2017

Global RepTrak® 100

The World’s Most Reputable Companies
February 28, 2017

Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 1

 Agenda
•  About Reputa)on Ins)tute
•  The 2017 Global RepTrak® 100
•  Common Characteris)cs of the Most Reputable Global Companies
•  Key Reputa)on Drivers for 2017

This presenta)on is confiden)al and contains proprietary informa)on and intellectual property of Reputa)on Ins)tute, which may not be reproduced or disclosed without
the express wriQen permission of Reputa)on Ins)tute. RepTrak® is a registered trademark of Reputa)on Ins)tute. © 2017 Reputa)on Ins)tute, all rights reserved. Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 2
Reputa)on Ins)tute
About Reputa)on Ins)tute

Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 3

About Reputa)on Ins)tute
The World’s Leading Research and Advisory Firm for Reputa<on
Founded in 1997 by Dr. Charles Fombrun and Dr. Cees van Riel, we help organiza)ons
answer the following ques)ons:
•  What is my reputa)on?
•  How does it compare?
•  How can I improve it?

RepTrak® Framework
On an annual basis, we measure the reputa)ons of thousands of the world’s most
pres)gious companies using our RepTrak® framework – the world’s largest and highest
quality norma)ve reputa)on database.

Con<nuous Reputa<on Measurement & Guidance
We provide con)nuous reputa)on measurement, benchmarking and consul)ng services to
hundreds of the best-known companies globally to help them protect their reputa)ons,
analyze risks and drive compe))ve advantage.

Reputa<on Management Best Prac<ces
Through our Reputa)on Leaders Network, we bring execu)ves from 150+ global member
companies together to advance the prac)ce of reputa)on management collec)vely and for
their organiza)ons.

Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 4

The Global RepTrak® 100
The Global RepTrak® 100 is a study that Reputa)on Ins)tute conducts annually to measure the
reputa)on of the world’s 100 most highly-regarded and familiar global companies in 15 countries.
Included firms must meet the following qualifica)ons:
1) Have a significant economic presence in the 15 largest economies
2) Have an above average reputa)on in its home country
3) Have global familiarity over 40%

It is the largest Global reputa)on study, with ~170,000 ra)ngs collected in Q1 2017.

Respondents are qualified at 2 )ers:
•  Familiarity: Respondents must be “somewhat” or “very” familiar
•  RepTrak® Pulse: Respondents must complete 75% of the pulse ra)ng

The results tell us:
•  Which companies are best regarded by consumers
•  What drives trust and support with consumers
•  How the top companies are living up to public expecta)ons

Study components include:
•  RepTrak® Pulse
•  Dimensions of Reputa)on and Drivers of Reputa)on
•  Suppor)ve Behaviors (willingness to trust or buy)
•  Brand Expressiveness
•  Data by Demographic Cuts Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 5
RepTrak® Model: A Single Lens to Analyze and Deliver Reputa)on-Driven Strategies
Why Measure Reputa)on?

RepTrak® Pulse connects the

RepTrak® System measures a emo)onal bond stakeholders A company that has a strong
company’s ability to deliver on have with your company with brand and delivers on
stakeholder expecta)ons across ra)onal behaviors expecta)ons across the 7
the 7 key ra)onal dimensions of Measures the overall reputation dimensions — will earn
Reputa)on of your company support from its stakeholders

REPTRAK® DIMENSIONS REPTRAK® PULSE SUPPORTIVE BEHAVIORS

Ra<onal Factors Emo<onal Connec<on Reputa<on Benefits
PRODUCTS & SERVICES PURCHASE

INNOVATION
RECOMMEND
WORKPLACE
CRISIS PROOF
GOVERNANCE
VERBAL SUPPORT
CITIZENSHIP

LEADERSHIP INVEST

PERFORMANCE WORK

Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 6

How Corporate Reputa)on Links to Stakeholder Support
Companies with Excellent or Strong Reputa)ons get significantly more support from the public.

