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January 25, 2011
Trust Transformed: Results of the 2011 Edelman Trust Barometer
Tomorrow morning, I will be on stage at the Belvedere Hotel in Davos, releasing the results of our latest 23-country Edelman Trust Barometer study. The lead of the story must be that trust is transformed. In the wake of the financial market meltdown at the end of 2008, we have gone through a series of corporate crises during 2010 -- from oil spills to product recalls affecting the leading enterprises in five sectors to the near-bankruptcy of five nations in the EU. The result is an even more profound shift in the expectation of companies to operate with increased transparency and in a manner that delivers profit while improving society, captured by my client Indra Nooyi, CEO of Pepsico, in her phrase, “Performance with Purpose.”
We also found unprecedented skepticism, a need to hear, see or watch news as many as ten times before achieving belief, plus an increased reliance on those with credentials and expertise.
Here are the key findings for your perusal:
A. State of Trust
1) Trust in Business—There are now three clear country groupings – the Trusters, the Neutrals and the Distrusters. The Trusters, notably Brazil, China, and India, withstood the financial crisis and had positive economic performance this year. There is evidence of rising trust in business over the past two years even in flat-lined economies such as France, the Netherlands and Italy. The key change in 2011 is the switch of Germany and the USA, with the former now in the Neutrals with Japan, while the USA moves to the Distrusters along with Russia and the UK. Business is as or more trusted than government in 19 of the 23 nations we surveyed this year.
2) Trust in Government—There are fewer countries in the Truster category for government, including Brazil, China, Singapore and the UAE. The largest drops in trust in government were in Germany and the USA. Note that in general, trust in business and government is now in sync, a change in the past two years. Though there are exceptions, such as Germany, where rising trust in business is observed despite less confidence in government.
3) Trust in Media—We note that trust in media continues to rise in the developing world and to slide in the developed economies. The most depressing findings for media were in the US and UK, respectively 27% and 22%, which we attribute to increased politicization, aggressive tone and scandals.
4) Trust in Non-Governmental Organizations—For the first time, trust in NGOs in key developing markets is equivalent to that of business, a remarkable rise over the past five years, which we attribute to the evolution of local civil society brands and rising prosperity. NGOs continue to be the #1 ranked institution in trust in the Western economies, the Fifth Estate in global governance picking up trust lost by the other three institutions.
5) Trust in Industries—Technology continues to wear the halo as the number one industry in both developed and developing economies (98% trusted in China). Banking and Financial Services are now the least trusted industries of the 16 we review annually. The reputation of banks continues to plummet, especially in the US, UK and Ireland, down nearly 50 points in the US in the past three years to a new low of 25%. Automotive has made an amazing recovery, to rank as the #2 trusted industry in the world, attributable to the GM IPO, the launch of electric cars and the association with modernity in the developing world.
6) Trust in the USA—The US was the only country to see a decline across all four institutions, what we describe as an echo decline. We have three hypotheses for this cross-sector drop: the US was the epicenter for most of the corporate crises this year, which centered around leading category and iconic companies; US citizens had strong expectations for economic recovery dashed in a mid-year slump; and most importantly, business and government continued to clash on regulation and taxes, although President Obama has moved in the past month to improve this situation.
7) Trust in Nationality—The companies headquartered in Canada, Germany and Sweden continue to enjoy a trust advantage, while the UK and Switzerland are closing the gap. American companies are much better regarded in the past two years, especially in Germany and Russia, while preserving a strong reputation in such key future markets as Brazil and China. The companies based in the BRIC nations saw rising trust scores in developing nations, but a decline in markets such as the USA.
B. Earning Trust
8) What Drives Corporate Reputation—The top four factors are High Quality Products and Services; Company I Can Trust; Transparent Business Practices; Treats Employees Well. The bottom two are Highly Rated Leadership and Delivers Consistent Financial Returns. This is the second year in a row that we see a reversal of constituent elements of reputation, suggesting a rebalancing of priorities for business.
9) Shareholder vs. Stakeholder—We asked specifically about Milton Friedman’s contention that the social responsibility of business is to generate profit; about 50% of respondents agreed. But, we also probed whether companies need to create shareholder value in a way that benefits society even if that causes a reduction in shareholder value; about 80% agreed with that point of view, from developed to developing economies. This indicates a desire for profit and purpose, a stakeholder approach to shared value.
