The Authenticity Report 2014 - FleishmanHillard

The Authenticity Report 2014 Executive Summary

It’s where brand and reputation are managed together that real magic happens Just two years ago, FleishmanHillard set out on a journey to rethink our approach to reputation and brand management. A complex and evolving communications landscape demanded it, driven by powerful new connections between individuals, communities, organizations and businesses. These connections have shattered the walls that separated brand and reputation. Our approach focuses on this new space – the space where reputation and brand come together. That sweet spot, where what you say matches up with what you do – where the expectations of your stakeholders align with their actual experiences. It’s about being authentic, and it’s in this place where brand and reputation are managed together that real magic happens. Where authenticity is at its best. Because at the end of the day there is a difference between transactions and meaningful relationships, bluster and truth and promises and execution. And to succeed in the world today, alignment is everything. I invite you to read the global summary of our latest 2014 authenticity research on the pages that follow. The headlines reveal powerful information and illustrate why it is so critical for all brands to achieve authentic engagement.

Dave Senay President, CEO FleishmanHillard

FleishmanHillard | The Authenticity Report 2014 – Executive Summary

© FleishmanHillard Inc.

Contents

page

Authentic Engagement: The Intersection of Brand and Reputation 2 The Power of Nine: The drivers of authenticity 3 Part 1: The Authentic Company – A Broad Role 4 Part 2: Be Authentic Globally 9 Part 3: Momentum: An early indicator 14 Part 4: Authenticity Experts 16 Part 5: Company directories and study details 18 Guiding management decisions 29

Authenticity insights for more than 700 companies and brands in more than 50 categories in Canada, US, UK, Netherlands, Germany, China and Indonesia.



Authentic Engagement: The Intersection of Brand and Reputation In a world where organizations and management are under increasing scrutiny, understanding expectations is fundamental. To succeed we must align what we say and how we behave (our brand) with the shared perceptions of others (our reputation). The pressure to bring brand and reputation together is driving a new narrative. Instant information and heightened interaction are exposing organizations where marketing and corporate communications continue to be managed in silos, often working with little reference to each other. A new model is evolving where the intersection of brand and reputation offers executives a new, single view of their organization.

Authentic Engagement Drives organizational purpose, as well as products and profits

Bra

nd W say hat yo an u you d how beh ave

ers oth ou t a y Wh bout ared a h say d on s e s s n ba ptio ce per

n tio a t pu Re

Authenticity Gap The gap between people’s expectations and experiences

No firm is doing more than FleishmanHillard to help organizations understand this emerging model and to deliver actionable data and insights. In 2012 FleishmanHillard and Lepere Analytics partnered to create a new methodology to help companies understand and proactively manage the Authenticity Gap – the gap between stakeholder expectations and their actual experience of a company or brand. These insights create a path to deeper, more meaningful relationships with stakeholders.



2

The Power of Nine: The drivers of authenticity While in the past different stakeholder groups might be addressed in isolation, in today’s interconnected world this is no longer the case. Companies can no longer succeed if they fail to align their behaviors and their messages with the interconnected expectations of their different stakeholder groups. Through our work and research, we have discovered nine drivers of authenticity that shape our perceptions and beliefs about an organization. These drivers provide the code of conduct to understanding and managing authentic engagement and map to the agendas of today’s stakeholders and how they engage with a company. The DNA of authenticity is made up of three interconnected strands: Management Behaviors, Customer Benefits and Society Outcomes. Each strand is made up of three individual drivers (see panel), identified and validated in separate studies. Expert Consumers rank both their expectations of the category and their experience of an individual organization or brand against these drivers.

Man age me nt B

Authenticity drivers (full statements) Doing right

Customer Benefits – Offering products and services that are better value – Taking better care of customers – Innovating new and better products and services Society Outcomes – Taking better care of employees – Contributing to society in a way that has a better impact on my community – Taking better care of the environment

Society Ou tco me s

– More committed to doing the right thing – Having more consistent and stable financial and operational performance – Communicating more frequently and credibly

Care of environment

Consistent performance

Community impact

s ior av eh

Management Behaviors

Credible communications

Employee care

Better value

Innovation

Customer care

C u sto m e


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fi ene

ts


3

Part 1 The Authentic Company – A Broad Role What do you stand for? This year’s report shows audiences expect authentic companies to be about much more than the products and services they sell. In this section find insights on: – Corporate Behavior and Customer Benefits: Tell a complete story – Management Behaviors: Be as you wish to be seen – Customer Benefits: Innovation means more personalization, not more technology – Society Outcomes: The meaning of ‘my community’



page

5 6 7 8

4

Tell a complete story

Too often companies focus the vast majority of their resources and talent on telling a story about the benefits of the products and services they sell. These messages dominate the narrative. But it’s really only half the story. Expert Consumers across the globe say that only half (48%) of their perceptions and beliefs about a company are shaped by attributes related to companies’ products and services. Consideration: Shaping your corporate narrative Use the Nine Drivers as a framework for evaluating your current corporate brand messages or creating fresh ones. Which drivers matter most to achieving your business goals? Are you creating a balance in your narrative that reflects the expectations of your audiences?

Expert Consumers rank both their expectations of the category and their experience of an individual organization or brand against the Nine Drivers of authenticity.

The other half (52%) is shaped by information regarding how management behaves and how the company is having an impact on society. So when companies fail to talk about these things with as much force and conviction as they do their products, they are creating a vacuum. And consumers are going elsewhere to fill it.

Customer Benefits Society Outcomes – employee care – community impact – care of environment

– better value – customer care – innovation

Management Behaviors – doing right – consistent performance – credible communications



5

Be as you wish to be seen

Today’s audiences are pretty skeptical when it comes to value and vision and purpose statements. In fact, only 21% of people wanted companies to say more about what they believed in when it came to their communications and marketing. While companies must be anchored in true values, what makes them authentic is how they expressed them with action. Of note, 44% of people want to know more about a company’s processes and practices. And 43% said they wanted to know more about how the company was making it easier to solve problems. Today they want to see your values in action. It’s your practices, not your philosophy, that make you authentic.

“… make it easier to solve problems”

“… say more about what they believe in”

“… more open about company processes and practices”

Consideration: Catch your beliefs in action Promise and performance have to work together each and every day to be authentic. How much time and resources did you spend doing your last vision exercise? Or creating a purpose statement? Did you spend that same amount of time walking the plant floor or sitting in the call center? Sitting with your QA people? Or with your sourcing team to understand their practices? Catching your beliefs in action – and communicating about that – is where brand and reputation come together in a way that is truly authentic.

Expert Consumers in more than 50 different categories of products and services in seven countries were asked what ‘Communications from companies should do’. Percentages do not add to 100% as respondents selected the top two aspects of communications they would find most believable.



