TOPLINE RESULTS: SPECIAL ISSUE

ReputationIntelligence
SPRING 2013

Global RepTrakTM 100 The World’s Most Reputable Companies in 2013

I.

THE STATE OF REPUTATION ANNO 2013

Business leaders see high financial returns from a strong corporate reputation, but ONLY 20% are prepared to leverage that opportunity and protect against its risk.
The results from the 2013 Reputation Study—where we interviewed 313 business professionals across companies in 25 countries and surveyed more than 57,000 consumers from the 15 largest markets in the world—show that reputation is at the heart of business success. If you want to increase sales, attract the best people, and strengthen your customer loyalty, you need to build, protect, and leverage your company’s reputation. 79 percent of business leaders agree that we live in a Reputation Economy where people’s willingness to sup port a company is largely based on how much they trust an enterprise rather than the goods produced by an organization. Furthermore, 60 percent believe having a robust Reputation has a high financial impact on their company. In terms of how Reputation influences company value: 68 percent believe Reputation impacts custo mer retention, 53 percent said it drives sales, 40 percent said it drives market share, and 37 percent agree that Reputation helps retain employees and reduce hiring costs.

68%

of business leaders say Reputation drives customer retention

56%

of business leaders say that Reputation is a high priority to Executive Management and the Board of Directors

53%

of business leaders say Reputation drives sales

63%

of business leaders expect Reputation Management to be a higher priority for their company in the next 2-3 years.

The Business Impact from Reputation
Increase Customer Retention Increase in Sales/Revenue Increase in Market Share Reduce Costs of Hiring/Retention Increase in Share Price Increase in Profitability Lower Cost of Doing Business Other No financial impact 68% 53% 40% 37% 32% 31% 26% 10% 2%

“The best companies in the world such as BMW and The Walt Disney Company work systematically with their reputation. Reputation is an integrated part of their company strategy and they are seeing the business benefits,” says Kasper Ulf Nielsen, Executive Partner, Reputation Institute.

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©2013 Reputation Institute

Of the 313 business leaders in the study, only 20 percent believe they are ready to leverage this opportunity and protect the company against the reputation risks with their current tools and processes. Business leaders point to three key issues that are preventing them from implementing a reputation management strategy into the way they work: 1. 2. 3. We don’t have a structured process for getting reputation thinking implemented into our business planning We are not leveraging the knowledge we have to be relevant to each stakeholder group Internal silos prevent cross functional collaboration

56 percent of business leaders believe Reputation is a high priority to Executive Management and the Board of Directors while 63 percent expect reputation management to be a higher priority for their company in the next 2-3 years. Clearly there is a need to act. This calls for a new way of working with Reputation. An approach that is much more systematic and professio nal: One that integrates Reputation into the overall business strategy. 23 percent of companies do this already. In these organizations, the CEO’s office has assumed the responsibility of overseeing its company’s reputation management platform. Reputation is no longer, as has been the tradition, relegated to just the just the Communications or Marketing departments.

Building a World Class Reputation System
So what are the best companies doing? Reputation leaders are treating Reputation as a strategic asset that is managed like any other core element of strategy, with clear goals, strong KPIs, easy to use tools, and relevant communication. “The best companies in the world such as BMW and The Walt Disney Company work systematically with their reputation. Reputation is an integrated part of their company strategy and they are seeing the business benefits,” says Kasper Ulf Nielsen, Executive Partner, Reputation Institute. The top performers from the 2013 Global RepTrak™ 100 had three characteristics in common: 1. 2. 3. They have a strong company narrative that cuts across the seven dimensions of Reputation They engage with stakeholders as a company and not a product They have a systematic way of integrating reputation decision-making into the way they work

“At the BMW Group, trust is the bedrock upon which we operate and it provides the foundation for our brands to grow,” says Bill McAndrews, Head of BMW Group Corpo rate Communications. “For years, we have been cultivating relationships with all of our stakeholders based on consistency and reliability. The result is a culture of ongoing communication based on trust.” Building an effective reputation management strategy requires the development of a structured, systematic approach. To be fully prepared to win foreign market share, compete with local players, align a global workforce, and navigate in today’s reputation economy, companies must embark on a Reputation Journey.

