South Africa. National Pulse 2017 Report
|
|
- Frank Griffith
- 6 years ago
- Views:
Transcription
1 South Africa National Pulse 2017 Report
2 Table of Contents Section 1 Introduction 4 Section 2 Country results 10 Appendix 1 Demographics 35 Appendix 2 Methodology 37 2
3 Section 1 Introduction About the study. The RepTrak model. 3
4 About the Study What follows are the results of the RepTrak Pulse 2017 reputation study conducted in South Africa by the Reputation Institute and the Reputation House. The reputations of the biggest and most visible companies in South Africa were measured via an online survey among a representative sample of the general public in South Africa. Data collection took place in February and March, Contact information For more information about the study please contact: info@reputationhouse.co.za 4
5 The RepTrak Model Explains Reputation The RepTrak Model Reputation Institute s generic model for reputation is structured around four core themes, seven reputation dimensions and 23 reputation attributes. Together, these elements explain a company s reputation Reputation RepTrak Pulse is the core of a company s reputation and shows how strong the emotional bond is between the company and the public. 2 Dimensions and attributes The RepTrak model consists of seven operational dimensions and 23 attributes that explain the reputation profile. 3 - Drivers The individual attributes mean different things to people and are perceived differently in terms of weighted importance. Analyses identify areas that are most important for strengthening a company s reputation. 1 2 Drivers can be at dimension and attribute level and show how the company gains value for money in its communication. 5
6 RepTrak - Rational vs. Emotional What is the relationship between RepTrak Pulse and the 7 reputation dimensions? RepTrak Pulse measures the overall reputation based on people's immediate emotional perception of the company. In contrast, the 7 reputation dimensions examine people s rational perception of corporate reputation based on specific and detailed statements. RepTrak Pulse score is not necessarily always equal to the average of the 7 reputation dimensions. People s emotional perception may be influenced by an overall positive attitude to the company, which is not necessarily rewarded by a proper evaluation of the respective company's products, innovation, workplace, governance, citizenship, leadership or performance. Emotional Rational explanation of the emotional 6
7 Why should we care about reputation Reputation is important, because it drives supportive behaviour and through support of its stakeholders allows the company to achieve business results. Touch Points Reputation Supportive Behaviour Direct experience What a company communicates Welcome into the community Benefit of the doubt Trust the company Work for Recommend products/services Recommend as an investment Recommend the company Say positive What others say Buy Choose Invest Stakeholders build their perceptions about a company through three types of channels: Direct Experience (buying product/service, contacting customer support What a company communicates (company s own communication, marketing material, newsletters, website) What others say (word of mouth, media publications, expert opinions) Perceptions gained through Direct Experience and Own Communication can be to large extent controlled by the company. What others say, on the other hand, can only be influenced indirectly. The company needs to manage its reputation in order to appear in accordance to expectations of its stakeholders. 7
8 Significant differences and normative scale Significant differences In any study based on a sample of the population there is a statistical error in all measurements. The table below shows the difference needed between two scores before they can be said to be significantly different. Statistical Significance RepTrak Pulse > 3,7 Dimensions > 7,3 Only score differences that are statistically significant will be shown in this report. Normative scale Using an extensive database containing results from thousands of studies throughout the world since 1998, Reputation Institute has developed a Normative Scale (in everyday language The Traffic Light ) that indicates whenever a particular score is high or low when benchmarked against previous studies of a similar character. Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier <40 8
9 Section 2 Country Results South Africa
10 Most Visible Companies List of Companies South Africa [Sorted by Industry] Financial_Short-Term Insurance FMCG Oil, Gas & Lubricants 1st for Women (Pty) Ltd Clover BP Auto & General Coca Cola Caltex Budget Insurance Nestle Engen Dial Direct Procter & Gamble Sasol MiWay Insurance SAB Miller Shell Outsurance Tiger Brands Total South Africa Santam Unilever Financial Bank Financial - Diversified Telecommunications ABSA Discovery Cell C Capitec Bank Holdings Liberty Holdings MTN Group First National Bank Momentum Telkom SA Nedbank Old Mutual Vodacom Group Standard Bank Sanlam Retail Edcon Group Massmart Holdings Mr Price Group Pick n Pay Holdings Shoprite Holdings The Foschini Group The Spar Group Truworths (International) Woolworths Holdings State Owned Enterprises Eskom South African Airways South African Broadcasting Association South African Post Office Transnet 10 10
11 Measured companies to 2017 Company st for Women ABSA Auto & General Barloworld Bidvest BP Budget Insurance Caltex Capitec Bank Cell C Clover Coca-Cola Dial Direct Discovery Edcon Group Engen Eskom First Rand_FNB Foschini Group Liberty Holdings Massmart_Makro/Game/Dion MiWay Insurance Momentum Mr Price Group MTN Company Nedbank Nestlé Old Mutual Outsurance Pick n Pay Procter & Gamble SABMiller Sanlam Santam Sasol Shell Shoprite South African Airways South African Broadcasting Corporation South African Post Office Spar Group Standard Bank Telkom Tiger Brands Total Transnet Truworths Unilever Vodacom Woolworths 11 11