6

Innovation means personalization, not more technology There is a voracious appetite for innovation across the globe. But innovation doesn’t necessarily mean more technology. In fact, greater personalization of goods and services was ranked the No.1 aspect of innovation consumers would most value in virtually every category in every one of the seven countries studied. Today expectations about innovation are all about new ways of doing things, fresh thinking, different ideas – many of which may be facilitated by technology but should not be confused with it. Greater personalization of products and services

Consideration: Fresh thinking

30

%

State-of-the-art design and technology

Greater personalization of products and services

16%

28

%

More transparency of production methods and sources

15%


Today messages about innovation are almost ubiquitous. So when considering how to tell your innovation story, take a look at your strengths across the other eight drivers. What fresh thinking are you applying to the care of customers or your own employees? What new ways are you addressing customer service or taking care of the environment.

Greater personalization of products and services Easier to use products and services

26

23

%

%

Greater rewards for loyalty

16%

17%


31

%

Easier to use products and services


Greater personalization of products and services State-of-the-art design and technology

30

27

%

%

State-of-the-art design and technology

17%

18%

16% Expert Consumers in more than 50 different categories of products and services in seven countries ranked seven aspects of innovation they would most value in each category.



7

The meaning of ‘my community’

While much has been written about a corporation’s need to perform a broader role across both community and environment, the 2014 results show that companies may want to rethink some of their traditional corporate responsibility efforts to meet changing expectations following the global recession. Expert Consumers in 20 different categories of products and services in each of six countries were asked ‘what role they would like to see companies play’. Aspects of Community impact (full statements)

Consideration: Shared values

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Consider which priorities of local consumers today resonate with the organization. Which feel authentic, and which can the organization honestly uphold so that the experiences the stakeholders have with the company live up to their expectations?

men

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The Authenticity insights give organizations a roadmap toward finding shared value – the most meaningful and relevant connections between the needs of society and the economic needs of business.

t 4 6%

Business – Encourage a stable business environment (e.g. regulated, accountable, open) Environment – Protect and sustain the environment (e.g. locally, nationally, globally) Facilities & Services – Contribute to public facilities and services (e.g. charities, housing, public buildings) Education – Support education (e.g. schools, adult learning, job training) Knowledge – Facilitate learning of knowledge skills and best practices from around the world

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Expert Consumers in 20 different categories of products and services in each of six countries were asked ‘what role they would like to see companies play’. Percentages do not add to 100% as respondents selected the top two roles companies play in making communities and society better.



8

Part 2 Be Authentic Globally Consistent with last year’s report, the 2014 Authenticity Report shows that expectations of the Nine Drivers – even in the same industry – vary dramatically by country. So if expectations vary so widely, what does it mean to have a ‘global brand’? In this section, find insights on: page – How expectations vary by market 10 – Country guides to the industries with the widest Authenticity Gaps 12 – United expectations of innovation 13



9

No such thing as a global brand

One might think expectations of the Energy or Banking sector might be broadly consistent – at least within continents. But as the Authenticity Gaps below demonstrate, expectations and experience in the same industry vary widely. So while you may need a framework that works for you globally, executing against local expectations is key to an authentic relationship with local stakeholders. +3.0%

Doing right

Energy Authenticity Gap %

50 40 30

-3.1%

2013 – 2014

Care of environment

Authenticity Gap: Category expectation minus

Category experience equals

5

+1.0%


+4.9%

-4.0%

Employee care

Better value

-4.4%

-0.1%

+4.7%

Doing right

50 40 30

+1.2%

50 40 30

-1.6%


20

Care of environment

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+0.3%


+2.4%

-4.3%

Employee care

Better value

+3.9%


10

Community impact

Innovation

+1.2%

20

10

+1.5%

Customer care

+0.9%

Doing right

Care of environment

-4.2%

Community impact

Innovation

-1.4%


10

±% gap

Innovation leads expectations in the Netherlands, UK and US, but the measure differs dramatically country to country. Peoples’ experience in each country varies greatly too, falling short of expectations in the US and Netherlands but exceeding in the UK. The Netherlands has high expectations for better value; expectations of consistent performance is more important in the US and UK.

+2.2%

20

-3.5%

Customer care

5

+1.4%

+1.1%

Community impact


+1.1%

-0.2%

Employee care

Better value

-4.2%

Innovation


+0.2%

Customer care


10

No such thing as a global brand (cont’d) Banking Authenticity Gap % 2014 Authenticity Gap: Category expectation minus

Category experience equals

±% gap

In Canada the category is falling short of expectations of customer care. In Germany, China and Indonesia, expectations of customer care are much lower; China and Indonesia experience are broadly meeting category expectations, but Germany is exceeding expectations. Expectations of consistent performance is broadly matching in Germany and Indonesia, leading in Canada, but lagging in China.

+4.7%

+0.5%

Doing right

Doing right

50 40 30

+3.8%

Care of environment

+2.4%


20

50 40 30

+4.3%

Care of environment

10

+0.5%

Community impact


+3.7%

-8.7%

Employee care

Better value

-2.5%

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-0.6%

-6.7%

Employee care

Better value

-4.7%

Customer care

+4.8%

-1.1%

+0.5%

50 40 30

-1.9%


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Care of environment


10

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Community impact


-2.0%

-0.4%

Employee care

Better value

-6.7%

-0.2%

20

10

Innovation

Customer care

Doing right

50 40 30

+4.6%

+0.6%

Innovation

Doing right

Care of environment

+3.3%

Community impact

-6.1%

Innovation

-0.4%


10

5

+2.1%

-2.3%

20

+2.1%

Customer care

5

-3.3%

-2.7%

Community impact


+3.7%

+3.1%

Employee care

Better value

+1.9%

Innovation


+0.5%

Customer care


11

Industry Winners and Losers: The widest gaps by country The widest Authenticity Gaps are found in among numerous drivers in a variety of different industries studied in 2014. This breadth of drivers and industries underlines the fact that the Authenticity Gaps for every country and every company or brand are different. The three largest gaps where industries are falling short of expectations are around Innovation in various technology categories: US Electronics with an Innovation gap of -29.0%, UK Smartphones with a gap of -24.5% and Canadian Technology with an Innovation gap of -22.1%. By comparison the largest areas where industries are exceeding expectations are in UK Life, Property, Health Insurance with a Customer care gap of +11.0%, Indonesia Energy & Mining with an Innovation gap of +10.8% and US Software with a gap on Doing right of +10.7%.

+%

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Credible Doing right communications

Innovation


Customer care

Doing right

+15%

Category

+9.7

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Energy

+8.9 Chain Restaurants

+10.8 Energy & Mining

+8.4 Courier Services & Logistics

+11.0

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Software

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The graphic details each country’s widest gaps between expectations and experience – both positive and negative.