Poor
0-39

Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 7

Reputa)on Ins)tute
2017 Global RepTrak® 100

Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 8

The 10 Companies with the Best Reputa)on in the World

Rank Home 2017 Pulse Score

1 Switzerland 80.38 Excellent

2017 Highlights
2 Denmark 79.46
For the first )me —
3 United States 79.19 the company with the
highest ra)ng and the
4 Japan 78.28 top spot falls into the
“Excellent” range.
5 United States 78.22
The United States,
6 Germany 78.12 Strong
Germany and Japan
have the most
7 Japan 77.74 companies in the Top
Ten.
8 United States 77.74
The United
9 Kingdom 77.66
10 Germany 77.27
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 9
9
Top Ten by Macro Region
North America Pulse
Rolex 81.83

Google 81.29
Sony 80.35 Global View

LEGO Group 80.32 EMEA Pulse Asia Pulse 24 companies are

LVMH Group 80.16 LEGO Group 83.33 Rolex 80.84 represented in the
Canon 79.74 Bosch 82.25 The Walt Disney Co 78.46 Top Ten across four
Kellogg’s 79.58 The Walt Disney Co 81.68 Intel 77.05
global macro regions.

Amazon.com 78.84 Michelin 81.49 Rolls Royce 77.03
Caterpillar 78.62 Sony 81.02 Google 76.75
Only three companies
The Walt Disney Co 78.45 Canon 80.83 adidas 76.67 make the Top Ten list
Rolex 80.73 Microsou 76.22 in every region: Rolex,
La<n America Pulse BMW Group 80.15 LEGO Group 75.44 LEGO Group, and
Google 79.99 Levi Strauss & Co 79.01 Canon 75.23 Canon. Google and
BMW Group 78.95 Rolls Royce 78.98 BBC 74.98 Walt Disney are in
Nintendo 77.24 three of the four
Netlix 77.22 regions; and Sony and
Honda Motor 77.22 BMW are in two.

Whirlpool 77.05
EMEA has the highest
LEGO Group 77.02
number of “Excellent”
Colgate-Palmolive 76.99
Canon 76.77
scores, while La)n
Rolex 76.72
America has none.
1
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 10
0
2017 Global RepTrak® 100: The World’s Most Reputable Companies
Rank Company 2017 RepTrak® Pulse Rank Company 2017 RepTrak® Pulse
1 Rolex 80.38 26 Visa 74.54
2 LEGO Group 79.46 27 Daimler 74.52
3 The Walt Disney Company 79.19 28 Giorgio Armani 74.44
4 Canon 78.28 29 Goodyear 74.40
5 Google 78.22 30 Bridgestone 74.12
6 Bosch 78.13 31 Mastercard 74.12
7 Sony 77.74 32 Pirelli 74.11
8 Intel 77.74 33 Caterpillar 74.06
9 Rolls-Royce Aerospace 77.66 34 Toyota 73.98
10 Adidas 77.27 35 Panasonic 73.88
11 Microso_ 77.12 36 HP Inc. 73.73
12 BMW Group 76.93 37 The Estée Lauder Companies 73.71
13 Michelin 76.75 38 Danone 73.54
14 Levi Strauss & Co. 76.70 39 BBC 73.50
15 Nike, Inc. 75.74 40 Neclix 73.35
16 Nintendo 75.72 41 Whirlpool 73.30
17 Ferrero 75.45 42 Emirates 73.29
18 Amazon.com 75.33 43 Hugo Boss 73.27
19 IBM 75.29 44 Johnson & Johnson 73.27
20 Apple 74.94 45 Ralph Lauren Corpora<on 73.20
21 Philips Electronics 74.94 46 L'Oréal 73.18
22 3M 74.82 47 Siemens 73.14
23 Barilla 74.74 48 Honda Motor 73.13
24 Cisco Systems 74.72 49 Boeing 73.02
25 Colgate-Palmolive 74.64 50 Hilton Worldwide 73.00

Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 11

2017 Global RepTrak® 100: The World’s Most Reputable Companies
Rank Company 2017 RepTrak® Pulse Rank Company 2017 RepTrak® Pulse