12 Familiarity Distribution South Africa (1/2) Familiarity distribution (%) [South Africa] [sorted by very familiar] Very familiar Somewhat familiar Have only heard the name Not at all familiar Not sure Coca Cola 85% 12% 1% 0% 2% n = First National Bank 81% 15% 4% 0% 1% n = Eskom 80% 17% 2% 1% 1% n = Vodacom Group 78% 15% 4% 2% 1% n = Pick n Pay Holdings 78% 16% 3% 1% 1% n = Telkom SA 77% 18% 2% 1% 1% n = The Spar Group 76% 17% 4% 1% 2% n = Nestle 75% 21% 2% 0% n = Mr Price Group 75% 21% 3% 1% 1% n = Cell C 74% 21% 3% 1% 1% n = Clover 74% 21% 3% 1% 0% n = ABSA 74% 21% 3% 1% 1% n = Shell 74% 22% 3% 1% 0% n = South African Post Office 73% 22% 3% 1% 0% n = Truworths 73% 21% 5% 1% 0% n = MTN Group 73% 21% 4% 2% 0% n = Woolworths Holdings 72% 20% 5% 2% 1% n = Standard Bank 72% 24% 3% 1% 0% n = Engen 71% 23% 3% 2% 0% n = Shoprite Holdings 71% 20% 5% 3% 1% n = Massmart Holdings_Makro/Game/Dion 69% 21% 6% 4% 0% n = Caltex 69% 23% 6% 1% 1% n = BP 69% 25% 4% 2% 0% n = Nedbank 67% 24% 5% 3% 1% n = Old Mutual 65% 27% 6% 1% 0% n = % 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 12 12
13 Familiarity Distribution South Africa (2/2) Familiarity distribution (%) [South Africa] [sorted by very familiar] Very familiar Somewhat familiar Have only heard the name Not at all familiar Not sure The Foschini Group 65% 27% 5% 2% 1% n = South African Airways 64% 29% 5% 1% 1% n = South African Broadcasting Corporation 64% 24% 7% 3% 1% n = Sasol 64% 28% 6% 2% 0% n = Discovery 62% 26% 9% 2% 1% n = Outsurance 61% 27% 8% 3% 1% n = Capitec Bank Holdings 61% 28% 8% 1% 1% n = Sanlam 60% 30% 7% 2% 0% n = Total South Africa 59% 25% 9% 6% 1% n = Tiger Brands 54% 30% 11% 4% 0% n = Transnet 51% 30% 14% 5% 0% n = SAB Miller 49% 28% 12% 10% 2% n = Unilever 47% 30% 13% 9% 1% n = Momentum 46% 36% 12% 5% 1% n = Edcon Group 45% 24% 14% 16% 1% n = Santam 45% 36% 14% 5% 1% n = MiWay Insurance 43% 32% 18% 7% 0% n = Budget Insurance 42% 36% 16% 5% 1% n = Auto & General 42% 33% 18% 6% 1% n = st for Women 41% 35% 17% 6% 1% n = Bidvest 40% 36% 18% 5% 1% n = Dial Direct 40% 34% 19% 6% 1% n = Liberty Holdings 39% 31% 17% 12% 1% n = Barloworld 30% 33% 19% 15% 3% n = P & G 22% 29% 24% 21% 3% n = % 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 13 13
14 South Africa 2017 Top 10 RepTrak Pulse Top 10 South Africa: ,3 2 79,5 3 77,6 4 76,7 5 76,3 6 75,8 7 75,6 8 75,2 9 72,7 Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier < ,
15 Changes in Top vs ,1 76,2 75,4 74,9 73,3 72,6 72,1 71,6 70,2 69, ,3 79,5 77,6 76,7 76,3 75,8 75,6 75,2 72,7 72,4 Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier <
16 RepTrak Pulse South Africa 2017 RepTrak Pulse Rankings Clover Coca Cola Pick n Pay Holdings Nestle First National Bank Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier <40 Woolworths Holdings The Spar Group Old Mutual Discovery The Foschini Group Massmart Holdings_Makro/Game/Dion Sanlam Truworths Bidvest Engen SAB Miller Caltex Unilever Tiger Brands Liberty Holdings Capitec Bank Holdings Shell Sasol Mr Price Group Shoprite Holdings Barloworld Santam Standard Bank Nedbank Edcon Group Total South Africa Vodacom Group BP Outsurance 1st for Women (Pty) Ltd Momentum Auto & General Budget Insurance MiWay Insurance Procter & Gamble Dial Direct MTN Group South African Airways ABSA Cell C Transnet Telkom SA South African Post Office South African Broadcasting Corporation Eskom 16 16
17 Industry Ranking Industry Rankings 2017 FMCG (7) 72,8 n = 699 Retail (9) 72,1 n = ,8 Financial - Diversified (5) n = ,7 Oil, Gas & Lubricants (6) n = ,7 Financial - Banking (5) 66,8 n = 500 Financial - Short-term Insurance (7) 63,5 n = 702 Telecommunication (4) 58,4 n = 602 State Owned Enterprises (5) 45,2 n = 901 Total n = Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier <
18 Industry Leaders Industry Leaders 2017 Leaders within each Industry 2017 FMCG Retail Financial - Banking Financial - Diversified Oil, Gas & Lubricants Financial - Short-term Insurance Telecommunication State Owned Enterprises (Clover) (Pick n Pay Holdings) (First National Bank) (Old Mutual) (Engen) (Santam) (Vodacom Group) (South African Airways) Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier <
19 Industry Leaders 2016 vs 2017 Rank FMCG Retail Financial - Banking Financial - Diversified Oil, Gas & Lubricants Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier <40 Financial Shortterm Insurance Telecommunication State-Owned Enterprises 19 19
20 Reputation Drivers Dimensions
21 Products South Africa Products vs. Enterprise - driving reputation Explanation 6 1 Products vs. enterprise analysis is based on two sets of indices for all companies in South Africa: the Products index (defined as Products & Services and Innovation) and the Enterprise index (defined as Workplace, Governance, Citizenship, Leadership and Performance) The indices are created by multiplying each dimension score by their respective South Africa weights. The x-axis shows the deviation of the given company s Enterprise index from the South Africa average. The y-axis shows the deviation of the given company s Product index from the South Africa average. -14 The line represents the average balance between the Product and Enterprise dimensions for companies reputation in South Africa The reputation of companies above the line is more strongly influenced by the Product dimensions (is Productcentric), while the reputation of companies below the line is more strongly influenced by the Enterprise dimensions (is Enterprise-centric). South Africa Enterprise n =
22 In the Marketplace Just Two Factors are at Play PRODUCTS ENTERPRISE 22 22
23 Who You Are Matters More than What You Do % Influence on Emotional Bond ENTERPRISE 69.1% PRODUCTS 30.9% 66.0 South African Companies Overall Pulse 23 23
24 2017 Reputation Drivers 3 Dimension Drivers To win the support and trust of consumers, you have to engage on all 7 dimensions: 14.3% 17.5% 13.0% 13.4% 12.9% 13.4% 15.6% Each of the 7 dimensions account for more than 12% of reputation, except for Workplace. So to win you need to excel and communicate about each one of the dimensions. The key reputation drivers: Product & Services, Governance and Performance explain almost 50% of reputation (47.4%). Building a company specific reputation platform across dimensions is the key to succeed in the reputation economy
25 Reputation Drivers Overtime Dimension Drivers Over Time South Africa: Products & Services Governance Performance Innovation Workplace Leadership Citizenship Products & Services 18,5 16,6 15,2 18,9 18,2 17,5 Innovation 15,4 15,9 14,8 15,5 13,4 13,4 Workplace 13,2 13,6 13,8 13,1 12,8 13,4 Governance 13,1 13,6 13,4 12,8 15,3 15,6 Citizenship 13,5 13,0 15,0 12,6 13,2 12,9 Leadership 12,6 12,7 12,9 12,7 13,6 13,0 Performance 13,7 14,7 14,8 14,4 13,5 14,3 Adj. R² n = n = 2,300 1,999 2,400 10,547 5,000 5,
26 Dimension Rankings Winner Per Dimension 2016 vs Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier <
27 Dimension Rankings Top 5 Products and Services Innovation Workplace Clover Coca-Cola Coca-Cola Coca-Cola Clover First National Bank Nestlé First National Bank Clover Woolw orths Nestlé Sanlam First National Bank Pick n Pay Sasol Governance Citizenship Leadership Pick n Pay Clover Coca-Cola Coca-Cola Coca-Cola Pick n Pay Clover Pick n Pay Clover The Spar Group Woolw orths The Spar Group Bidvest Discovery First National Bank Performance Coca-Cola Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier <40 Clover Pick n Pay Nestlé First National Bank 27 27
28 RepTrak Dimension Importance: 2017 South Africa Dimension Quadrant Products & Services 17,0 Score Weights Products 66,7 17,5 Innovation 65,0 13,4 Workplace 63,1 13,4 Governance 63,6 15,6 Citizenship 63,4 12,9 Leadership 64,2 13,0 Performance 66,9 14,3 n = 5,806 Governance Performance Workplace Citizenship Leadership Innovation Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier <40 12,0 60,0 Lower Priority Weaknesses South Africa RepTrak Dimension Scores: 2017 Lower Priority Strengths Products/Services Innovation Workplace Governance Citizenship Leadership Performance 28 28
29 Dimension Distribution South Africa Dimension distribution Q South Africa [by dimension order] Negative (1-2) Neutral (3-5) Positive (6-7) "Not sure %" Score Products & Services 6% 36% 55% 3% 66,7 Innovation 7% 37% 51% 4% 65,0 Workplace 6% 33% 40% 20% 63,1 Governance 7% 37% 46% 10% 63,6 Citizenship 7% 36% 44% 13% 63,4 Leadership 7% 35% 47% 11% 64,2 Performance 6% 33% 51% 11% 66,9 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% n =
30 Supportive Behaviour
31 Willingness to support (Recommend company to others Top-two box) RepTrak Pulse vs. Recommend company (%) in South Africa If a company improves its reputation by 5 points, the number of people who would recommend the company goes up by 6.3%. 90% 80% 70% Clover Coca Cola Nestlé Woolw orths Holdings Pick n Pay Massmart Old Mutual Discovery 60% 50% 40% Shoprite First National Bank (FNB) Engen Nedbank BP Bidvest Barlow orld South African Airways Procter & Gamble Telkom ABSA Momentum Transnet MTN Dial Direct 30% South African Broadcasting Association Eskom South African Post Office Adj. R² = % RepTrak Pulse Score Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier <40 31
32 Support for the most and least reputable companies in South Africa Top 5 vs bottom 5 The most reputable companies vs. least reputable companies Supportive behavior distribution Negative (1-2) Neutral (3-5) Positive (6-7) Not sure Count Buy The 5 most reputable companies 3% 19% 77% 0% n = 499 The 5 least reputable companies 28% 38% 32% 2% n = Recommend products Trust to do the right thing Say something positive Invest Recommend as investment Work for The 5 most reputable companies 3% 21% 76% 0% n = 499 The 5 least reputable companies 28% 39% 31% 2% n = The 5 most reputable companies 2% 25% 69% 3% n = 499 The 5 least reputable companies 31% 37% 29% 3% n = The 5 most reputable companies 2% 22% 76% 0% n = 499 The 5 least reputable companies 28% 39% 31% 2% n = The 5 most reputable companies 3% 22% 70% 5% n = 499 The 5 least reputable companies 37% 31% 28% 4% n = The 5 most reputable companies 2% 23% 69% 5% n = 499 The 5 least reputable companies 36% 31% 29% 4% n = The 5 most reputable companies 8% 25% 62% 5% n = 499 The 5 least reputable companies 37% 29% 30% 4% n = % 20% 40% 60% 80% 100% 32 32
33 Most Supported Companies Top 5 Buy [Sorted by Positive] Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 1 Clover 1% 13% 85% 1% 2 Nestlé 1% 19% 80% 0% 3 Coca-Cola 4% 16% 80% 0% 4 Woolw orths 4% 17% 79% 0% 5 The Foschini Group 5% 16% 77% 2% Trust [Sorted by Positive] Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 1 Coca-Cola 4% 19% 75% 2% 2 Clover 2% 19% 75% 4% 3 Nestlé 2% 24% 72% 2% 4 Woolw orths 5% 25% 68% 2% 5 Old Mutual 3% 27% 67% 3% Invest [Sorted by Positive] Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 1 Coca-Cola 3% 11% 80% 6% 2 Old Mutual 3% 22% 72% 3% 3 Pick n Pay 2% 23% 71% 4% 4 Clover 1% 26% 69% 4% 5 First National Bank 6% 25% 67% 2% Work for [Sorted by Positive] Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 1 Coca-Cola 7% 20% 68% 5% 2 Nestlé 4% 24% 66% 6% 3 Bidvest 3% 28% 62% 7% 4 Clover 7% 27% 61% 5% 5 First National Bank 8% 29% 59% 4% Welcome into my Community [Sorted by Positive] Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 1 Clover 0% 13% 86% 1% 2 Coca-Cola 4% 12% 83% 1% 3 Pick n Pay 2% 23% 75% 0% 4 Woolw orths 4% 22% 73% 0% 5 Nestlé 4% 22% 73% 1% Recommend Products [Sorted by Positive] Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 1 Clover 1% 15% 84% 0% 2 Nestlé 3% 17% 80% 0% 3 Woolw orths 5% 18% 77% 0% 4 Coca-Cola 5% 19% 76% 0% 5 The Spar Group 1% 26% 73% 0% Say Positive [Sorted by Positive] Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 1 Coca-Cola 4% 16% 80% 0% 2 Clover 1% 19% 79% 1% 3 Nestlé 1% 23% 76% 0% 4 Woolw orths 4% 20% 75% 1% 5 Old Mutual 2% 23% 74% 1% Recommend as Investment [Sorted by Positive] Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 1 Coca-Cola 2% 13% 79% 6% 2 Old Mutual 4% 22% 72% 2% 3 Nestlé 2% 24% 68% 6% 4 Pick n Pay 3% 26% 67% 4% 5 Clover 0% 27% 66% 7% Benefit of Doubt [Sorted by Positive] Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 1 Clover 2% 17% 75% 6% 2 Coca-Cola 4% 24% 71% 1% 3 The Spar Group 1% 32% 66% 1% 4 Nestlé 5% 28% 64% 3% 5 First National Bank 6% 27% 62% 5% Recommend Company [Sorted by Positive] Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 1 Clover 1% 17% 82% 0% 2 Coca-Cola 5% 17% 78% 0% 3 Nestlé 2% 19% 77% 2% 4 Woolw orths 4% 20% 74% 2% 5 Pick n Pay 2% 24% 72% 2% 33
34 Appendix 1 Demographics Demographics 34
35 Respondent Profile South Africa 2017 Geography Gauteng KwaZulu-Natal Western Cape Eastern Cape Free State North West Mpumalanga Limpopo Northern Cape 27% 23% 15% 10% 7% 6% 5% 4% 3% Gender 50.0% 50.0% Age Group 32% 25% 22% 21% Race White African 33% 47% Education 65% 35% Income 27% 25% 34% 14% Indian/Asian 9% Coloured Prefer not to answer 3% 7% Low education High Education Middle education Low Income Middle Income High Income Don't wish to answer 35 35
36 Appendix 2 Methodology Fielding methodology. Research design. Key analyses and modelling techniques. 36