Country

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-8.1 Enterprise Software Category

-15.7

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Beverages

-13.9

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Innovation

Better value

Innovation


Innovation

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12

United in expectations of innovation

Expert Consumers in seven countries are united in citing innovation as their No.1 expectation of companies and brands. Expectations of innovation, averaged across the 20 categories studied in each country, divide the countries into three clear divisions. Expectations of innovation in the US average 49% and in the UK average 44%. These expectations are twice as high as the average expectations of innovation in Canada and Germany at 22% and the Netherlands at 20%. Expectations of innovation across the 20 categories studied in Asia are nearly three times lower with China averaging 17% and Indonesia 16%. If you haven’t already, check out the story on what innovation means in 2014 on page seven for more insights into how to meet these high expectations.

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Expectations of innovation averaged across the 20 categories studied in each country.



13

Part 3 Momentum: An early indicator Knowing how fast your organization is gaining or losing ground on competitors gives you an edge. While most corporate leaders will tell you they would rather be able to see where they are going than where they have been, the market research available doesn’t usually allow them to do this. To assess future challenges and strategic options, top management needs more forward-looking data and analytics, especially in relation to rapidly changing stakeholder expectations and competitive pressures. Momentum is an early indicator for executives to identify threats and opportunities on the horizon.



14

Momentum: Stronger indicators in the East The top three industries in China and Indonesia have approximately twice as much Momentum™ as their equivalent in Western markets. Confirming the appeal of ‘badge brand’ categories in emerging markets, the top three categories in China are Luxury, Smartphones and Major Appliances and in Indonesia they are Automotive, Online Shopping and Tablets & E-Readers. Perhaps the growing availability and accessibility of global brands in emerging markets is a major factor driving higher levels of excitement and Momentum. Or conversely, perhaps it is the saturation of choice in established markets that is making Momentum and differentiation more difficult to achieve.

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15

Part 4 Authenticity Experts Authenticity Gap studies are conducted among Expert Stakeholders because their opinions are insightful in strategic planning for brand and reputation. Expert Stakeholders are experts in specific categories or topics in which they have a higher level of interest, knowledge, engagement and influence than their peers. The studies referenced in this report were conducted amongst Expert Consumers. However, custom studies allow managers to study many different business-to-business and business-to-consumer audiences and stakeholders, not just consumers.



16

Expert Consumers

Expert Consumers™ are experts in specific categories or topics in which they have a higher level of interest, knowledge, engagement and influence than their peers. Lepere Analytics methodology ‘flips’ the traditional recruitment process by identifying Expert Consumers before category or brand engagement. Expert Consumers are consistently found to be only 5%-15% of the general population in the seven countries studied. We believe Expert Consumers are the best data source to understand and anticipate authentic engagement and momentum from the consumer perspective because their level of interest and engagement in a category or organization’s activity encompasses both brand and reputation.

Identifying Expert Consumers General Population A representative sample of the general population is screened for: 1. Personality based on the Big 5 theory – the most widely accepted, empirical and data-driven model of personality psychology.

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2. Attitudes to, amongst other things, commercial culture, curiosity about new products and technologies, concept of value.

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3. Behavioral characteristics such as media consumption, level of networking activities, willingness to share information and experiences with others.

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The ability to identify Expert Consumers from the general population was developed by Lepere Analytics. The methodology is US Patent Pending.

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Proprietary algorithm | US Patent Pending | ™ and © Lepere Analytics



17

Part 5 Company directories and study details To reflect the reality of our clients’ needs FleishmanHillard selected categories, organizations and brands that were relevant and meaningful to the regions and clients we serve in 2014. – Company directories – Study details


page

19 26


18

Industry Sectors Technology

Company directory Canada

Public Consumer Products & Services Healthcare Manufacturing & Industrials Financial & Professional Services Food & Agribusiness Energy & Utilities

Electronics

Internet Services

Technology

Wireless Carriers

Sony

Facebook

Research in Motion

Bell

Samsung

Twitter

CGI Group

Rogers

Apple

LinkedIn

Cisco

TELUS

HP

Amazon

EMC

Wind

Dell

Google

Huawei

Shaw

Lenovo

Netflix

IBM

Mobilicity

LG

eBay

Intel

Fido

Toshiba

HootSuite

HP

Koodo

Airlines

Athletic Apparel

Luxury Retailers

Pharmacy

WestJet

MEC

Hudson’s Bay Co

Shoppers Drug Mart

Air Canada

Lululemon

Saks Fifth Avenue

London Drugs

Porter

Running Room

Lord & Taylor

Rexall

Air Transat

Nike

Holt Renfrew

Pharmasave

Canjet

Adidas

Nordstrom

Guardian

Sunwing

Reebok

Bloomingdale’s

Costco Pharmacy

American Airlines

Under Armour

Macy’s

Walmart Pharmacy

United

Roots

La Maison Simons

Sobeys Pharmacy

Retailers

Medical Equipment & IT

Pharmaceuticals

Mining

Canadian Tire

GE Healthcare

Bayer

Teck Resources

Walmart

Philips Healthcare

Pfizer

Rio Tinto Alcan Inc

Target

TELUS Healthcare

AstraZeneca

BHP Billiton

Costco

Dell Health

Roche

Goldcorp Inc

Future Shop

Meditech

Johnson & Johnson

Silver Wheaton

Best Buy

Siemens

Eli Lilly

Barrick Gold

Lowe’s

J&J

Sanofi

Vale Canada

Home Depot

3M Canada

GlaxoSmithKline

Sherritt International

Banking

Insurance

Realtors

Agriculture

Royal Bank of Canada

Great-West Lifeco

Remax

PotashCorp

Toronto-Dominion Bank

Manulife Financial

Royal LePage

Bayer Crop Science

Bank of Nova Scotia

Sun Life Financial

Century 21

Dow AgroSciences

Bank of Montreal

Industrial Alliance Insurance

Coldwell Banker

Nufarm

Canadian Imperial Bank of Commerce

Desjardins Financial Security Life

Sotheby’s Realty

DuPont

National Bank of Canada

Standard Life Financial

Chestnut Park Real Estate

Syngenta

HSBC

Canadian Direct Insurance

Sutton Group

BASF

ING Bank of Canada

Aviva

Keller Williams

Monsanto

Casual Dining Restaurants

Grocers

Packaged Foods

Quick Service Restaurants

Boston Pizza

Metro

Danone (Dannon, Activia, Evian)

McDonald’s

Swiss Chalet

Loblaws (Super Centre/No Frills/T&T)

PepsiCo (Frito Lay, Quaker, Gatorade)

KFC

Jack Astors

Whole Foods

Mars (Wrigley, Uncle Ben’s, M&Ms)

Wendy’s

Milestone’s

Sobeys (Safeway/FreshCo)

Kraft (Jell-O, Oscar Mayer, Planters)

Tim Hortons

Montana’s

Walmart

General Mills (Cheerios, Pillsbury, Yoplait)

Subway

The Keg

Costco

A&W

East Side Marios

Overwaitea (Save-on-Foods/Urban Fare/ PriceSmart Foods)