51 Airbus 72.96 76 Nokia 70.71

52 The Kra_ Heinz Company 72.90 77 Air France-KLM 70.63
53 DHL 72.85 78 Virgin Group 70.62
54 Nestlé 72.63 79 UPS 70.61
55 FedEx 72.59 80 Nissan Motor 69.95
56 Bri<sh Airways 72.59 81 Hitachi 69.95
57 Kellogg's 72.48 82 The Coca-Cola Company 69.53
58 IKEA Group 72.46 83 eBay 69.30
59 Heineken 72.41 84 Bacardi 69.22
60 Fujifilm 72.32 85 PSA Peugeot-Citroën 69.15
61 Procter & Gamble 72.30 86 LinkedIn 68.82
62 Hershey Company 72.28 87 Groupe Renault 68.71
63 LG Corpora<on 72.05 88 Sharp 68.65
64 Oracle 71.90 89 American Express 68.36
65 SAP 71.86 90 Fujitsu 68.14
66 Campbell Soup Company 71.86 91 Ericsson 67.99
67 Xerox 71.67 92 Zara 67.76
68 Dell 71.60 93 PepsiCo 67.71
69 Ford 71.42 94 ING 67.46
70 Samsung Electronics 70.98 95 Starbucks Coffee Company 67.36
71 General Electric 70.98 96 General Motors 67.28
72 Anheuser-Busch InBev 70.90 97 Delta Air Lines 67.11
73 Electrolux 70.87 98 FCA (Fiat Chrysler Automobiles) 66.58
74 Unilever 70.84 99 Hyundai 66.12
75 Toshiba 70.74 100 Volkswagen 64.73

Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 12

Reputa)on Ins)tute
Superior Reputa)on: What it Takes

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Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 13
3
While Products and Services lead, Governance and
Ci)zenship round out the top 3 global drivers

12.9 20.5
Driver Analysis
12.5 13.1

83.06
84.6
For the first )me in five
years Innova)on falls in
14.4 11.6 rela)ve importance as a

80.24 82.8
15.0 key reputa)on driver,
coming in at #4 out of 7
2017 in 2017.

Products and Services

73.49 80.23 increases by more than
two full points and is the

75.04 13.6 18.3
most important
reputa)on driver,
12.9 14.0 followed by Governance
and Ci)zenship which
both increased slightly.
13.6 13.1
2017 14.5

2016 Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 14

The most reputable companies are strong across all 7 dimensions

80.62 84.66 78.48 80.54 80.60 79.03

76.42 75.23 75.77 77.64 77.81 78.23

80.38 79.46 79.19

69.03 74.55 72.71 75.38 72.77 74.24

73.01 75.04 73.77

1
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 15
*List shows top 10 most important reputa)on aQributes
5
 Even the top 3 need to improve in the CSR Dimensions
Dimension Amribute Score Dimension Amribute Score Dimension Amribute Score
Products and Services Offers high quality 86.58 Products and Services Offers high quality 81.48 Performance Is a profitable 83.53
products and services products and services company

Products and Services Stands behind its 82.81 Performance Is a profitable 81.17 Products and Services Offers high quality 80.44
products and services company products and services

Performance Is a profitable 82.74 Products and Services Stands behind its 80.39 Products and Services Meets customers 80.31
company products and services needs

Products and Services Meets customer needs 80.53 Products and Services Meets customer 80.12 Leadership Is a well organized 80.24
needs company
Leadership Is a well organized 79.18
company Performance Is a well organized 79.18 Leadership Has a clear vision for 79.64
company the future
Leadership Has a clear vision for 76.98
the future Innova)on Is an innova)ve 78.96 Products and Services Stands behind its 79.02
company products and services
Performance Shows strong 76.83
prospects for future Performance Shows strong 78.24 Innova)on Is an innova)ve 78.57
growth prospects for future company
growth
Performance Delivers financial Ci)zenship Has a posi)ve 78.13
75.97 Leadership Has a clear vision for influence on society
results that are beQer 78.07
than expected its future
Leadership Has a strong and 77.46
Performance Has excellent Ci)zenship Has a posi)ve 77.71 appealing leader
74.98 influence on society
managers Innova)on Adapts quickly to 76.87
Leadership Has a strong and Innova)on Adapts quickly to 77.37 change
74.45 change
appealing leader

1
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 16
6
 Companies that are more open, more genuine and
communicate more ouen have far stronger reputa)ons
Top 3 BoQom 3