37 Fielding methodology & Research design Qualified respondents are: Adults between who reported that they were either Somewhat Familiar or Very Familiar with one of the companies in the study. Furthermore, respondents who are not able to give valid responses to 3 of the 4 Pulse questions are screened out. Data collection method: Respondents filled out a 15 minute online RepTrak questionnaire designed to measure overall corporate reputation and related questions. The questionnaire used for this research is based on the proprietary RepTrak model developed by Reputation Institute for analysis of corporate reputations. Respondents were invited to participate in this project through ed invitations sent to a carefully screened online panel managed by an established commercial market research firm, member of ESOMAR. Respondents were randomly assigned to rate up to 5 companies in a Pulse study and 2 companies in a Deep Dive study with which they were familiar. Fielding period: February March, 2017 Number of respondents: A minimum of 300 respondents provided ratings for each Deep Dive and a minimum of 100 for each Pulse company in the study. Sample representation: Responses were weighted to represent the national profile on demographics, including age and gender. Note on Gaps: All Gaps are calculated using exact scores. Occasionally reported gaps appear to differ by 0.1 from gaps calculated between scores with one decimal. This is due to rounding error. Note on Sample Sizes: All sample sizes reported are based on weighted data. Occasionally the weighting procedure produces a slightly smaller or larger sample size than the unweighted raw data otherwise would. Note on RepTrak Pulse Scores: The RepTrak Pulse is calculated on the basis of the answers from the four variables that measure the respondent s esteem, feeling, admiration and trust (captured in the Pulse score on a scale)
38 Key Analysis & Modeling Techniques RepTrak Pulse Score All RepTrak analyses begin with a single reputation score (the RepTrak Pulse) that is decomposed into a set of underlying dimensions and attributes. The process of decomposition involves application of various forms of multivariate analyses designed to address interdependence and multicollinearity in data obtained from cognitive research. At the core, the RepTrak Pulse measures reputation consisting of three questions about the emotional appeal of the company and a rating of the Overall Reputation of the company. Structural Equation Modelling indicates that these four variables are a reliable indicator of the reputation construct. [Company] is a company I have a good feeling about [Company] is a company that I trust [Company] is a company that I admire and respect [Company] has a good overall reputation Attributes were measured on 7-point scales, where 1 = Strongly Disagree and 7 = Strongly Agree. Results are re-scaled to 100-point scale for easier interpretation
39 Key Analysis & Modeling Techniques Normative Scale Using an extensive database containing results from thousands of studies throughout the world since 1998, Reputation Institute has developed a Normative Scale (in everyday language The Traffic Light ) that indicates whenever a particular score is high or low when benchmarked against previous studies of a similar character. Driver Analysis Excellent/Top Tier Above 80 Strong/Robust Average/Moderate Weak/Vulnerable Poor/Bottom Tier Below 40 The relative contribution of individual dimensions to the RepTrak Pulse is calculated from a factor adjusted regression modeling procedure. Individual dimension weights range from 0-1, and total to 100%. To determine drivers of reputation, the weights are developed with a Factor Adjusted Linear Regression: Factor analysis is used to determine the unique contribution of each attribute to the variance of the RepTrak Pulse. Equamax rotation is used to assign the factors to the dimensions. It creates an orthogonal structure of uncorrelated variables that allows the regression to be performed without interference from multicollinearity. It is used to maximize interpretation of the final set of regression coefficients. Linear Regression is run using the Raw Pulse Construct as the dependent variable and the factor scores as the independent variables. Only attributes that were found to be significantly correlated with the reputation (p<0.05) have driver weights assigned
40 Reporting Results Statistical Significance Statistical Significance of Results Reported in RepTrak Projects Individual responses to questions asked in a survey enable the calculation of various statistical measures, including averages (means) and standard deviations. The greater the number of responses used in calculating an average, the more confident we are about the accuracy of the score. Similarly, the smaller the range of responses made to a specific question, the more confident we are about the score. Reputation Institute reports scores with a 95% confidence interval in the surveys that we conduct. The interval describes our confidence that, if we conducted the same study repeatedly, 95 times out of 100 the obtained score would lie within the confidence interval. It therefore describes how statistically different a score is likely to be from another score. If a measure is created from multiple questions, the variation in responses is reduced, and our confidence in the average obtained from the combined questions is higher, thereby shrinking the confidence interval. The specific formula Reputation Institute therefore uses to calculate a 95% confidence interval around the mean is therefore: Confidence Interval = Average Score +/ * Average Standard Deviation of Attributes / SQRT (Sample Size * # of Attributes) Directional Scores When analyzing subgroups and/or specific and hard-to-reach stakeholders, sample sizes will often have limited power and reliability. As the sample size shrinks, results become directional in nature. At extremely low counts, results become unreliable and are not shown. In this report low and insufficient counts are denoted as per below: *Low counts (<50) scores are directional (refer to appendix for details on directional scores) **Insufficient counts (<30) 40 40