Boulder Brands (Udi’s Gluten-Free, Smart Balance, Glutino) McCain’s

Quiznos

Earl’s

Trader Joe’s

Maple Leaf Foods (Dempster, Schneider’s, Natural Selections)


DQ


19


Company directory China


Smartphones

Software

Tablets & E-Readers

Wireless Carriers

Google Inc (Android)

Microsoft Corp (Office, Windows)

Apple Inc (iPad)

China Mobile Ltd (China Mobile)

Samsung Electronics (Samsung Galaxy)

Global Tech Limited (Kingsoft)

Lenovo Group Ltd (LePad)

Lenovo Group Limited (LePhone)

Souhu.com, Inc (Sogou (search engine and pinyin method))

Samsung Electronics Co Ltd (Galaxy)

China Motion Telecom International Ltd (China Netcom)

Qihoo 360 Technology Co Ltd (360 (Safe Guard & Anti-Virus))

Google Inc (Google Nexus)

Vodafone Group PLC (Vodaphone)

Newsmy Ideal Digital Technology Co Ltd (Newpad)

AT&T KDDI

Yuandaocn Corporation (Yuandao)

Verizon

HP

NTT DoCoMo

Huawei Technologies Co Ltd (Huawei) Yulong Computer and Telecommunications (China Wireless Technologies Ltd) (Coolpad) Xiaomi ZTE Corporation

Tencent Holdings Ltd (QQ, wechat) China Mobile Ltd (JEGO (instant messaging))

Huawei Technologies Co Ltd (MediaPad)

China Unicom Limited (China Unicom)

Apple Inc (iPhone)

SAP

Discount Retail

Luxury

Major Appliances

On-line Shopping

Wal-Mart Stores Inc (Wal-Mart)

Cie Financiere Richemont SA (Cartier)

LG Electronics (LG)

Amazon.com Inc (Amazon.cn)

Carrefour S.A. (Carrefour)

Tiffany & Co

Philips

eBay Inc (eBay, PayPal)

Chia Tai Group (Lotus)

Li Ning Company Ltd (Li Ning, Lotto, Aigle)

Siemens AG

alibaba Group (Alipay, Taobao & Tmall)

Beijing Jingkelong Co Ltd (Jingkelong)

Burberry

Samsung Electronics Co Ltd (Samsung)

360buy Jingdong Mall (360buy.com)

China Resources Enterprise Ltd (Vanguard)

LVMH

TCL Corporation (TCL)

Beijing Hualian Group (Hualian)

Prada

Haier Group (Haier)

Fan Ke Cheng Pin (Beijing) Technology Ltd (凡客诚品 (北京) 科技有限公司) (VANCL)

Ruentex Group (Rt-Mart International Co Ltd)

Chanel

Hisense

58.com (58同城网)

Lianhua Supermarket Holdings Co Limited

Rolex

Gome Electrical Appliances Holdings Ltd (Gome)

dangdang.com Tencent Holdings Ltd (wanggou.com)

Vacation & Travel

Women’s Care

Pharmaceuticals

Automobiles

Hilton

P&G (Rejoice, Pantene)

AbbVie

Bayerische Motoren Werke AG (BMW)

Marriott International Inc (Marriott, Ritz Carlton)

Estée Lauder (Estée Lauder)

AstraZeneca PLC

GM (Buick)

Hyatt Hotel Group (Grand Hyatt, Park Hyatt, Andaz)

Unilever (Dove)

GlaxoSmithKline PLC (GSK)

Honda Motor Co Ltd (Honda)

Johnson & Johnson (Neutrogena, Johnson & Johnson)

Johnson & Johnson

Daimler AG (Mercedes-Benz)

Avon Naturals

Novartis AG

Nissan Motor Co Ltd (Nissan)

Pfizer Inc

Toyota Motor Corp (Toyota)

Tongrentang

Volkswagen AG (Audi, VW)

Baiyunshan

Volvo Car & Volvo Group

7 Days Group Holding Ltd (7 Days Inn) Homeinns Co Ltd (Home Inns) China Lodging Group, Ltd (Hanting Inns & Hotels) Air China

L’Oréal (Garnier, L’Oréal) Beiersdorf (NIVEA) Shanghai Herborist Cosmetics Co, Ltd

Cathay Pacific

Shipping & Logistics

Banking & Investing


Payment Systems

COSCO Group

Agricultural Bank of China

China Unionpay

ChinaPost

Bank of China

American International Assurance Company (Bermuda) Limited (AIA)

CMA CGM Group (CMA)

Citigroup

MasterCard

Orient Overseas (International) Limited (Orient Overseas Container Line)

China Construction Bank

Ping An Insurance (Group) Company (Ping An Insurance)

The A.P. Moller – Maersk Group (Maersk)

HSBC Holdings plc (HSBC)

UPS Deutsche Post AG (DHL) S. F. Express

Deutsche Bank Industrial & Commercial Bank of China (ICBC) JP Morgan

Prudential Financial, Inc (Prudential) The China Life Insurance Company Limited People’s Insurance Company of China Holdings Company (PICC) CIGNA

Visa American Express Paypal Alipay Tenpay Western Union

China Pacific Insurance Group (CPIC) New China Life (NCI)

Real Estate

Fast Food Restaurants

Packaged Food & Beverages

Energy

Wanda

McDonald’s Corp

The Coca-Cola Co (Coke, Minute Maid)

CNOOC

Venke

Papa John’s International Inc

PepsiCo Inc (Pepsi, Gatorade)

Sinopec

Soho China

Yum! Brands Inc (KFC, Pizza Hut)

Nestlé SA (Perrier)

CNPC

New World

Jollibee Foods Corp. (Yonghe King)

Danone (Evian)

ChinaCoal

Hongkong Land

Beijing Hehegu Restaurant Management Ltd (北京和合谷餐饮管理有限公司) (Hehegu) (Jiaheyipin)

Hangzhou Wahaha Group Co Ltd (Wahaha)

PetrolChina Lukoil

Ting Hsin International Group (dicos)

Tingyu (Cayman Islands) Holding Corp (Master Kang) C’estbon

Sinochem Group

Poly Real Estate Gemdale Corp Evergrande Group

Ajisen (China) Holding Ltd

Nongfu Spring


State Grid Corporation of China


20


Company directory Germany


Consumer Electronics/Smartphones

Enterprise Software

Semiconductors

E-Commerce

Samsung

Adobe

ARM

Zalando

LG

Autodesk

Cree

Amazon

Huawei

Citrix

Intel

E-Bay

Apple

Oracle

Infineon

Notebooksbilliger.de

Windows Phone (Microsoft/Nokia)