10) Credible Spokespeople—Given the uncertainty in the economy and plethora of sources of information, respondents said that they believe spokespeople with proven expertise, in order Academics, Technical Experts from a Company (for first time), Financial Analysts and Chief Executive Officers. The recovery of the CEO in reputational terms is remarkable; this is the highest score we have seen in nine years, though in the UK and US that means only about one third believe a CEO is credible. We also found that in a crisis, the number one trusted source is the CEO, followed by an Outside Expert, followed by a Technical Expert from the company.
11) Information Sources—More people go initially to search engines, then to online sources for information about a company. The brands most noted are the familiar mainstream media stalwarts such as the Financial Times, Wall Street Journal, BBC, Globo, CCTV. Blogs and social networks substantially lag the mainstream brands.
12) Benefits of Trust—If you go into a crisis as a distrusted company, it takes only 1-2 negative stories for a person to believe negative news. If you go in as a trusted company, it takes only 1-2 positive stories for you to achieve belief. Trust is a protective agent, a facilitator of action. We find further evidence of desire to buy products, recommend products/services and buy shares in a trusted enterprise.
Trust is no longer a commodity that is acquired but rather a benefit that is bestowed, earned through action, reinforced by transparency and engagement. Business has the opportunity to build an enduring foundation of trust if its leaders commit to a strategy that brings value to both investors and society -- the What and the Why. However, today it must further explain How it makes money, a new level of transparency on business practices -- for instance, ingredients in products. Finally, it must build relationships across the entire stakeholder universe, the Where, by engaging audiences across the four leaf clover of media (Mainstream, New, Social, Owned) and joining the continuing conversation by adding value and learning from the critics.
Posted by Edelman at 4:14 AM |
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Edelman's Annual Trust Barometer and Stephen M.R. Covey’s 2006 book “The Speed of Trust” is a dynamite combination. Covey’s book provides the method and mean for creating and maintaining trust and Edelman's Trust Barometer provides an annual report card that gages how well or poorly global participants have fared trust-wise during the past year.
Covey drives home, clarifying expectations, one of his 13 high trust behaviors, with the quote: “Almost all conflict is a result of violated expectations.” - Dr. Blaine Lee – Author, the Power Principle.
As one of the 5.075 surveyed, I can vouch for the thoroughness and professionalism on the Edelman's Trust Barometer process.
Posted by: Hugh Campbell at January 25, 2011 8:33 AM
Penelope Trunk just wrote a great post about trust in the coming decade--many thoughts in the same vein. I love the Trust Barometer, always something that surprises me (1-2 stories to sway either way). Here's the link to her post if you are interested... http://blog.penelopetrunk.com/2011/01/21/the-coming-decade-will-be-about-trust/
Posted by: Jake at January 25, 2011 9:51 PM
The Chinese Government gets result by managing its economy; therefore gets the highest trust ranking of 88%. The U.S. Government may not even deserve the 40% rating because it has done little if nothing to combat China’s innovative way of skinning the United States!
Mark Twain is credited with an early use of the cliché "more than one way to skin a cat" in A Connecticut Yankee in King Arthur’s Court, as follows: “she was wise, subtle, and knew more than one way to skin a cat, that is, more than one way to get what she wanted”. Thefreedictionary.com defines beggar-thy-neighbor as: an international trade policy of competitive devaluations and increased protective barriers that one country institutes to gain at the expense of its trading partners. Under the guise of fostering ‘indigenous innovation’, the Chinese government has creatively used a non-conventional, subtle version of beggar-thy-neighbor. Its version doesn’t entail the competitive devaluation of its own currency, which would enhance China’s exports and inhibit its trading partners’ exports to China. China’s version perpetrates an over-valuation of the currencies of one or more of its trading partners. This negatively affects all the trade of the pegged trading partner(s), not just trade with China. During the recent period China pegged its currency to the U.S. Dollar, its version of beggar-thy-neighbor was 8 times as damaging to the U.S. economy as what the media refers to as “China keeping it currency undervalued”.
In November 2003, Warren Buffett in his Fortune, Squanderville versus Thriftville article recommended that America adopt a balanced trade model. The fact that advice advocating balance and sustainability, from a sage the caliber of Warren Buffett, could be virtually ignored for over seven years is unfathomable. Until action is taken on Buffett’s or a similar balanced trade model, America will continue to squander time, treasure and talent in pursuit of an illusionary recovery.