41 Standardizing all Reputation Scores RepTrak Scores - Standardized and Comparable Market research shows that people are inclined to rate companies more or less favorably in different countries, or when they are asked questions directly or online. When asked in a personal interview, for example, it s known that people tend to give a company higher ratings than when they are asked by phone, or when they are asked to answer questions about the company online. This is a well-established source of systematic bias. Another source of systematic bias comes from national culture - in some countries, people are universally more positive in their responses than in other countries. In statistical terms, it means that the entire distribution of scores in a positive country is artificially shifted in a positive direction for all companies, good or bad. The distribution of scores in that country may also be more spread out than in another because people have more information and are able to make more subtle differences between companies. To overcome this systematic bias, Reputation Institute s policy is to adjust all RepTrak scores by standardizing them against the aggregate distribution of all scores obtained from the Reputation Institute s Annual Global RepTrak Pulse. Standardization has the effect of lowering scores in countries that tend to over-rate companies, and has the effect of raising scores for companies in countries that tend to rate companies more Two adjustments are made for every RepTrak Score negatively. Reputation Institute uses its cumulative database of RepTrak Pulse scores about reputation scores internationally to carry out two adjustments: Country Adjustment: All scores derived from surveys are standardized by subtracting the country mean and dividing by the standard deviation of all known scores previously obtained in that country. In statistical terms, this adjustment normalizes the distribution of scores in the country to a mean of 0 and a standard deviation of 1, producing a z-score for the observation. Global Adjustment: The z-score obtained on the country level is then used to determine the globally adjusted score. In order to do this, the results are scaled back by multiplying each company s score by the global standard deviation and adding back the global mean. The resulting number is the globally adjusted score. As additional global research comes in, Reputation Institute regularly updates the country and global distributions that are used to create our standardized RepTrak scores. All RepTrak results are therefore comparable across industries, countries, and over time
42 Contact Us Reputation House Parkwood - Johannesburg Phone: info@reputationhouse.co.za
South Africa RepTrak Pulse. Annual RepTrak Report
Annual RepTrak Report 2015 RepTrak Pulse South Africa Reputation House is the sole licensed representative of Reputation Institute s RepTrak measurement Section 1 Introduction About the study: The RepTrak
More informationThe Results of the 2012 RepTrak Study What the Reputation Economy means for South Africa 2012
The Results of the 2012 RepTrak Study What the Reputation Economy means for South Africa 2012 South Africa s Most Reputable Companies: Part of the World s Largest Study on Corporate Reputation 1 Introduction
More information2010 Global Reputation Pulse Study The Most Reputable Companies in the World
2010 Global Reputation Pulse Study The Most Reputable Companies in the World The World s Most Reputable Companies: An Online Study of Consumers in 32 Countries Copyright 2010 Reputation Institute. All
More informationFrance Pharma RepTrak 2017
France Pharma RepTrak 2017 The World s Most Reputable Pharmaceutical Companies in France Olivier Forlini, Director Reputation Institute France June 2017 1 Why Measure Reputation? The success of your company
More informationRepTrak. Measuring and managing the reputation of some of the largest and best performing companies around the world
RepTrak Measuring and managing the reputation of some of the largest and best performing companies around the world RepTrak Model Your firm s reputation is held in the hearts and minds of every person
More informationSTRATEGIC TRACKING BENEFITS OF STRATEGIC TRACKING
STRATEGIC TRACKING BENEFITS OF STRATEGIC TRACKING Strategic tracking of brand health and perceptions over time helps companies understand which marketing initiatives are successful and where future efforts
More informationHow frustrated are your customers?
All rights strictly reserved. The intellectual capital contained and illustrated in this presentation is the sole property of Consulta Research (Pty) Ltd and may not be copied, infringed upon in whatever
More informationPharma RepTrak The World s Most Reputable Pharmaceu<cal Companies. May 2016
Pharma RepTrak 2016 The World s Most Reputable Pharmaceu
More information2017 Germany RepTrak. 22 nd March 2017 Nicolas Georges Trad, Executive Partner Nick Adams, VP & Strategic Consulting Director
2017 Germany RepTrak 22 nd March 2017 Nicolas Georges Trad, Executive Partner Nick Adams, VP & Strategic Consulting Director 1 About Reputation Institute The World s Leading Research and Advisory Firm
More informationDirectors Sentiment IndexTM Report : 1st Edition
Directors Sentiment IndexTM Report : 1st Edition Table of contents 1. Foreward...3 2. Executive overview... 4 3. Economic...... 6 4. 5. 6. 3.1 General perception on Economic conditions... 6 3.2 Economic
More informationEMPLOYEE ENGAGEMENT SURVEY
EMPLOYEE ENGAGEMENT SURVEY ATC Project March 30, 2015 on behalf of TTC TABLE OF CONTENTS Introduction 3 Overall Engagement Score 12 Aspects of Employee Engagement 16 What Drives Engagement 20 Overall Organizational
More informationAMB201: MARKETING & AUDIENCE RESEARCH
AMB201: MARKETING & AUDIENCE RESEARCH Assessment 3: Predictors of Online Retail Shopping Student name: Jenny Chan Student number: n8738254 Tutor name: Jay Kim Tutorial time: Friday 2pm-3pm Due Date: 3
More informationReputation of UK Companies in Decline for the First Time Since 2008 Financial Crash, Reveals UK s Biggest Annual Reputation Ranking
FOR IMMEDIATE RELEASE Reputation of UK Companies in Decline for the First Time Since 2008 Financial Crash, Reveals UK s Biggest Annual Reputation Ranking Major drop in the levels of trust and confidence
More informationEMPLOYEE ENGAGEMENT SURVEY
EMPLOYEE ENGAGEMENT SURVEY COO's Office/DCOO's Office/Operations Control March 30, 2015 on behalf of TTC TABLE OF CONTENTS Introduction 3 Overall Engagement Score 10 Aspects of Employee Engagement 14 Overall
More informationSwedish Sustainable Ranking: State-owned companies
Swedish Sustainable Ranking: State-owned companies - Swedish Sustainability Results 2016-2017 July 27th 2017, San Juan Puerto Rico Lena Preutz, SIEC-ISBE Sweden 1 This presentation will highlight results
More information2016 Socrata Open Data Benchmark Study. Executive Summary
2016 Socrata Open Data Benchmark Study Executive Summary 2016 Socrata Open Data Benchmark Study Executive Summary The survey, sponsored by Socrata and conducted by EMC Research, was designed to better
More informationCreating Strategic Employee Alignment: How to align your employees with the strategic direction of the organization?