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The #1 challenge is the lack of a structured process for integrating reputation-based decision-making into business planning, a barrier that limits their ability to drive customer loyalty, increase sales, and capture market share,” says Nicolas Georges Trad, Executive Partner, Reputation Institute.

Four elements stand out as the pillars of a strong reputation management system: 1. 2. 3. 4. Business Case for Reputation Reputation Leaders know the business rationale for reputation management. They know which stakeholders influence their business, what specific business outcome they want from each, and how their company vision is relevant to them. Reputation Intelligence and Strategy Reputation Leaders have ongoing perception tracking with key stakeholders. They understand what stakeholders expect from them and have translated that into a strong corporate narrative that is used to tell the enterprise story and be relevant to key stakeholders. Reputation Management and Accountability Reputation Leaders are making the reputation strategy come to life for teams and functions through tools and training so that each one can use the intelligence to develop their stakeholder action plans. Reputation Activation Reputation Leaders are activating their corporate narrative across all touch points and they are enabling stakeholders to participate in the storytelling.

These four elements are what set the best apart. The winners implement these elements as a business strategy that is directly tied to the overall performance of the company and with the attention of the CEO and Board of Directors. However, implementing these four pillars cannot be accomplished overnight. Companies must embark on a “Reputation Journey” to cultivate a thorough understanding of their stakeholder ecosystems. “Companies have recognized the value of Reputation, but they face challenges that a majority are not prepared to meet. The number one challenge is the lack of a structured process for integrating reputation-based de cision-making into business planning, a barrier that limits their ability to drive customer loyalty, increase sales, and capture market share,” says Nicolas Georges Trad, Executive Partner, Reputation Institute.

The best companies have been on this journey for many years; a journey in which they continue to explore new ways to activate their Reputation and drive business value. And the successful companies have discovered that it is a journey that requires the earning of stakeholders’ trust and respect, and in the process, learning to effectively manage behaviors to drive sustainable growth.

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©2013 Reputation Institute  

II.

2013 GLOBAL REPTRAK™ 100 RESULTS
Achieving Success in the Reputation Economy Companies are like buildings; the more pillars that are in place to support them, the less likely they are to collapse. Crisis, value shifts, and global expansion are just three of countless factors that can greatly affect a company’s reputation. Therefore, a strong and balanced reputation platform is essential to help with the inevitable transitions that may impact a company’s relationship with its stakeholders. In particular, world-class reputations are supported by a balance of seven distinct dimensions: Products/ Services; Innovation; Workplace; Governance; Citizenship; Leadership and Performance. “A balance of the seven reputation dimensions is the recipe for a strong and robust reputation,” says Kasper Ulf Nielsen, Executive Partner at Reputation Institute. “Companies will be able to survive a crisis in any one of the dimensions, if they have reputation capital from the other areas that matter to stakeholders. In a crisis you need the benefit of the doubt and that is what a strong Reputation gives you.” The 2013 Global RepTrak™ 100 results illustrates which firms understand this careful balance, as well as those that are still working on developing their reputations. According to this year’s RepTrak™ Pulse, BMW ranks the highest by consumers, followed by The Walt Disney Company, Rolex, Google, Daimler and Sony. Tech giants Microsoft and Canon also made the top 10, which was rounded off by Nestlé and LEGO Group. The majority of this year’s top 10 Global RepTrak™ 100 companies scored well in all seven dimensions. Although one might assume that these companies are largely admired because of the goods they produce, studies indicate that it is the perception of the enterprise (Workplace, Governance, Citizenship, Performance, and Leadership) rather than the goods produced by an organization (Products/Services and Innovation) that principally shape stakeholder opinions of an organization and drive supportive behaviors.

