 66.40 73.04 72.43 66.48 71.30 71.82 65 82 65.60 71 60 71.99 65. 32 .it behaves ethically and is open & transparent in its business dealings Q: Citizenship: 'Company' is a good corporate citizen -.Top 10 Globally in Workplace.

All rights reserved.90 76.76 76.Top 10 Globally in Leadership and Performance Leadership Microsoft Apple Google Vodafone BMW IKEA Sony Volksw agen Nokia Intel 80.48 76.73 76.54 All Global Pulse scores that differ by more than +/-0.15 80.38 80.90 78.it has visible leaders & is managed effectively Q: Performance: 'Company' is a high-performance company -.5 are significantly different at the 95% confidence level. Q: Leadership: 'Company' is a company with strong leadership -.it delivers good financial results Copyright © 2010 Reputation Institute.09 78.81 75.76 74.86 76.78 77.92 75. 33 .72 74.63 78 63 77.11 78.41 Perform ance Microsoft Apple Google Vodafone Daimler (Mercedes Benz) (Mercedes-Benz) BMW IKEA Intel Sony Nokia 81.31 79.75 76 75 75.

22 62.23 75. 34 .07 63.12 69.0 70. All rights reserved.20 60.75 70.01 71.50 66.28 72.99 63.01 56.00 56.19 68.05 71.49 65.47 70 60 50 40 30 20 2007 2008 2009 2010 2007 2008 2009 2010 2007 2008 2009 2010 2007 2008 2009 2010 2007 2008 2009 2010 2007 2008 2009 2010 2007 2008 2009 2010 2007 2008 2009 2010 RepTrak Pulse Products & Services Innovation Workplace Governance Citizenship Leadership Perform ance 2007 2008 2009 2010 n = 121 130 97 105 61.04 61.6 63.18 68.56 66.37 65.65 Copyright © 2010 Reputation Institute.51 63.00 60.97 56 97 59.10 56.Case Study: Assicurazioni Generali (Italy) RepTrak Pulse Dimension Scores R T k P l & Di i S Assicurazioni Generali (2007-2010) 80 70.87 56.70 62.4 72.5 78.80 68.

All rights reserved.44 53.71 56.95 49.30 45.86 Copyright © 2010 Reputation Institute.25 54.60 50.28 55.99 51.62 51.0 69.88 51.45 36.4 57.03 54. 35 .1 64.64 54.83 58.Case Study: Deutsche Bank (Germany) RepTrak Pulse & Dimension Scores Deutsche Bank (2007-2010) 75 70.59 54.83 51.14 55.12 39.72 35 2007 2008 2009 2010 2007 2008 2009 2010 2007 2008 2009 2010 2007 2008 2009 2010 2007 2008 2009 2010 2007 2008 2009 2010 2007 2008 2009 2010 2007 2008 2009 2010 RepTrak Pulse Products & Services Innovation Workplace Governance Citizenship Leadership Perform ance 2007 2008 2009 2010 n = 137 117 88 91 55.50 65 60.59 55 51.0 64.57 47.74 58.63 56.04 45 40.83 40.86 45.

51 30 33.88 42 88 40.27 33.5 49.42 47.85 41.74 34.17 37.63 40 32. All rights reserved.35 51.60 38.67 38.73 29.Case Study: Mitsubishi Motors (Japan) RepTrak Pulse & Dimension Scores Mitubishi M t Mit bi hi Motors (2007-2010) (2007 2010) 60 51.12 37.02 50.65 20 2007 2008 2009 2010 2007 2008 2009 2010 2007 2008 2009 2010 2007 2008 2009 2010 2007 2008 2009 2010 2007 2008 2009 2010 2007 2008 2009 2010 2007 2008 2009 2010 RepTrak Pulse Products & Services Innovation Workplace Governance Citizenship Leadership Perform ance 2007 2008 2009 2010 n = 111 106 110 107 Copyright © 2010 Reputation Institute.84 32.31 29.24 34.74 47.87 37.8 57.1 35.53 30.33 44.0 49.90 27.37 35.08 41.19 50 42. 36 .15 48.62 33.

..You can’t manage can t what you don’t measure. 37 . Copyright © 2010 Reputation Institute. All rights reserved.

Start working with reputation in your organization .

All rights reserved. 39 .Get Started with Reputation Management • Contact us to start a conversation and learn how we help companies build stronger relations with their stakeholders • Find out if we already measured your company’s reputation in the Global Reputation Pulse study .get y p y g your results and understand your reputational strengths and risks • Engage with our team to begin a systematic approach to reputation management Copyright © 2010 Reputation Institute.

40 .ntrad@reputationinstitute. All rights reserved.com t d@ t ti i tit t Copyright © 2010 Reputation Institute.

ith t k h ld With a presence in 30 countries. Reputation Institute helps companies build better l ti b tt relations with stakeholders. e-mail info@reputationinstitute. identifying what drives reputation and covering more than 1.com Australia • Bolivia • Brazil • Canada • Chile • China • Colombia • Denmark • France • Germany • Greece India • Ireland • Italy • Japan • Malaysia • Netherlands • Norway • Peru • Portugal • Russia • South Africa Spain • Sweden • Switzerland • Turkey • Ukraine • United Arab Emirates • United Kingdom • United States www. memberships. and publications such as Corporate Reputation Review and Reputation Intelligence. All rights reserved. 41 . Reputation Institute is dedicated to advancing knowledge about reputation and shares best practices and current research through client engagement. Reputation Institute provides specific reputation insight from more than 15 different stakeholder groups and 24 industries. Visit ReputationInstitute. For more information on Global Reputation Pulse. p p p g Reputation Institute’s Reputation Pulse is the largest study of corporate reputations in the world.com to learn how you can unlock the power of your reputation. As a pioneer in the field of brand and reputation management.ReputationInstitute.500 companies from 34 countries annually. conferences. seminars.com p Copyright © 2010 Reputation Institute. allowing clients to create tangible value from intangible stakeholder feelings feelings.About Reputation institute Reputation Institute is the world’s leading reputation consulting firm.

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