Creating Strategic Employee Alignment: How to align your employees with the strategic direction of the organization? 2 Alignment: A mutual rewarding relationship between a company and its key stakeholders,
More informationUNIVERSUM PROFESSIONAL SURVEY 2012/2013 Talent Insight Report FPI
UNIVERSUM PROFESSIONAL SURVEY 2012/2013 WWW.UNIVERSUMGLOBAL.COM WE HELP EMPLOYERS KNOW THEIR IMAGE, AUDIENCE AND COMPETITORS DECIDE DESIRED BRAND POSITION PLAN THEIR COMMUNICATION PREFERENCES ACTIVITIES
More informationYour Voice 2018, BCLC s Employee Survey Comprehensive Report
Your Voice, BCLC s Employee Survey Comprehensive Report 1 Contents Engagement Analysis Factor Analysis 1 1 9 Self-Reported Improvements & Priorities Key Metrics 0 Evolution Over Last Years Agility Index
More informationRepTrak Belgium 2012 LET S SET THE TONE! RepTrak 2012 Belgium 1
RepTrak Belgium 2012 LET S SET THE TONE! 25.04.2012 1 2 Introduction What is reputation and why should we manage it? 3 In the new reputation economy, active reputation management is not optional About
More informationCUSTOMER CENTRICITY INDEX. March Which are the most effective levers to create customer loyalty?
CUSTOMER CENTRICITY INDEX March 2016 Which are the most effective levers to create customer loyalty? 2 CUSTOMER CENTRICITY INDEX The dunnhumby Customer Centricity Index (CCI) identifies the key drivers
More informationPublic Sector Reputation Index: The Civil Aviation Authority s Reputation Index results benchmarked against the wider public sector
Public Sector Reputation Index: 2016 The Civil Aviation Authority s Reputation Index results benchmarked against the wider public sector An increasing focus on public sector reputation In recent years
More informationThe Advancing Women Organizational Assessment Feedback Results. WILOA Test Aggregate. May 2017
The Advancing Women Organizational Assessment Feedback Results May 07 Report format Copyright 997-07 Assessment +, Inc. Introduction It is a well-known reality that, across the working world, women continue
More informationEMPLOYEE ENGAGEMENT SURVEY
EMPLOYEE ENGAGEMENT SURVEY Subway Extensions (Spadina/Scar.) March 24, 2015 on behalf of TTC TABLE OF CONTENTS Introduction 3 Overall Engagement Score 10 Aspects of Employee Engagement 14 Overall Organizational
More informationExecutive Summary. What we did. When. Where. Who
Executive Summary This research establishes baseline measures of community wellbeing, community resilience and adaptation, and expected future wellbeing in the context of a proposed coal seam gas (CSG)
More informationthe company behind the brand: in reputation we trust
the company behind the brand: in reputation we trust At the close of 2011, Weber Shandwick and KRC Research conducted The Company behind the Brand: In Reputation We Trust, a survey that investigated the
More informationBetter Business Bureau
Better Business Bureau BBB/Gallup Trust in Business Index Executive Summary: Consumers Rating of Companies They Regularly Deal With October 25, 2007 Prepared by: THE GALLUP ORGANIZATION 502 Carnegie Center
More informationRisk Culture: The Heart and Soul of Enterprise Risk Management
Risk Culture: The Heart and Soul of Enterprise Risk Management Philadelphia AFP Conference May 4, 2017 Edmund Green, Managing Director Risk Consulting KPMG, LLP Agenda Introductions What is Culture The
More informationConsumer attitudes and perceptions on sustainability
Consumer attitudes and perceptions on sustainability June 2010 Contents Summary Page 2 Part I: Methodology 4 Part II: Findings Consumer attitudes towards environmental and ethical topics 5 Environmental
More informationFairtrade Labelling Organizations International Label Perceptions Survey Findings Report ITALY
Scaricato da Fairtrade Labelling Organizations International Label Perceptions Survey Findings Report ITALY 2009 www.largoconsumo.info 2 Summary and Implications Summary and Implications Room to build
More informationVITAL SIGNS. MEASURING the Drivers of Organizational Effectiveness
VITAL SIGNS MEASURING the Drivers of Organizational Effectiveness BLUEGG 2015 70% of organizational change efforts fail - primarily due the people side. How do you develop the insight to stay in the 30%?