Leaders

“A balance of the seven reputation dimensions is the recipe for a strong and robust Reputation,” says Kasper Ulf Nielsen, Executive Partner at Reputation Institute.

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TOP 10 COMPANIES 2012 2013
11 22 33 44 55 66 77 88 99 10 10
(4) 78.39 (1) 77.76

The findings confirm that what a company stands for matters more than the products it sells. Suggesting that people’s willingness to buy, recommend, work for, and invest in a company is mainly driven by their perceptions of the company rather than by their perceptions of its products. Of course, even the best companies can struggle to achieve a well-rounded reputation platform. Only five of this year’s top 100 rated companies achieved a score of 70 or better in all seven dimensions of reputation, which denotes a reputation that is strong and robust. These top five companies— BMW, Walt Disney, Google, Microsoft, and Daimler—are known for having the full reputation package: they are good and responsible employers; are financially sound; exhibit strong leadership; are transparent and ethical; give back to the community; and are innovative and forward-thinking companies. These values, combined with offering top-notch products to consumers, are a recipe for success in today’s economy.

77.23 NEW (3)
(8) 77.15 (2) 76.58 (5) 76.30 (9) 76.23 (6) 76.02

NEW NEW 75.21
(7) 75.02

BMW - The Best Reputed Company in the World
Once again, BMW is the most reputable company in the world. The German auto maker has continued to earn the trust and respect of consumers around the globe through its consistent focus on delivering top results in all aspects of the business. What BMW has done so well is to be relevant across all seven dimensions of Reputation. BMW is the only company to place in the top five in every reputation dimension and earned the best score out of all 100 companies within Governance. Another impressive result for BMW is that the luxury automaker reached the top 10 in nine out of 15 countries surveyed. BMW also has the best overall reputation in Russia, South Korea, and Australia. BMW’s strong reputation has clearly paid off. Compared to Volvo and Ford, which both have strong reputations with RepTrak™ Pulse scores of around 70 (ranked #42, and #65 respectively), BMW has: • • 11% more willingness from consumers to buy its products 13% more recommendation from consumers

These are powerful elements when you want to win customers in the fight for market share and growth.

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©2013 Reputation Institute

The Walt Disney Company – Exporting the Company Reputation
The Walt Disney Company is the company most successful at exporting trust and admiration in foreign markets. Disney is the only company to make the top 10 in ten out of 15 countries polled. Another reason why The Walt Disney Company has such as strong reputation is that consumers admire its performance within all seven dimensions. Disney is not just revered for its beloved animated films and fantastical theme parks. The “House of Mouse” is in the top 10 for all seven reputation dimensions. Consumers perceive the company to have strong ethics, act a good corporate citizen, treat its employees well, have a clear vision, and to be a financially sound company that develops new and innovative products. All these elements make for a well-balanced platform that is crucial for achieving a strong overall reputation. And that strong reputation definitely pays off. Across the 15 largest markets in the world, 59 percent of consumers would DEFINITELY purchase Disney products. Even better, 57 percent would DEFINITELY recommend the company to others. A robust reputation clearly pays off by creating a strong base to grow revenue and market shares from.

Rolex – The Leader within High Quality Products and Services
Rolex, the Swiss watchmaker, enters the RepTrak™ 100 list for the first time with a strong reputation score of 77.23. Rolex led all companies in terms of high quality Products and Services, achieving an excellent rating in this dimension with only BMW and Daimler scoring nearly as well. However, in the minds of consumers, Rolex is well-regarded in other elements aside from manufacturing timeless products. The luxury company is also thought to deliver on other important reputation dimensions including Leadership, Financial Performance, as well as Workplace and Governance. The only two dimensions where Rolex did not make the top 10 are Innovation and Citizenship. Rolex has a very strong global reputation with top 10 performances in eight of the 15 largest markets.

Nestlé – Breaking into the Global Top 10
Nestlé, another Swiss company, climbs into the top 10 for the first time. The food conglomerate has consistently moved up in the ranking over the past years with a consistently strong Reputation.