71%
70%
66%

58%

50%
47% 47%
43% 43%

38% 39%

34%

29% 28%

Communicates ouen Stands out from the crowd Delivers a consistent Provides sufficient Appears genuine Welcomes open discussion Meets the needs of its
experience informa)on about its customers
ac)vi)es

*Please consider how well each statement reflects your opinions. Please select a number from “1” to “7” where “1”
means “I strongly disagree” and “7” means “I strongly agree” (T2B%)
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 17
Reputa)on Ins)tute
Key Reputa)on Drivers for 2017

1
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 18
8
Awareness is not enough... growing in familiarity is required to win
...to build Reputa6on it is necessary to reinforce the emo6onal bond consumers have towards
the company – you need to leverage familiarity

Awareness Familiarity

+
Excellent +20.8
36.8%

Aware 100%
82.5
60.0%
Good Reputa<on 74.7
21.4%
68.5

Sufficient
27.9% 61.7
Not aware
40.0% -
Poor
13.9% Poor Sufficient Good Excellent
Familiarity
- +
Level of familiarity

Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 19

 Familiarity is a huge reputa)on driver for companies & markets, Coca Cola
and the US get the biggest benefit from incremental communica)on pressure
Average Reputa6on impact – Low vs High Familiarity

+20.8

At company level At country level

+15.6
+24.8 87.4
+ 80.6
+
Reputa<on Reputa<on 79.3
78.2 78.4
75.5
72.8
67.7 71.2
67.2
65.0
62.6 67.5
60.1
61.4

45.3 +32.9 +17.0

-
-
Poor Sufficient Good Excellent Poor Sufficient Good Excellent
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 20
 …and Ferrero, the worlds’ most reputable company in 2009, can win back a
Top 3 posi)on by leveraging familiarity and reputa)on in selected markets

Where Ferrero needs

to build familiarity

Excellent Excellent
87.6 85.1
43.9% 38.7%
65.2% 60.7%
79.2 75.5 High High
Reputa6on familiar Good familiar
Good 22.0%
80.4 77.2
21.3%
Where Ferrero needs
Sufficient to improve reputa6on
74.0 Sufficient 68.5 27.0%
24.9% 34.8% 39.3%
Low Low
familiar familiar
Global Poor Poor
Ranking 63.8 9.9% 65.7 12.3%

- +
Level of familiarity

Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 21

 Growth in familiarity directly impacts reputa)on (+12.9) and generates
Pharma Reputa)on differ across markets
incremental business impact (18.8%)
+

79.1

Reputa<on
+12.9
66.2

Low familiarity High familiarity Incremental

% of people willing to...
(poor – sufficient) (good – excellent) business impact
...Buy 67.5%
Consumer
45.2% +22.3
Acquisi6on ...Recommend Products 20.1% 32.7% +12.6
...Benefit of Doubt 32.3% 52.3%
License to +20.0
operate ...Welcome to neighborhood 41.9% 63.0% +21.1
+18.8
Employer ...Work for 37.9% 57.1% +19.2
branding ...Recommend Company 40.8% 64.5% +23.7
...Recommend as investment 14.2% 26.2% +8.0
Media
Influence ...Say posiMve Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 22
41.5% 65.0% +23.5
Reputa)on growth is the result of incremental familiarity with the correct
blend of content/messages and touchpoints – how to select your strategy?

3 strategic op6ons for reputa6on growth How to select your strategy

+ Leverage touchpoints #1: consolidate posi6on
Content driven strategy
Integrated reputa6on strategy
+
Reputa<on

Content
strategy level
Company ...
Star6ng point

Company B
Touchpoint driven strategy
Company A
-
- Leverage both Leverage content
Poor Sufficient Good Excellent
Familiarity - +
Touchpoint strategy level

Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 23

 Applying an effec)ve "touchpoint driven" strategy

Selec6ng your strategy

+ Leverage touchpoints #1: consolidate posi6on

Content
What results can I achieve by leveraging
strategy level touchpoints in the right way?