More informationEMPLOYEE ENGAGEMENT SURVEY
EMPLOYEE ENGAGEMENT SURVEY Streetcars March 30, 2015 on behalf of TTC TABLE OF CONTENTS Introduction 3 Overall Engagement Score 13 Aspects of Employee Engagement 17 What Drives Engagement 21 Overall Organizational
More informationSpotlight on Low Income Consumers Final Report
Spotlight on Low Income Consumers Final Report September 18, 2012 2011 2012 Smart grid Consumer Collaborative. All Rights Reserved. Spotlight on Low IncomE Consumers, SEPTEMBER 2012 Table of Contents Background
More informationAmericas retail report
Americas retail report Redefining loyalty for retail June 2015 Redefining loyalty for retail Today, American consumers have more shopping choices than ever before. They have access to more diverse retailers
More informationEMPLOYEE SATISFACTION SURVEY VOICE OF EMPLOYEE - ANALYSIS & RESULTS. SpiceJet Employee Satisfaction Survey
EMPLOYEE SATISFACTION SURVEY VOICE OF EMPLOYEE - ANALYSIS & RESULTS SpiceJet Employee Satisfaction Survey Executive Summary 1 The main objective of conducting Employee Satisfaction Survey was to set a
More information2015 Hospitality Consumer Report. Get ahead of the biggest trends in the lodging and dining industries
2015 Hospitality Consumer Report Get ahead of the biggest trends in the lodging and dining industries Welcome to Our 2015 Hospitality Consumer Report If you ve got customers or guests, it s likely you
More information2009 Smithsonian Employee Perspective Survey Office of Policy and Analysis Smithsonian Institution December 2009
Smithsonian Employee Perspective Survey Office of Policy and Analysis Smithsonian Institution December 1. Interpretation of Results The National Defense Authorization Act of 2004 mandated that all federal
More informationEMPLOYEE ENGAGEMENT SURVEY
EMPLOYEE ENGAGEMENT SURVEY Legal March 27, 2015 on behalf of TTC TABLE OF CONTENTS Introduction 3 Overall Engagement Score 11 Aspects of Employee Engagement 15 What Drives Engagement 19 Overall Organizational
More informationThe GlobeScan-SustainAbility Leaders Survey
The 2018 GlobeScan-SustainAbility Leaders Survey Contents 03 0 06 07 09 13 17 23 26 28 31 32 About The GlobeScan-SustainAbility Survey Introduction Survey Methodology Key Findings Institutional Leaders
More informationmajority, plurality Polls are not perfect Margin of error Margin of error
349 Polls and surveys Reporting on public opinion research requires rigorous inspection of a poll s methodology, provenance and results. The mere existence of a poll is not enough to make it news. Do not
More informationPublic Relations Customer Experience Benchmark Survey
Public Relations Customer Experience Benchmark Survey Key Drivers of Satisfaction with PR Agencies Researchscape International 5/10/17 Jeffrey Henning 2 SURVEY RESULTS PAGE 2 TABLE OF CONTENTS Table of
More information2015 Retailer Partner Guide. Your solutions. Our technology. Smarter together.
2015 Retailer Partner Guide Your solutions. Our technology. Smarter together. Real Rewards, Starting Now Welcome to Intel Technology Provider Intel Technology Provider is a global membership program designed
More informationEMPLOYEE ENGAGEMENT SURVEY
EMPLOYEE ENGAGEMENT SURVEY Plant Maintenance March 30, 2015 on behalf of TTC TABLE OF CONTENTS Introduction 3 Overall Engagement Score 13 Aspects of Employee Engagement 17 What Drives Engagement 21 Overall
More informationEFFECTIVENESS OF HIDDEN MESSAGES IN ADVERTISEMENTS TOWARDS VIEWERS BUYING INTENTION
Nisa Omar & Mun Yee Special Issue Volume 3 Issue 1, pp. 542-553 Date of Publication: 22 nd March, 2017 DOI-https://dx.doi.org/10.20319/Mijst.2017.s31.542553 EFFECTIVENESS OF HIDDEN MESSAGES IN ADVERTISEMENTS
More informationYour Business Magazine
Your Business Magazine Essential Reading for Entrepreneurs Your Business Magazine editorial schedule 2008 October / November 2008 Natalie du Toit on courage, dreaming big and what s next Your Business
More informationState of Sustainable Business Survey 2014
State of Sustainable Business Survey 2014 October 2014 The sixth annual study explores the views of corporate sustainability practitioners About BSR BSR is a global nonprofit organization that works with
More informationChapter 8: Conclusion and recommendations
Chapter 8: Conclusion and recommendations The most valuable findings from a study that focuses on the effectiveness of an entrepreneurial training programme, are to provide a profile or set of expectations
More informationConsumers and shoppers: creating an integrated approach. Critical success factors to cutting through the township clutter
What is a Kasi Star Brand? Overall trends and winning categories Consumers and shoppers: creating an integrated approach Connecting with township consumers Critical success factors to cutting through the
More informationThe DealerRater Guide to Online Reviews: LEVERAGING REVIEWS FOR A COMPETITIVE EDGE
The DealerRater Guide to Online Reviews: LEVERAGING REVIEWS FOR A COMPETITIVE EDGE EXECUTIVE SUMMARY Online reviews are the new word of mouth. A positive online review of your dealership causes a ripple
More informationFOREWORD... 3 INTRODUCTION... 4 EXECUTIVE SUMMARY... 5 RESEARCH METHODOLOGY Outline of the survey questionnaire... 6 SURVEY RESULTS...
Contents FOREWORD... 3 INTRODUCTION... 4 EXECUTIVE SUMMARY... 5 RESEARCH METHODOLOGY... 6 Outline of the survey questionnaire... 6 SURVEY RESULTS... 6 Demographic data... 6 Survey Responses... 7 Open-ended
More informationUNIVERSUM PROFESSIONAL SURVEY 2012/2013 Talent Insight Report SACNASP
UNIVERSUM PROFESSIONAL SURVEY 2012/2013 WWW.UNIVERSUMGLOBAL.COM WE HELP EMPLOYERS KNOW THEIR IMAGE, AUDIENCE AND COMPETITORS DECIDE DESIRED BRAND POSITION PLAN THEIR COMMUNICATION PREFERENCES ACTIVITIES
More informationTowards Inclusivity: A White Paper on Diversity Best Practices
Towards Inclusivity: A White Paper on Diversity Best Practices Authored by Global Corporate College Staff The notion of diversity and its importance has been a mainstay of talent management for the last
More informationOut & Equal - Leadership Day Diagnosing and Optimizing Inclusion for LGBT Employees
Out & Equal - Leadership Day Diagnosing and Optimizing Inclusion for LGBT Employees Nathan Dunlap, Sarah Froning, Meg Gibbon, and Dale Woods October 4, 2016 2016 Willis Towers Watson. All rights reserved.