Nestlé has a strong perception within the Products and Services, Innovation, Financial Performance, and Leadership dimension. Within the softer dimensions of Citizenship, Governance, and Workplace, Nestlé is seen

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as average. With 43 percent of reputation being driven by these three dimensions, Nestlé will need to improve performance in these areas if it wishes to climb to the top of the reputation ladder. Nestlé has a very strong Reputation with consumers in North and Latin America where it ranks second overall among all 100 companies. Nestlé is in the top 10 in seven out of the 15 countries surveyed and has built a strong local base for its global Reputation.

Apple – Falls out of the Global Top 10
Apple is losing ground on the Reputation front. This is the third year in a row that Apple’s Reputation has fallen. They have now dropped out of the top 10 to number 12. On the bright side, the company is still considered the world’s most Innovative. When Reputation is calculated, the seven dimensions are weighted in terms of im portance. As a standalone dimension, Products/Services is the most important, and Apple scores well in this area (#6). However, in the next two most important dimen sions, Governance and Citizenship, Apple does not place in the top 10 in either of these dimensions. In fact when you consider these two softer dimensions and add Workplace, you have the three dimensions that comprise a company’s CSR perception. Apple has never been considered to be on the same CSR level as tech competitors Google and Microsoft, and this may be hurting the overall trust and admiration it has with stakeholders. It appears as though the company’s legal battles with Samsung along with losing its “outsider” image, both of which enhanced the consumer goods maker’s strong emotional appeal with stakeholders, are taking a toll on Apple’s Reputation.

LEGO – Strong Emotional Connection with Consumers
LEGO, the Danish toy maker, holds on to its top 10 rank for the 3rd year in a row. In 2013, LEGO is the top-reputed company in North America among all 100 companies. LEGO is a case where the emotional connection of trust, admiration, and respect is in fact higher than the rational perception of its Products, Innovation, Leadership and Financial Performance. LEGO is only in the global top 10 in one of the seven dimensions: Citizenship. But the company has been able to build such a strong re lationship with parents all over the world that they see the company as one of the most trustworthy organizations overall.

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©2013 Reputation Institute

Key Takeaways from the 2013 Reputation Study
What does it take to win trust on a global level in the Reputation Economy? Reputation Institute’s 2013 Global RepTrak™ 100 study set out to answer just that. The annual study measured 100 of the most highly regarded companies across 15 global markets. More than 100,000 interviews were conducted in February and March 2013, across the largest 15 markets in the world, covering 75 percent of the global GDP.

Let’s take a look at some of the highlights: • • • • • • • • • BMW remains the world’s best reputed company for the second year in a row with a strong Reputation across the 15 markets. BMW is the only company to place in the top five in all seven Reputation dimensions. BMW remains the world’s best reputed company for the second year in a row with a strong Reputation across the 15 markets. BMW is the only company to place in the top five in all seven Reputation dimensions. The Walt Disney Company has the most global footprint and is in the top 10 in ten of the fifteen markets. Rolex is new to the study entering as the 3rd best reputed company in the world winning the dimensions of High Quality Products and Services Nestlé enters into the top 10 for the first time with a very strong Reputation, particularly in North and Latin America where it ranks second overall. Only 16 percent of the top 100 companies have better Reputations abroad than at home. This is a challenge for many as up to 95 percent of revenue comes from foreign markets. Among consumers, the level of support is up to 55% lower in the foreign countries than in the home countries. For top companies, 55 percent of consumers said they would definitely recommend their products to others, compared with only 22 percent for the companies at the bottom of the list Reputation is driven by seven dimensions, and each dimension constitutes at least 13 percent of Reputation. So to win the Reputation race you need to be able deliver on all seven, as standing out in just one area will not bring you the trust and support you need.