- Leverage both Leverage content

- +
Touchpoint strategy
level

Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 24

Mul)-touchpoint strategies generates +8.9 pts in reputa)on… but only 10%
of consumers recognize companies doing it!
Penetra6on by touchpoint category Mul6-channel strategy impact

74.3% 75.8
At least 1
Touchpoint

43% 40% At least 2 49.5% +2.8

Touchpoint

At least 3 27.0% +2.8

Touchpoint

At least 4 10.0% +3.3

Touchpoint
47% 31%
+8.9
Number of touchpoints used by General Public:
Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 25
Consumer experience, Paid Media, Owned Media, Earned Media
 Applying an effec)ve "content driven" strategy

Selec6ng your strategy

+ Leverage touchpoints #1: consolidate posi6on

Content
What results can I achieve by leveraging
strategy level content and messaging in the right way?

- Leverage both Leverage content

- +
Touchpoint strategy
level

Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 26

Reputa)on drivers differ by region... localized content strategies are needed
to win consumers GLOBAL

13.3 19.3

12.4 13.6

13.7 13.2
North America
14.5

13.8 20.0
Asia Pacific
12.4 13.0

13.1 18.1
13.4 12.8 EMEA
14.6
12.8 13.8
12.8 20.1
La6n America 14.3 13.2
12.1 13.5
14.7
14.1 20.7
13.6 13.5
11.9 14.0 14.4

12.7 12.9
13.8

Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 27

A global "content driven strategy" needs to be primarily focused on
7 key factors that explain 40% of reputa)on, 4 are product-related,
3 are CSR specific
GLOBAL
Shows strong prospects for Offers high quality products and
future growth
95 services 160
Is a profitable company 82 Good value for money 132
Financial results beQer than Meets customer needs 128
expected 77
Stands behind products 126

Well organized 98 13.3 19.3 First to market 97

Strong and appealing leader 90 Innova)ve company 95
Has excellent managers 86 12.4 13.6 Adapts quickly to change 85
Has a clear vision for its future 84

13.7
Has a posi6ve influence on 14.5
society 124
Responsible for environment 91
Supports good causes 87
13.2
Demonstrates concern for
health of employees 82
Rewards its employees fairly 81
Equal opportuni)es 76

Behaves ethically 110

Fair in the way it does business 108
Open and transparent 98

Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 28

 What strategy should your company pursue?

Top 100 companies posi6oning

+ Leverage touchpoints #1: consolidate posi6on

#1: effec6ve communica6on

Content
strategy level

Low level of engagement and

not effec6ve content strategy
Leverage touchpoints & content Leverage content
-
- +
Touchpoint strategy
level Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 29
 Step 1 in building your reputa)on strategy needs to take into account that
reputa)on moves... it is cri)cal to acknowledge trends in your industry...
46,0%
70 Telco sector trends in Italy
68.3

68.0
•  The Telco business is characterized
68
by monthly con)nuous promo)ons
to maximize ARPU and win clients
66
•  This greatly impacts the Telco
reputa)on and its business impact
64
which shows big moves

62
•  In 12 months, top score is 68.3 and
boQom score is 57.4, showing a
difference of 10.9 pts (19%)
60
•  In the same month a company’s
57.4 reputa)on moved 9 pts. from 59 to
58 59.0 68 (15%)
30.3%
56 •  The difference in business impact is
big, inten)on to buy for Telco can
vary 15,7% in a 12 month period

Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 30

...to be then able to move to Step 2: leverage touchpoints, content or both

Leverage touchpoints #1: consolidate posi6on

•  Look at your Touchpoint strategy •  Evaluate where there is untapped poten6al (content
and touchpoints)
•  Assess reach and impact (KPI)
•  Decide how to allocate resources & targets
•  Re-align current ac6on plan
•  Verify ROI over Mme

Leverage both Leverage content

•  Re-think your reputa6on business case & strategy •  Look at your content & narra6ve strategy

•  IdenMfy Key Messages/TP that impact your business •  Evaluate impact of your key messages

•  Ac6on plan accordingly & define YoY Target •  Fine tuning of your key messages

Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 31

Get Your Company’s Data
Ask us to be among the first to know your company's
2017 score and ranking.

See how likely your stakeholders are to
buy from you, work with you, and invest in your
company.
Understand how you can improve your scores and
grow your stakeholder support.
Ask us at info@reputa)onins)tute.com

Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 32

Thank You

Reputa)on Ins)tute | 20 Years of Reputa)on Leadership 33