Posted by: Hugh Campbell at January 29, 2011 3:36 PM
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| TrackBackJanuary 24, 2011
Ad Age Puts Edelman on this Year's Agency A-List
I’m very proud that Edelman is #7 on Ad Age’s Agency A-List.
A special thanks to our clients for their trust and opportunity to help advance their brands and businesses, and to our employees for their creativity and innovation.
Here’s a 3-minute Ad Age video where I discuss the opportunity for PR, as well as Edelman’s growth strategy.
Posted by Edelman at 8:49 AM |
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| TrackBackJanuary 20, 2011
The Way Forward for Media
I have had meetings with three senior journalists this week: Lewis DVorkin, chief product officer of Forbes; Gordon Crovitz, former publisher of The Wall Street Journal and co-founder of Press+; and Bill Grueskin, former head of WSJ.com, former editor of The Miami Herald and now associate dean of the Columbia University Graduate School of Journalism.
The question on the table is what is the way forward for newspapers and magazines as businesses, given the demise of the traditional revenue model built on 80% advertising and 20% circulation.
With the digital product increasingly supplanting the traditional print edition, the decline in CPM is so profound that advertising revenues are shrinking despite growing numbers of page views. The ability of print publications to enforce a pay wall is the central issue confronting the industry today. The challenge is converting to a business premised on 20% advertising and 80% circulation/other sources of revenue. Here are a few important comments from these thought leaders:
1) Best Way to Implement a Pay Wall--Crovitz said that the Financial Times model, which allows free consumption of 10 stories and then offers subscriptions for unlimited use, is the optimal approach. He contrasts it to the WSJ.com model which is all or nothing (though you can find WSJ.com content through search engines) and the Times of London, which lost 90% of its unique visitors after it went behind a pay wall. He said that 80% of digital consumers will read the 10 stories for free, then come back the following month to do the same thing. However, 10% of the readers will be so pleased with the 10 stories that they will subscribe. Advertisers are willing to pay 30% more for a digital subscriber than a digital grazer, so the trade-off from a properly implemented pay wall is positive.
2) Raise the Rate on Print Subscribers--Grueskin said that The Dallas Morning News has raised its price 40% to $30 per month for newspaper delivery, and has only lost about 7% of its subscribers. At the same time, non-economical parts of its home delivery were eliminated-- including two hundred copies that were trucked every midnight to Odessa, for example. Major magazines are now responding to subscribers’ requests for cancellation by offering renewals at 1/3 to 1/4 of prior rate, just to maintain the subscription base for advertisers.
3) Delivery of Digital Content-- In small markets, a high percentage of digital users still access the content via a PC, while in more urban locations mobile and tablet access is becoming more the norm. In either case, Crovitz says, it's important that publishers establish a subscriber relationship with their most engaged users rather than continuing to give access away for free in one medium (digital) while trying to charge for it in another (print).
4) Use of Outside Reporting Resources--DVorkin has stopped using wire service copy for Forbes.com, substituting a model he pioneered as True/Slant. He selects experts in various verticals as contributors to supplement full-time staff reporters. This costs less and provides more power in "reporter brand" through the reputation of the influential. DVorkin also encourage continuing conversation with readers, where an influential's post spurs further discussion on the Forbes site.
5) Monetization— Newsrooms are now half the size they were in year 2000 at local newspaper, but they can’t cost cut their way to success. DVorkin is accepting side by side editorial and advertorial in both Forbes Magazine and at Forbes.com. He showed me a piece written by Cadillac next to a related piece in the magazine. Grueskin argues that the publishers must "get away from the CPM business and move towards a sponsorship model (Dick's Sporting Goods sponsors the sports section of the Dallas paper for the month, for example).
All of these experts agreed that PR can play a different role in the future, well beyond the pitch a story modality that described our industry in past years. We can support "owned media" where clients such as eBay creates The Inside Source--a digital shopping magazine--overseen by a former Lucky Magazine editor (described by New York Times’ David Carr, New York Times on Monday) is indicative of the possibility of every company or brand becoming a media company. We can use the opportunity inherent in social media to build robust communities around social Facebook pages for brands, premised on constant discussion of product attributes, compelling/entertaining content or broader issues confronting the consumer in category, is a critical shift away from a "talk at" toward a "interact with" mentality, from advertising to PR.