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THE REPUTATION DIMENSIONS
To succeed as a business you need customers to buy your products. You need them to recommend your products. You need regulators to give you the license to operate. You need the financial analysts to recommend your stock. You need the media to report on your success stories. And you need your employees to deliver on your strategy. The big question is: what do they need from you to take this supportive action? It’s simple. They need to be able to trust you. Trust you as a company that will deliver on your promises to them. And that is what reputation is all about! Reputation is the emotional connection between people and companies. Reputation can be me asured by the level of trust, admiration, respect and good feeling. Companies with strong reputations have this emotional connection. And they see an increased support from their key stakeholders.
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This trust comes from delivering on 7 specific dimensions of reputation: stakeholders expect that you have (1) high quality products and services, (2) that you continuously develop innovative products, (3) that you have the best employees and that you treat them well, (4) that you are open and transparent in the way you do business, (5) that you are a good corporate citizen, (6) that you have a clear vision for the future of your company and the industry you are in, (7) and that you are a solid company that delivers strong financial results. It is difficult to deliver on all these different dimensions. But that is what is required if you want to earn the trust and support from stakeholders. The 2013 RepTrak™ 100 results show who excel within each of the 7 dimensions:
Products/Services Rolex (Switzerland) BMW (Germany) Daimler (Mercedes-Benz) (Germany) The Walt Disney Company (U.S.) Sony (Japan) Apple (U.S.) LVMH Group (France) Microsoft (U.S.) Google (U.S.) Canon (Japan)
81.18 80.93 80.15 78.21 77.98 77.88 77.87 77.69 77.34 77.31

Innovation Apple (U.S.) Microsoft (U.S.) Google (U.S.) BMW (Germany) Samsung Electronics (South Korea) Intel (U.S.) The Walt Disney Company (U.S.) Sony (Japan) Daimler (Mercedes-Benz) (Germany) Canon (Japan)
80.58 79.18 78.14 77.82 76.93 76.79 76.35 76.32 75.67 74.26

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Citizenship The Walt Disney Company (U.S.) Microsoft (U.S.) Google (U.S.) BMW (Germany) Nestlé (Switzerland) Daimler (Mercedes-Benz) (Germany) LEGO Group (Denmark) Johnson & Johnson (U.S.) Sony (Japan) Kellogg Company (U.S.)
72.62 71.35 70.45 68.99 68.30 68.09 67.84 67.55 67.51 67.50

Governance BMW (Germany) Microsoft (U.S.) The Walt Disney Company (U.S.) Google (U.S.) Daimler (Mercedes-Benz) (Germany) Rolex (Switzerland) Sony (Japan) Volkswagen (Germany) Intel (U.S.) Canon (Japan)
73.37 73.20 72.59 71.94 71.41 71.05 71.02 70.82 70.41 69.75

Workplace Google (U.S.) Microsoft (U.S.) BMW (Germany) The Walt Disney Company (U.S.) Daimler (Mercedes-Benz) (Germany) Apple (U.S.) Intel (U.S.) Sony (Japan) Volkswagen (Germany) Rolex (Switzerland)
75.75 74.35 74.05 73.27 72.44 71.29 70.06 69.93 69.82 69.57

Leadership Microsoft (U.S.) Apple (U.S.) Google (U.S.) BMW (Germany) The Walt Disney Company (U.S.) Daimler (Mercedes-Benz) (Germany) Intel (U.S.) Rolex (Switzerland) The Coca-Cola Company (U.S.) Samsung Electronics (South Korea)
78.10 76.60 76.29 76.21 75.41 75.11 72.66 72.61 72.60 72.58

Performance Microsoft (U.S.) Apple (U.S.) BMW (Germany) Google (U.S.) The Walt Disney Company (U.S.) Daimler (Mercedes-Benz) (Germany) The Coca-Cola Company (U.S.) Rolex (Switzerland) LVMH Group (France) Samsung Electronics (South Korea)
79.66 78.93 78.54 78.46 77.73 77.37 77.20 75.99 75.81 75.79

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Exporting Your Reputation
Companies that want to grow their business are going global. International companies earn between 50-95 percent of their revenue from foreign markets. For most, this means that continued growth can only come from international sales. Thus, winning the support of customers in foreign markets is critical to future success. The 2013 Global RepTrak™ 100 demonstrates that while a Reputation may be strong in a company’s home country, popularity doesn’t always translate easily abroad. While companies see as much as 95 percent of revenue from foreign markets, only 16 of the top 100 companies have better Reputations abroad than at home.