Sage

Nvidia

Weltbild-Verlag

HTC

SAP

Qualcomm

Quelle

Sony

Software AG

NXP

Redcoon

Nexus

Vmware

Fujitsu Semiconductor

Tchibo

Fashion

Intercity Busses

Kitchen Supply

Medical Devices & Diagnostics

Frankonia - Brigitte von Schönfels

MeinFernbus

KitchenAid

Zimmer

Lands’ End

FlixBus

Miele

DePuy

S.Oliver

Eurolines

Viking

Siemens

Street One

DeinBus

AEG

Philips

C&A

ADAC Postbus

Siemens

Edwards

Brax

Aldi Fernbus

Gaggenau

Boston Scientific

Benetton

berlinlinienbus

Grundig

Medtronic

Tom Tailor

city2city

Philips

Novo-Nordisk

Pharmaceuticals (OTC)

Pharmaceuticals (RX)

Car Manufacturers

Chemicals

Roche

Novartis

Infiniti

Akzo Nobel

Bayer Vital

Roche

Lexus

BASF

GSK GlaxoSmithKline

Bayer Pharma

Porsche

Bayer

Procter & Gamble

Janssen

Mercedes (Daimler)

Eastman

Johnson & Johnson Medical

Boehringer Ingelheim

BMW

Huntsman

Boehringer Ingelheim Pharma

Bristol-Myers Squibb

Audi

Linde

Novartis Consumer Health

Eli Lilly & Company

Opel (General Motors)

LyondellBasell

Galderma

AbbVie

Nissan

Wacker Chemie

Construction Equipment & Tools

Banking & Investment

Private Wealth & Asset Management

Regional Banks

Caterpillar

Deutsche Bank

Deka-Gruppe

Bayerische Landesbank (BayernLB)

Husqvarna

Commerzbank

Union Investment

Bremer Landesbank

John Deere

Kreditanstalt für Wiederaufbau (KfW)

Deutsche Asset and Wealth Management

HSH Nordbank AG

Kärcher

DZ Bank

Merck Finck

Landesbank Baden-Württemberg (LBBW)

Kubota

Deutsche Postbank

Sal. Oppenheim

Liebherr

HSBC Holdings plc

Morgan Stanley

Landesbank Hessen-Thüringen - Girozentrale (Helaba)

Metabo

ING Group

Credit Suisse

Claas KGaA mbH

Morgan Stanley

UBS AG

Alcoholic Beverages

Chain Restaurants

Food & Snacks

Energy

Pernod Ricard (Absolut, Havana Club, Beefeater)

Vapiano

Bahlsen

E.ON

Diageo (Smirnoff, Johnnie Walker, Baileys)

Nordsee

Griesson – de Beukelaer

RWE

Joey’s

Nestlé (Kit Kat, Smarties, After Eight)

OMV

McDonald’s

Intersnack (Chio, funny frisch, Ültje)

BP

Maredo

Lorenz Snack-World (Crunchips, Saltletts, NicNac’s)

Shell

Mars Incorporated (Mars, Snickers, M&Ms)

Exxon Mobile

Mast-Jägermeister (Jägermeister) Bacardi (Bacardi, Martini, Bombay Sapphire) LVMH (Moet, Hennessy, Veuve Cliquot) Brown Foreman (Jack Daniel’s, Southern Comfort, Finlandia Vodka) Beam Global (Jim Beam, Bols, Canadian Club) Davide Campari-Milano (Campari, Aperol, Ouzo 12)

Block House Kentucky Fried Chicken Burger King

Lambertz Mondel¯ ez International (Milka, Toblerone, Daim)


Norddeutsche Landesbank - Girozentrale (NORD/LB) Landesbank Saar (SaarLB)

Gazprom Primagas


21


Company directory Indonesia


Cellular Operators

Internet Service Providers

Smartphones

Software

Telkomsel

FirstMedia

Samsung

Microsoft

XL Axiata

Biznet

Sony

SAP

Indosat

CBN

Lenovo

Adobe

Esia

Telkom

Nokia

Autodesk

Smartfren

Telkomsel

BlackBerry

Symantec

Telkom Flexi

IndosatM2

iPhone

Opera

Bakrie Telecom

XL Axiata

Smartfren

Apple

Axis

3Gnet

Cross

Intuit

Tablets & E-Readers

Airlines

Beauty & Wellness

Home Appliances

iPad Apple

Garuda

P&G (Rejoice, Pantene, Gillette)

Philips

Samsung

Lion Air

L’Oréal (Garnier, L’Oréal)

Electrolux

Acer

Mandala

Estée Lauder (Estée Lauder)

Sharp

Asus

AirAsia

Avon Naturals

Samsung

SpeedUp

Singapore Airlines

LG

Kindle

Cathay Pacific

Johnson & Johnson (Neutrogena, Johnson & Johnson)

Google

Virgin

Unilever (Dove)

SilkAir

Natasha Skin Care

Toshiba

Sony

Online Shopping

Vacation & Travel

Hospitals

Pharmaceuticals

Zalora

Marriott (Ritz-Carlton, Courtyard, JW Marriott)

Medistra

Bayer

Groupon

Hyatt (Grand Hyatt, Park Hyatt)

MMC

Novartis

LivingSocial

Mulia

Siloam

GlaxoSmithKline (GSK)

Rakuten

Santika (Amaris, Santika)

Mayapada

Pfizer

Lazada

Plataran

Pondok Indah

AbbVie

Blibli

Accor (Sofitel, Pullman, Ibis)

Bintaro International

Merck

Kaskus

Harris Hotel

Rumah Sakit Keluarga

Johnson & Johnson

Tokobagus

Tugu Hotels Group

Bali International Centre

Sanofi

Automotive

Banking & Investing


Property Developers

Nissan

CIMB Niaga

Manulife

Agung Sedayu

Mazda

Citibank

AIA

Agung Podomoro

Honda

ANZ

Prudential

Pakuwon

Toyota

Bank Mandiri

Zurich

Ciputra

Daihatsu

Bank BNI

AXA

Sinar Mas

Suzuki

Bank BRI

Bumiputera

Jaya Property

Chevrolet

HSBC

Cigna

Wika Realty

Ford

JP Morgan

Avrist

Mah Sing Group

Agribusiness

Beverages


Energy & Mining

APP

CocaCola

Pizza Hut

Exxon

Asian Agri

Nestlé (Milo, Nescafe, Dancow)

KFC

Chevron

APRIL (RAPP)

Danone (Aqua, Mizone)

McDonalds

Pertamina

Wilmar

Sosro (The Botol)

Burger King

Indika

Golden Agri-Resources

Suntory Garuda (Mirai Ocha)

Hoka Turki Baba Rafi

Adaro

Salim Ivomas Pratama

Indofood (Indomilk, Cap Enaak)

Dunkin’ Donuts

Newmont

DuPont

Susu Bendera

Domino’s Pizza

Freeport

Rose Brand

Pepsi

Es Teller 77

Perusahaan Gas

Shinzui


Siemens AG Sanyo


22


Company directory Netherlands


Consumer Electronic Devices

Enterprise Software

Semiconductors

Social Networking

Blackberry

Adobe

AMD

Facebook

HP

Amazon

ASML

Google

HTC

Cisco

Intel

Instagram

Huawei

IBM

NXP

LinkedIn

iPhone

Microsoft

Qualcomm

Pinterest

Lenovo

Oracle

Samsung Electronics

Snapchat

Nokia

Salesforce

Texas Instruments

Twitter

Samsung

SAP

Toshiba

WhatsApp

Telecom & Data Providers

E-Commerce

Health & Beauty/Personal care

Pharmaceuticals

KPN

Albert

Beiersdorff (Nivea, Eucerin, Labelo)