Posted by Edelman at 2:49 PM |
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This is a great synopsis of the problems and the proposed solutions for media.
To me, it makes the most sense for the focus to be on 3 and 4 - especially 4. Media is already becoming more specialized, with certain outlets focusing on certain verticals, so it makes much more sense for old-school large media outlets to aggregate and edit the best content from those verticals into a cohesive whole, instead of trying to do it all while aggravating their readership (which is what 1, 2, and 5 will do).
What this will require is more collaboration (and eventually more consolidation) and less competition, but my sense is that this will eventually happen much in the same way it happened to the American auto industry.
Posted by: Caleb Gardner at January 21, 2011 10:58 AM
Fantastic post and a very meaningful topic! I have put much thought around this for the past 3 years. We in the search marketing field saw all of this coming from miles away.
Numbers 2 & 3 from above seem like special cases that would not work for many, but could for some.
A model that I am interested to find more data around is that of ESPN and their "Insider" program. So they take a select number of their top writers and put essentially their best, exclusive, content behind a paywall. They offer a paragraph or two of articles and then offer access to the full article if you sign up to become an "Insider." I believe that this model is working really well for ESPN but have not found any data to support that.
Me, I'm still too cheap and can find everything that I want and more for free through Google News. Now there is a revenue model!
Posted by: Miguel - SEO Consultant at January 21, 2011 6:02 PM
fine job. one thing to be pepsi's impressive woman ceo and someone from wall st. you should recommend the 10 things wall st ceos MUST DO to regain public's confidence.
lets do it together over breakfast when u get back. im starting now.
Posted by: bob lenzner at January 25, 2011 11:01 AM
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| TrackBackJanuary 14, 2011
The New Push for Corporate Transparency
Earlier this week, Goldman Sachs Group unveiled its 63 page report on business practices. According to the Wall Street Journal, the firm “is trying to give investors more insight into how it makes money.” Goldman CEO Lloyd Blankfein, in a video on the firm’s web site, gs.com, reiterates that the client’s interests are always paramount and that the incentives for employees have been realigned to guarantee delivery on that promise.
Yesterday, Samsung (disclosure: a A&R Edelman client) unveiled www.samsungvillage.com, to engage in the conversation and provide information about the origins of a new television product to providing tips to employees on relaxation, and how MD’s are using their new tablet PC.
The standard for corporate web sites is GE (disclosure: a Edelman client) which offers a trending topics section (appends video clips of breaking news), plus sections on environment and innovation. GE executive Beth Comstock is active on Facebook, Twitter and Tumblr. Other employees blog on the main GE site.
The trend is clearly toward merging brand marketing and corporate reputation. Companies provide the umbrella purpose for brands to sell to customers. The Ecomagination halo enables GE locomotive and power plant sales. Samsung seeks an emotional tie with its consumers premised on innovation, quality and style so that its products are not bought on price and features alone. Goldman aims to renew its license to operate.
I believe that there is a new Trust Triangle, which supplants the walled garden in which corporations control the information flow, utilize the CEO only, aim at brand protection and maximize returns only for shareholders (note: our annual Trust Barometer 23-country study will be available in two weeks when I present the data at the World Economic Forum in Davos).
The base of the Trust Triangle is WHAT, shorthand for what you do. A company must, in the words of Indra Nooyi, CEO of PepsiCo (disclosure: client), pursue both performance with purpose. Our role is to help business align profit and societal advantage.
The second arm of the Trust Triangle is HOW, shorthand for transparency on ingredients in brands or means by which the company makes money. This is the essence of the Goldman report, how much is invested on the firm’s own behalf, how much is from proprietary trading.
The third arm of the Trust Triangle is WHERE, shorthand for the necessity of communicating in every part of the media four-leaf clover--mainstream, new, social and owned media. The surround sound is necessitated by the need for immediacy and for hearing from different kinds of spokespeople, from CEO to mid-level technical experts in the organization to academics.