“In today’s reputation economy, it’s not enough to have a strong and appealing brand or product. You need to create a strong and emotional connection with multiple stakeholders to succeed,” Nicolas Georges Trad, Executive Partner, Reputation Institute
Reputation is not that easy to export. On average the global Reputation across 15 markets is -3 points lower than the home country Reputation. • • • 55 percent of the top 100 companies have a stronger reputation in their home country. These companies have a huge potential for growth. If they can find a way to export their strong levels of trust and support they will win markets shares Only 16 out of the top 100 companies have a stronger Reputation globally than in their home country and this underlines the challenge many companies face when trying to expand their business to international markets. Building trust and support from consumers in foreign markets is a challenge. Companies lose as much as 35 percent of their Reputation in export markets compared to their home markets, and consumers up to 55% are less likely to recommend a foreign company.

For example, consumer goods companies like Pepsi, Lenovo, Hitachi, and General Mills are all very global organizations. Yet, they only have average Reputations abroad despite their solid reputations at home. That means that instead of having 55 percent of global consumers wanting to buy their products—which companies on average enjoy in their home markets—only 41 percent are willing to do so. That loss in additional revenues is significant and highlights the importance of a good corporate reputation compared to an average one. Reputation is an emotional connection which is built over time. It’s tied to your history and past actions. Though exporting that emotional appeal can prove challenging, it’s a recipe for success when competing internationally. Today, companies lose as much as 55% of their consumer recommendation in export markets. To improve sales, international companies must invest in developing their reputation globally. In other words, companies need to take their story on the road. “In order to win support and recommendations, a company needs to tell its story in a way that resonates with stakeholders on a global level. In today’s Reputation Economy, it’s not enough to have a strong and appealing brand or product. You need to create a strong and emotional connection with multiple stakeholders to succeed,” Nicolas Georges Trad, Executive Partner, Reputation Institute

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©2013 ©2012 ©2013Reputation ReputationInstitute Institute

Looking at the regional results some very interesting findings emerge: • • • • North American consumers chose Lego, Nestlé, Johnson & Johnson, General Mills, and Kellogg’s, as their Reputation champions, indicating a preference for food and amusement. Europeans gave top honors to Sony, Disney, Google, BMW and Daimler. Electronics and tech producers as well traditional automakers accompanied Disney at the top. Latin Americans chose Google, Nestlé, Microsoft, Johnson & Johnson and Nokia, indicating a shift from a preference for food companies last year to tech companies this year Asia-Pacific consumers demonstrated their affinity for high-end brands by ranking BMW, Microsoft, Rolex, Disney and Apple at the top.

No company attained the top spot in more than one region. This outlines how difficult it is to build a strong global reputation. And global winner BMW, who is strong across the 15 markets, only made the top five in Asia and Europe. “Rankings vary across regions because Reputation is not easy to export,” according to Nicolas Georges Trad, Executive Partner at Reputation Institute. “Consumers want to understand the company behind the products. And most companies are not telling that story well enough in their export markets. They focus on selling their products but are missing the larger point of being relevant as a company to the local consumers,” he says.