AbbVie

Lebara

Amazon

Baxter

Skype

Bol.com

Colgate Palmolive (Colgate, tandpasta, Palmolive)

Tele2

Coolblue

Henkel (Schwarzkopf, Syoss)

BMS (Bristol-Myers Squibb)

T-Mobile

Marktplaats

UPC

Neckermann

Vodafone

Wehkamp

Ziggo

Zalando

Johnson & Johnson (Neutrogena, Roc, Listerine) L'Oréal (Lancôme, Garnier, Elvive) P&G (Olay, Pantene, OralB) Reckitt Benckiser (Veet, Dettol, Nurofen)

Bayer Novartis Pfizer Roche Genentech Sanofi

Unilever (Dove, Axe, Andrelon)

Chemicals

Construction & Engineering

Courier Services & Logistics

Banking

Akzo Nobel

Ballast Nedam

DHL

ABN AMRO

BASF

Boskalis

DPD

ASN Bank

Bayer

Grontmij

FedEx

Deutsche Bank

Dow

Heijmans

Kiala

ING

Eastman Chemicals

Imtech

PostNL

Rabobank

Huntsman

Royal BAM

Sandd

RBS

Royal DSM

Royal Haskoning

TNT

SNS

Royal Shell Chemicals

Royal Volker Wessels (VolkerInfra)

UPS

Triodos

Health Insurance

Payment Systems

Agribusiness

Beer

Agis

Adyen

BASF (Crop Protection)

Amstel

CZ

AMEX

Bayer CropScience

Bavaria

DITZO

GlobalCollect

Cargill

Brand

Menzis

iDeal

Dow AgroSciences

Grolsch

OHRA

MasterCard

DuPont

Gulpener

ONVZ

PayPal

Groupe Limagrain

Heineken

VGZ

Visa

Monsanto

Hertog Jan

Zilveren Kruis

Western Union

Syngenta

Jupiler

Packaged Foods

Supermarkets

Gas & Oil

Utilities

Danone (Actimel, Danoontje, Vitalinea)

Albert Heijn (Ahold)

BP

E.ON

Friesland Campina (Chocomel, Friesche Vlag, Optimel)

Aldi

Chevron

Electrabel

Mars (Snickers, Twix, Balisto)

C1000 (Jumbo)

ExxonMobil

Eneco

Coop (Superunie)

Gazprom

Essent

Dirk (Detailresult Groep)

Q8

Greenchoice

Jumbo

Shell

Nederlandse Energie Maatschappij/NLE

Lidl

TAQA

Nuon

Plus

Total

Oxxio

Mondel¯ ez (Côte d'Or, LU, Oreo) Nestlé (Nescafé, Maggi, KitKat) PepsiCo (Lays, Duyvis, 7-Up) Unilever (Unox, Lipton, Calve) Wessanen (Zonnatura, De Rit, Ekoland)



23


Company directory United Kingdom


Electronic Gaming

Enterprise Software

Semiconductors

Smartphones

Turtle Beach

Salesforce

Intel

Huawei

Capcom

SAP

AMD

iPhone

2K Games

Oracle

Qualcomm

Nokia

Microsoft Xbox

Microsoft

ARM

Samsung

EA Sport

Sage

Texas Instruments

Blackberry

Warner Bros Interactive

IBM

Samsung Electronics

htc

Ubisoft

VMware

Nvidia

Android

Sony Playstation

Citrix

Toshiba

Sony

Social Networks

Tablets & E-Readers

Home Improvement

Hotels

Twitter

NOOK

Dulux Decorator Centre

Hilton Hotels and Resorts

Facebook

iPad

B&Q

Hyatt

Google+

Kobo

Wickes

Marriott Hotels and Resorts

YouTube

Kindle

IKEA

Holiday Inn

LinkedIn

Samsung Galaxy

BHS

Intercontinental

Pinterest

Google Nexus

Homebase

Crowne Plaza

Tumblr

Microsoft Surface

Habitat

Starwood (Le Meridien, W Hotels, Sheraton)

Instagram

HP Slate

Robert Dyas

Travelodge

Online Shopping

Spirits

Supermarkets

Travel Operators

eBay

Smirnoff

Budgens

Expedia

Asos

Johnnie Walker

Sainsbury’s

P&O

Net-A-Porter

Baileys

M&S

Lastminute.com

Amazon

Gordon's

Tesco

Travelocity

Groupon

Bacardi

Morrisons

Trailfinders

Argos

Jack Daniel's

Costcutter

Thomas Cook

Ocado

Chivas Regal

Coop

Thomson

John Lewis

Beefeater

Waitrose

First Choice

Bio-technology


Pharmaceuticals

Banking & Investing

Biogen Idec

Roche Diagnostics

Novartis

HSBC

Amgen

Johnson & Johnson

GlaxoSmithKline (GSK)

Santander

Celgene

Medtronic

Bayer

RBS (including NatWest)

Gilead

Baxter

Merck / MSD

Barclays

UCB

Covidien

Abbott

Lloyds (including Halifax)

Actelion

Boston Scientific

Pfizer

Standard Chartered

Shire

Abbott

Eli Lilly & Company

Nationwide

Elan

Edwards Lifesciences

Janssen

Virgin

Investment Firms


Packaged Foods

Energy

JP Morgan

Aviva

Kelloggs

EDF

Deutsche Bank

AXA

Nestlé

RWE

Citibank

Legal & General

Kraft

British Gas

Morgan Stanley

Standard Life

Unilever

Scottish Power

Bank of America Merrill Lynch

Prudential

United Biscuits

SSE

UBS

Allianz

Danone

E.ON

Credit Suisse

BUPA

Mars

Shell

Goldman Sachs

RSA

Walkers (PepsiCo)

BP



24


Company directory United States


Computers & Computing

Electronics

Internet Services

Software

HP

Huawei

Amazon

Adobe

IBM

Samsung

Google

Microsoft

Apple

Emerson

Netflix

Salesforce

Lenovo

Philips

eBay

Symantec

EMC

LG

Yahoo

Oracle

Xerox

Sony

LinkedIn

Electronic Arts Software

Fujitsu

Apple

Facebook

SAP

Hitachi

HTC

Twitter

Autodesk

Airlines

Health & Beauty

Retailers

Bio-technology

US Airways

L'Oréal (Lancôme, Garnier, Kiehl's)

Wal-Mart

Biogen Idec

Air Canada

Estée Lauder (Estée Lauder, Aveda, MAC)