Professor Michael Porter, in the recent issue of Harvard Business Review (hotlink), wrote that “Companies must take the lead in bringing business and society back together….most companies remain stuck in a social responsibility mind-set in which societal issues are at the periphery, not the core. The solution lies in the principle of shared value which involves creating economic value in a way that also creates value for society by addressing its needs and challenges.” Dr. Porter focuses on the WHAT, the supply chain, the partnership with government, the work with NGOs. The HOW and the WHERE are the essential connectivity to stakeholders in explaining the WHAT and opening up the company to continual improvement.
Posted by Edelman at 8:13 AM |
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Richard -
Really like this post. I think you're absolutely right, there is a huge trend happening with regards to companies taken control of their brand / reputation online by increasingly providing insight into their decision making and business outlook.
One new social media tool that I would point you to is a site called Quora.com. It is a community edited Q&A site which has become the go-to platform for many tech/media executives to field specific questions from their audiences.
For example, Steve Case (co-founder and former CEO of AOL) has been extremely active responding to questions about causes of the 90's tech boom, issues with canceling customer accounts, costs of sending out all of those CDs, etc...
I'd love to see more executives participating in this kind of dialogue with their customers.
Plus, it's great for PR :)
-David
Posted by: David Haber at January 14, 2011 3:28 PM
If this is true then the missing component is the "WHY".
"Performance with purpose" requires an understanding of why an organization is aligned in the way it is, what's its motives and aspirations are (of either the leader or the entity depending upon the organization). It is this 'why' that helps align personnel and activities towards an always overarching purpose outside of the generic 'to make money'.
Essentially, it is what gives companies their personality.
Posted by: Matt Ridings @techguerilla at January 14, 2011 4:10 PM
I think that Matt Ridings (@techguerilla) might have made this point too, so I'll simply say with toungue in cheek that he's a hack, and stole the thought from me.
Kidding aside, I think your triangle seems to be missing the “why.” Looking to marketing trends that will unfold in the next 5-15 years, the “why” will matter most to the consumer.
The way I see it is that the where will most certainly be everywhere before too long, so it becomes a bit of a non-factor.
The “what” and the “how” are important factors. I’m not suggesting that the stool stand on just one leg. It is by the overwhelming amount of choice the consumer has, and the cultural and generational shifts ahead of us, that ‘why’ becomes critical. Marketing will be about the “feeling.” The consumer’s decision to give you 12 more seconds is driven by that complex formula of cultural and generational factors.
Here’s what I mean. All things being equal, if the consumer has to choose between a company who’s why is to make money and a company who’s why is to make money AND give a pair of shoes to the needy for every shoe they sell. THAT pair of new shoes feels better than just a pair of new shoes.
Posted by: Chad Bookidis at January 15, 2011 11:05 AM
Completely timely and right on target.
Beyond transparency, major corporations need to educate the public about the world’s globality.
They need to help the people connected to them adjust to life in the global village.
Once we understand the interconnected system that we have suddenly found ourselves in, we will understand that trust and cooperation are the key to leading us out of crisis mode.
This new messaging can propel humanity into the new reality awaiting us.
Posted by: Josia at January 16, 2011 2:01 PM
Richard - Let me lay a circle in the middle of your triangle and, perhaps, over the center of your clover leaf. That circle is the leverage spot where the interests of business, civil society and government come together. Leveraging that spot through the triangle and clover leaf is a) our best hope for a better world and b) an unshakable base for any business to connect with its customers.
The Page Society concept of "Authentic Enterprise" comes into play here. To be authentic is to be involved in your customers lives. Mr. Woodruff understood that at Coca-Cola many years ago, and the company paid a price when it lost sight of this truth.
What brought the company back was Neville Isdell's realization that the sustainability of the company was directly linked to the sustainability of the communities in which its business was set. He then set sustainability at the center of Coca-Cola's business plan, ensuring that all business decisions were taken with sustainability as a decision factor. That led to an agressive outreach to stakeholders, increased partnerships with IGOs, NGOs and governments and continuous communication inside and outside the company from all levels of the business and all of our partners. (Stroytelling became an important career advancement tool.)
The result was a resurgent business that did well for itself by doing well for society.