REPTRAKTM 100: BY REGION IN 2013 NORTH AMERICA 
1 2 3 4 5 1 2 3 4 5

EUROPE

LATIN AMERICA 
1 2 3 4 5 1 2 3 4 5

ASIA PACIFIC

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The Global RepTrak™ 100:
The Global RepTrak™ is the largest study of corporate Reputation in the world. We talk with more than 55,000 people across the 15 largest markets in the world: Australia, Brazil, Canada, China, France, Germany, India, Italy, Japan, Mexico, Russia, South Korea, Spain, the U.K. and the U.S. These consumers are rating the 100 most highly regarded companies in the world. Each respon dent evaluates up to five companies which they are familiar with. They gauge the company on overall Reputation and the specific performance on the seven dimensions of Reputation using Reputation Institute’s RepTrak™ Pulse methodology. To be included in the list, companies need to qualify on a number of criteria: each company must have an above average Reputation (>64) in its home market; a strong multinational presence and visible global footprint; high familiarity to consumers in the largest 15 markets; and be among the largest companies in their home market. So just making the list is an achievement. Each company on the list has some traits of a reputation champion. The Global RepTrak™ 100 shows how strong the reputation is across the 15 largest markets in the world. Data was collected in February and March 2013 using online data collection. In interpreting results, all RepTrak™ Pulse scores differing by more than +/-0.9 are significantly dif­ ferent at a 95 percent confidence level.

2013 Reputation Leaders Study
The 2013 Reputation Leaders Study is the largest study of what companies are doing to build and protect their reputation. We interviewed 313 business leaders from companies in 25 countries around the world on how they manage reputation, which challenges they face, and what they deem as best-practices. The study was conducted in January-March 2013 using an online questionnaire.

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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 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50

Company

RepTrak™ 100 Score 78.39 77.76 77.23 77.15 76.58 76.30 76.23 76.02 75.21 75.02 74.98 74.65 74.38 74.05 73.56 73.39 73.37 72.81 72.73 72.49 72.49 72.32 72.22 72.19 72.00 71.96 71.96 71.88 71.66 71.57 71.52 71.47 71.19 71.02 70.93 70.74 70.49 70.28 70.11 70.11 70.11 70.05 70.03 70.02 69.92 69.63 69.57 69.54 69.34 69.29

Rank 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100

Company

RepTrak™ 100 Score 69.22 69.21 69.13 69.10 69.00 69.00 68.81 68.78 68.69 68.66 68.46 68.44 68.40 68.38 68.12 68.02 67.90 67.76 67.04 67.04 66.97 66.80 66.78 66.65 66.57 66.53 66.39 66.33 66.26 65.99 65.87 65.85 65.82 65.65 65.53 65.46 65.45 65.45 65.40 65.30 65.28 65.10 65.04 65.02 64.87 64.75 64.71 64.40 64.39 64.32

BMW The Walt Disney Company Rolex Google Daimler (Mercedes-Benz) Sony Microsoft Canon Nestlé LEGO Group Intel Apple Volkswagen Adidas Group Johnson & Johnson Samsung Electronics L’Oréal Nike Colgate-Palmolive Philips Electronics Michelín Amazon.com Giorgio Armani Group IBM Kellogg Company Danone Goodyear Bridgestone Ferrero Nokia Hewlett-Packard Panasonic Pirelli Barilla Honda Motor Nintendo Toyota 3M LVMH Group (Moët Hennessy-LV) Marriott International Procter & Gamble Volvo Group Whirlpool The Coca-Cola Company FedEx Electrolux Kraft Foods IKEA Siemens Dell

HJ Heinz Bayer Heineken Deutsche Lufthansa Toshiba General Electric BBC Unilever Fujifilm Cisco Systems Singapore Airlines UPS LG Corporation Xerox Ford Motor Swatch Group Oracle eBay Roche SAS (Scandinavian Airlines) Airbus Abbott Laboratories Sharp ACER Qantas Airways Marks & Spencer Group H&M DuPont General Mills Starbucks Coffee Company Eli Lilly General Motors Company Nissan Motor Bristol-Myers Squibb Suzuki Motor Air France-KLM Boeing Carlsberg Group Hitachi British Airways-Iberia (Int. Airlines Group) Diageo PepsiCo Peugeot-Citroen Bacardi GlaxoSmithKline Fujitsu Zara (Inditex) Hertz Global Holdings Pfizer Lenovo Group

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