JCPenney

Amgen

American

P & G (Olay, Pantene, Cover Girl)

Ross

Celgene

JetBlue

Kimberly Clark (Scott, Kleenex)

Staples

Gilead

United

Avon (Avon, SkinSoSoft, Advance Technologies)

Best Buy

UCB

Southwest

Unilever (Dove, AXE)

Kohl's

Novo Nordisk

Delta

Johnson & Johnson (Neutrogena, Aveeno)

Target

Shire

Alaska Airlines

Beiersdorf (Nivea)

Macy's

Genentech

Managed Healthcare/Health Insurance


Pharmaceuticals

Automobiles

UnitedHealth Group

Roche Diagnostics

Novartis

GM

WellPoint

Johnson & Johnson

AbbVie

Ford

Humana

Medtronic

Bayer

Chrysler

Aetna

Baxter

Merck

Mercedes

Cigna

Covidien

Sanofi

Nissan

Coventry Health Care

Boston Scientific

Pfizer

BMW

Health Net

Abbott

Eli Lilly & Company

Toyota

Kaiser Permanente

Edwards Lifesciences

J&J/Janssen

Volkswagen

Chemicals

Industrial Machinery Companies

Auto, Property, Life Insurance

Banking & Investing

Dow

Emerson

Aflac

JP Morgan

Eastman

GE

Farmers

Citi

BASF

Honeywell

Zurich

Bank of America

Huntsman

United Technologies

USAA

Wells Fargo

Bayer

ABB

MetLife

Schwab

Exxon

Siemens

Travelers

T. Rowe Price

Akzo Nobel

Lockheed Martin

Allstate

Fidelity

Sabic

Raytheon

State Farm

BlackRock

Payments & Credit Card Companies

Garden & Agricultural Equipment

Packaged Foods

Energy & Energy Services

Western Union

John Deere

Danone (Dannon, Activia, Evian)

BP

PayPal

Kubota

Nestlé (Lean Cuisine, Dreyer’s, Stouffer’s)

Chevron

Visa

Caterpillar

PepsiCo (Frito Lay, Quaker, Gatorade)

ExxonMobil

American Express

Cub Cadet

Saudi Aramco

MasterCard

New Holland

Blue Diamond (Blue Diamond Almonds, Almond Breeze, Nut-Thins)

Capital One Financial

Bobcat

Tyson (Tyson, Wright Brands)

Shell

Discover Financial Services

Case

MoneyGram

Kawasaki

Kraft (Jell-O, Oscar Mayer, Planters) General Mills (Cheerios, Pillsbury, Yoplait) Boulder Brands (Udi’s Gluten-Free, Smart Balance, Glutino)


ConocoPhillips Halliburton Petrobras


25

Study details Americas The ability to identify Expert Consumers from the general population was developed by Lepere Analytics. The methodology is US Patent Pending. Polling is conducted online for Lepere Analytics by Ipsos – the world’s third largest research company with operations in 84 countries. Online panels are in compliance with International quality standards ESOMAR and AIMRI and certified on key ISO standards.

The following metrics and definitions were used in the analysis of the data: Authenticity Momentum A net score based on the percent of people who say a company is gaining ground minus the percent who say it is losing ground. Authenticity Gap The gap between peoples’ expectations of the category and their experience of the company (or brand). Expectations and experience Expectations are specific to the category and experience is specific to an individual company (or brand). Each is based on a separate ranking of the authenticity drivers from one to nine.

Country Fieldwork dates

Canada

Total sample Category Agriculture

Country

Feb. 7 – 18, 2014

United States

Fieldwork dates

Oct. 22 – Nov. 11, 2013

Total sample

1000

1152

Category

Sample

%

100

10%

Airlines

Sample

%

100

9%

Airlines

100

10%

Auto, Property, Life Insurance

100

9%

Athletic Apparel

100

10%

Automobiles

100

9%

Banking

100

10%

Banking & Investing

100

9%

Casual Dining Restaurants

101

10%

Bio-technology

144

13%

Electronics

101

10%

Chemicals

143

12%

Grocers

100

10%

Computers & Computing

100

9%

Insurance

96

10%

Electronics

100

9%

Internet Services

101

10%

Energy & Energy Services

194

17%

Luxury Retailers

100

10%

Garden & Agricultural Equipment

100

9%

Medical Equipment & IT

101

10%

Health & Beauty

100

9%

Mining

100

10%

Industrial Machinery Companies

142

12%

Packaged Foods

100

10%

Internet Services

100

9%

Pharmaceuticals

91

9%

Managed Healthcare/Health Ins.

100

9%

Pharmacy

104

10%


160

14%

Quick Service Restaurants

100

10%

Packaged Foods

100

9%

Realtors

65

7%

Payments & Credit Card Comp.

100

9%

Retailers

100

10%

Pharmaceuticals

100

9%

Technology

100

10%

Retailers

100

9%

Wireless Carriers

100

10%

Software

100

9%



26

Study details Europe The ability to identify Expert Consumers from the general population was developed by Lepere Analytics. The methodology is US Patent Pending.

The following metrics and definitions were used in the analysis of the data:

Polling is conducted online for Lepere Analytics by Ipsos – the world’s third largest research company with operations in 84 countries. Online panels are in compliance with International quality standards ESOMAR and AIMRI and certified on key ISO standards.

Authenticity Momentum A net score based on the percent of people who say a company is gaining ground minus the percent who say it is losing ground. Authenticity Gap The gap between peoples’ expectations of the category and their experience of the company (or brand). Expectations and experience Expectations are specific to the category and experience is specific to an individual company (or brand). Each is based on a separate ranking of the authenticity drivers from one to nine.


Germany

Total sample Category Alcoholic Beverages

Country

Feb. 10 – 18, 2014

Fieldwork dates

Netherlands Mar. 25 – Apr. 8, 2014

Total sample

1000

Category

Sample

%

100

10%

Agribusiness

Country

United Kingdom

Fieldwork dates

July 23 – Aug. 5, 2013

Total sample

757

1000

Category

Sample

%

82

11%

Banking & Investing

Sample

%

116

12%

Banking & Investment

101

10%

Banking

77

10%

Bio-technology

96

10%

Car Manufacturers

100

10%

Beer

77

10%

Electronic Gaming

117

12%

Chain Restaurants

103

10%

Chemicals

65

9%

Energy

114

11%

Chemicals

102

10%

Construction & Engineering

87

11%

Enterprise Software

57

6%

Construction Equipment & Tools

101

10%

Consumer Electronic Devices

77

10%

Home Improvement

117

12%

Consumer Elect./Smartphones

101

10%

Courier Services & Logistics

71

9%

Hotels

117

12%

E-Commerce

97

10%

E-Commerce

71

9%

Investment Firms

32

3%

Energy

104

10%

Enterprise Software

93

12%


54

5%

Enterprise Software

97

10%

Gas & Oil

74

10%


105

11%

Fashion

103

10%

Health & Beauty/Personal Care

77

10%

Online Shopping

117

12%

Food & Snacks

104

10%

Health Insurance

76

10%

Packaged Foods

101

10%

Intercity Busses

104

10%

Packaged Foods

74

10%

Pharmaceuticals

99

10%

Kitchen Supply

102

10%

Payment Systems

75

10%

Semiconductors

65

7%


100

10%

Pharmaceuticals

40

5%

Smartphones

117

12%

Pharmaceuticals (OTC)

102

10%

Semiconductors

81

11%

Social Networks

118

12%

Pharmaceuticals (RX)

100

10%

Social Networking

78

10%

Spirits

104

10%

Private Wealth & Asset Mgmt.