Posted by: Tom Mattia at January 18, 2011 1:45 PM
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| TrackBackJanuary 4, 2011
Peer to Peer
I was in the fourth grade at Chicago Latin. We had Mrs. Maj, a high-strung teacher, for our twice-a-week music class. I lugged a cello back and forth to school every day. That cello had the sorriest looking bottom, with cracks from unfortunate, unplanned collisions with staircases at school or at home. My recital piece was a trio with a violin and a viola to the song “Old McDonald Had a Farm.” If Old McDonald actually did have a farm, he would have fled the number of missed notes. So it was with notable lack of excitement that the entire fourth grade class went to the Chicago Symphony, courtesy of the first violinist-Mr. Akos-who had a daughter a class below mine at Latin School. We made it through the performance without excessive chattering or punches in seatmate’s arms, based on threats of permanent dismemberment by Mrs. Maj.
Contrast that scene to the one in New York City’s PS 334 Anderson School today. Lang Lang, the 28-year-old pianist extraordinaire, performed this morning for 400 children. But he did so with his three US Young Scholars—Anna Larsen, Charlie Liu and Derek Wang, ages 10-12. Anna, from Boston, said, “Maybe if we expose kids to fun music, they will start to see that piano isn’t just a boring solitary profession…some kids might find interest in classical music if they were introduced to very energetic and engaging pieces first.” Lang Lang, dressed like the students, spoke to them after the performance about his own journey from a small city in Northeast China to the Curtis School in Philadelphia as a teen where he finished his training.
Lang Lang has created a foundation with the support of financier Sandy Weill, corporations ranging from Monte Blanc to Aegon and those with a direct interest in his activities such as Columbia House records and VH1 Save the Music Foundation. He has endowed the musical studies of the three Americans mentioned above, plus two children in Germany and three in China. He is determined to “inspire the next generation of classical music lovers and performers” by staging live music experiences. He laughed when I told him about my Chicago Symphony experience over lunch; he had exactly the same reaction when he was forced to attend the Philadelphia Symphony with his sixth grade class. He told me “you only sell young people with young people.” He said that the students at Anderson School could not stop applauding after the performance and mobbed him and his three young colleagues afterwards. His goal is to organize live performances of classical music in cities across the world by youth for youth.
He noted that 40 million Chinese people are now taking piano lessons. He even has a Lang Lang brand of Steinway pianos on sale in the Chinese market. He contrasts this with America, where arts and music programs are no longer offered in most schools. “This trend must be reversed,“ he said, “because there is evidence of improved brain function and intellectual achievement for youth involved in music.”
Lang Lang is a great character, spending 1/3 of his time in each of China, the US and Germany/Europe. He is onto something important in his Lang Lang International Music Foundation in facilitating peer to peer communications. Check out the performances of these three young American pianists on YouTube and tell me what you think. Email me with names of clients who might be interested in supporting this very worthy cause.
P.S. I am just back from a ten day trip to Brazil and Argentina. The highlight of my trip was a boat journey into Igwazu Falls between the two countries. Here is a video clip of the intrepid Edelman clan going for the ultimate challenge—a drenching under the waterfall.
Posted by Edelman at 7:45 AM |
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Funny, insightful, important post about the importance of challenging young minds.
I am alarmed at America's recent tendency to play down its curricula to schoolage students, and to minimize the role that the arts can play in enriching their lives.
I also just loved all the screaming in the boat.
Posted by: Jim at January 5, 2011 3:15 PM
Richard, great post and you've hit on something big here. My son is in the Chicago Youth Symphony Orchestras and part of the organization's mission in addition to providing scholarships is to perform classical music and give demos in the Chicago Public Schools, which have very limited funding for fine arts instruction. www.cyso.org. I've attended some of these sessions myself and it is so fun to see the kids light up when they hear the music and see the instruments up close, like my son's bassoon. There are also many studies which show a close correlation between music instruction and mathematical abilities and the Canadian Broadcasting Corporation did a fantastic documentary called The Musical Brain featuring Sting, who continues to explore all ranges of music, by taking images of his brain at work composing. Fascinating stuff. Finally, Riccardo Muti, the new music director of the CSO, made a point of acknowleding the CYSO kids during his first, truly electric public concert at Millennium Park in September just across from our office, noting how engaging our youth and bringing classical music out into broader Chicago communities is one of his priorities. His speech can also be found on YouTube.
Posted by: Kathy Fieweger at January 6, 2011 11:12 AM
I always like waterfalls. This one looks amazing. I'd give all my life to be there at least for 5 minute. Fantastic!!
Posted by: starralex76 at January 12, 2011 3:04 AM