59

6%

Supermarkets

76

10%

Supermarkets

116

12%

Regional Banks

39

4%

Telecom & Data Providers

73

10%

Tablets & E-Readers

117

12%

Semiconductors

105

11%

Utilities

58

8%

Travel Operators

116

12%



27

Study details Asia The ability to identify Expert Consumers from the general population was developed by Lepere Analytics. The methodology is US Patent Pending. Polling is conducted online for Lepere Analytics by Ipsos – the world’s third largest research company with operations in 84 countries. Online panels are in compliance with International quality standards ESOMAR and AIMRI and certified on key ISO standards.

The following metrics and definitions were used in the analysis of the data: Authenticity Momentum A net score based on the percent of people who say a company is gaining ground minus the percent who say it is losing ground. Authenticity Gap The gap between peoples’ expectations of the category and their experience of the company (or brand). Expectations and experience Expectations are specific to the category and experience is specific to an individual company (or brand). Each is based on a separate ranking of the authenticity drivers from one to nine.


China

Total sample Category

Country

Feb. 10 – 17, 2014

Indonesia

Fieldwork dates

Feb. 7 – 17, 2014

Total sample

1000

500

Category

Sample

%

Automobiles

100

10%

Agribusiness

Banking & Investing

101

10%

Airlines

49

10%

Discount Retail

97

10%

Automotive

50

10%

Energy

100

10%

Banking & Investing

50

10%


94

9%

Beauty & Wellness

50

10%

Life, Property, Health Ins.

97

10%

Beverages

51

10%

Luxury

100

10%

Cellular Operators

50

10%

Major Appliances

97

10%

Energy & Mining

50

10%

On-line Shopping

100

10%


50

10%

Packaged Food & Beverages

100

10%

Home Appliances

50

10%

Payment Systems

100

10%

Hospitals

44

9%

Pharmaceuticals

101

10%

Internet Service Providers

50

10%

Real Estate

100

10%

Life, Property & Health Insurance

50

10%

Shipping & Logistics

100

10%

Online Shopping

50

10%

Smartphones

100

10%

Pharmaceuticals

50

10%

Software

100

10%

Property Developers

50

10%

Tablets & E-Readers

100

10%

Smartphones

50

10%

Vacation & Travel

100

10%

Software

50

10%

Wireless Carriers

97

10%

Tablets & E-Readers

50

10%

Women’s Care

100

10%

Vacation & Travel

50

10%


Sample

%

50

10%


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Guiding management decisions

Contact Us Authenticity Gap studies are very flexible. The methodology can be adapted to all kinds of organizational challenges and the FleishmanHillard and Lepere Analytics teams are on hand to help you. Contact the appropriate member of the Reputation Management team:

There are four basic types of Authenticity study: Company Snapshot As it sounds, a glimpse of the Authenticity Gap for your company or brand. Competitive Snapshot Enables you to make a direct comparison, in a single graphic, between the Authenticity Gap for a key competitor and your own company. Company Guide The Authenticity Gap for key competitors and how your brand compares. It also reveals the Competitive Momentum – a leading indicator of reputation and revenue. Custom Study This is specifically designed to unlock the answers to critical company or brand questions by using a bespoke questionnaire and talking to your many different audiences and stakeholders (not just consumers).

At a glance – what each Authenticity Gap study gives you Marjorie Benzkofer Global Leader of Reputation Management [email protected]

Nick Andrews EMEA Leader of Reputation Management [email protected]

Company Snapshot

Competitive Snapshot

Company Guide

Custom Study

Expert Consumer expectations of your category

✓

✓

✓

✓

Authenticity Gap for your company or brand (expectations vs. experience)

✓

✓

✓

✓

Momentum of your company/brand

✓

✓

✓

✓

Authenticity Gap for key competitor(s) (expectations vs. experience)

✓(1)

✓(2)

✓(2)

Authenticity Gap Overlay(s): Your company vs. selected competitor(s)

✓(1)

✓(2)

✓(2)

✓

✓

Authenticity

Momentum of category competitors

Betsy Neville Americas Leader of Reputation Management [email protected]

Rachel Catanach APAC Leader of Reputation Management [email protected]

Customized samples of different Expert Stakeholder groups

✓

Consulting and design to customize the methodology for your issues

✓

Consulting and design of six to eight custom questions

✓

Customize the list of competitors you want to benchmark

✓

Customized polling (e.g. audiences, countries)

✓

Customized reporting Benchmark to monitor performance

✓

✓

✓

✓

✓

✓

✓

Figures in brackets indicate the number of key competitors compared to your company/brand. FleishmanHillard | The Authenticity Report 2014 – Executive Summary


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Fleishman Authenticity Guides are published bi-annually based on on-going online polling in seven sectors and in more than 50 categories. The methodology is proprietary to FleishmanHillard and Lepere Analytics. FleishmanHillard Inc., one of the world’s leading strategic communications firms, has built its reputation on creating integrated solutions that deliver what its clients value most: meaningful, positive and measurable impact on the performance of their organizations. The firm is widely recognized for excellent client service and a strong company culture founded on teamwork, integrity and personal commitment. Based in St. Louis, the firm operates throughout North America, Europe, Asia Pacific, Middle East, Africa and Latin America through more than 80 owned offices. For more information, visit the FleishmanHillard website at www.fleishmanhillard.com. FleishmanHillard is a part of Omnicom Group Inc. (NYSE: OMC) (www.omnicomgroup.com). Omnicom is a leading global advertising, marketing and corporate communications company. Omnicom’s branded networks and numerous specialty firms provide advertising, strategic media planning and buying, interactive, direct and promotional marketing, public relations and other specialty communications services to more than 5,000 clients in more than 100 countries. Lepere Analytics is an independent research firm whose data forecasts company reputation and revenue. The methodology is US Patent Pending, is independently validated and is used by Wall Street investment analysts and portfolio managers. Lepere Analytics was founded in 2007. It is a privately held company, registered in the UK with partners based in London and New York. For more information, visit www.lepereanalytics.com. Polling is conducted for Lepere Analytics by Ipsos – the world’s third largest research company with operations in 84 countries. Online panels are in compliance with international quality standards ESOMAR and AIMRI and certified on key ISO standards.



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