More informationCustomer Experience BENCHMARK RESEARCH REPORT THE INTERSECTION OF BUSINESS AND CUSTOMER PERSPECTIVES
Customer Experience BENCHMARK RESEARCH REPORT 2015 THE INTERSECTION OF BUSINESS AND CUSTOMER PERSPECTIVES 2015 CUSTOMER EXPERIENCE BENCHMARK RESEARCH REPORT 1 Table of Contents CHAPTER 1: THE CX FAST LANE
More informationCareer Decision-Making Abilities
Career Decision-Making Abilities Career Decision-Making Abilities Career Services Table of Contents Executive Insights... 3 Business Needs Assessment... 5 Research Design... 6 Notes to the Report... 8
More information2011 Smithsonian Employee Perspective Survey Dashboard of Key Metrics
Dashboard of Key Metrics Satisfaction With Job Willing to Recommend Working at the Smithsonian 2010 Federal EVS Favorable Score, 72% 2010 SI Favorable Score, 84% 2011 SI Favorable Score, 82% 2010 Federal
More informationDUX THE FROM ALTECH NUPAY THE PERFECT PAYMENT SOLUTION FOR ALL LEVELS OF EDUCATION
THE DUX FROM ALTECH NUPAY THE PERFECT PAYMENT SOLUTION FOR ALL LEVELS OF EDUCATION WELCOME TO ALTECH NUPAY, LEADER IN SECURE ELECTRONIC PAYMENT SOLUTIONS. Altech NuPay specialise in developing world leading
More informationEMPLOYEE ENGAGEMENT SURVEY
EMPLOYEE ENGAGEMENT SURVEY Customer Communications/Customer Development/Farecard Team March 31, 2015 on behalf of TTC TABLE OF CONTENTS Introduction 3 Overall Engagement Score 11 Aspects of Employee Engagement
More informationDetermination of Service Quality Factors of Private Commercial Banks in Bangladesh
ASA University Review, Vol. 5 No. 2, July December, 2011 Determination of Service Quality Factors of Private Commercial Banks in Bangladesh Md. Ismail Haidar * Mohammad Saiful Islam ** Abstract The present
More informationTEAM ALIGNMENT TRUST INSIDE. report. assessments. for Team Name January 30, 2010
TRUST INSIDE assessments TEAM ALIGNMENT report for Team Name January 30, 2010 www.integroleadership.com support@integroleadership.com Copyright Integro Learning Company Pty Ltd, Australia Copyright Integro
More informationHandout and Exercise. Becoming Credible. Contact Details (0) or
Handout and Exercise Becoming Credible Contact Details + 44 (0) 845 862 1767 or enquiries@courageoushr.com www.courageoushr.com How you can become credible Credibility is: the quality of being believable
More informationAN EXTERNAL VIEW OF TRUST: EDELMAN SESSION JULY For more information please contact
AN EXTERNAL VIEW OF TRUST: EDELMAN SESSION JULY 2015 For more information please contact james.turner@edelmanberland.com EDELMAN UK 500+ consultants HEADS of Public Affairs, Technology, Brand, Corporate
More information2018 APPLICATION GUIDE
2018 APPLICATION GUIDE Why Apply? Good Ethics is Good Business The World s Most Ethical Companies program honors companies that excel in three areas promoting ethical business standards and practices internally,
More informationAssessing Public Support for Regulation for Fairer Trading Practices. June 2016 Report
Assessing Public Support for Regulation for Fairer Trading Practices June 2016 Report 1 For more information about this report please contact: Caroline Holme Director Caroline.Holme@GlobeScan.com Abbie
More informationThe City of Loveland Internet Survey Report
The City of Loveland Internet Survey Report Prepared by Jill Mosteller, Ph.D. Insights2Use LLC December 4, 2017 1 Contents Executive Summary... 3 Overview... 3 Purpose... 3 Approach... 3 Key Highlights
More informationThe Impact of Corporate Social Responsibility on Consumers Attitudes at Northwestern Mutual: A Case Study
The Impact of Corporate Social Responsibility on Consumers Attitudes at Northwestern Mutual: Researchers: Kuhlman, Laura Lett, Kate Vornhagen, Shellie December 6, 2013 Marketing Research Kuhlman_A7 Executive
More informationINTERIM MANAGEMENT MARKET
CHARTERED ACCOUNTANT INTERIM MANAGERS INTERIM MANAGEMENT MARKET INTERIM MANAGER MARKETING SURVEY A GROWING TREND IN THE IRISH ECONOMY SURVEY RESULTS 1 INTERIM MANAGER MARKETING SURVEY a hugely valuable
More informationGRADE 12 SEPTEMBER 2012 BUSINESS STUDIES
Province of the EASTERN CAPE EDUCATION NATIONAL SENIOR CERTIFICATE GRADE 12 SEPTEMBER 2012 BUSINESS STUDIES MARKS: 300 TIME: 3 hours *BUSTE* This question paper consists of 12 pages. 2 BUSINESS STUDIES
More informationLIST OF METADATA ITEMS FOR BUSINESS TENDENCY AND CONSUMER OPINION SURVEYS SOUTH AFRICA, BER OCTOBER 2005
LIST OF METADATA ITEMS FOR BUSINESS TENDENCY AND CONSUMER OPINION SURVEYS - 2005 SOUTH AFRICA, BER OCTOBER 2005 Top level Child level Business/Consumer Survey Specifics Source Name of collection / source
More informationAbout The CMO Survey. Mission. Survey operation. Sponsoring organizations
About The CMO Survey Mission - To collect and disseminate the opinions of top marketers in order to predict the future of markets, track marketing excellence, and improve the value of marketing in firms
More informationImplementing an Employee Engagement Programme
Implementing an Employee Engagement Programme A People & Culture White Paper Introduction Over the last decade, employers focus has moved away from employees who are satisfied with their working conditions,
More informationConsumer Perspectives
Consumer Perspectives October 24, 2017 Full Version Introduction & Methodology Research objectives: Track perceptions of advertising, acceptability of advertising Track the importance of standards and
More informationNew thinking on benchmarking customer experience. Vicki Howe, Head of Product Development
New thinking on benchmarking customer experience Vicki Howe, Head of Product Development April 2015 Contents 1 Key points... 3 2 Introduction... 4 2a Satisfaction benchmarking from HouseMark... 4 3 Star
More information2018 OPEN CALL FOR APPLICATIONS MISCELLANEOUS PURPOSES SECTOR PROJECT BUSINESS PLAN
1. IDENTIFYING PARTICULARS 2018 OPEN CALL FOR APPLICATIONS MISCELLANEOUS PURPOSES SECTOR PROJECT BUSINESS PLAN a) Name of Organisation: b) Physical Address of Organisation: c) Nature of the Organisation:
More informationEmployment Practices of Multinational Companies in Denmark. Supplementary Report
Employment Practices of Multinational Companies in Denmark Fall 11 Employment Practices of Multinational Companies in Denmark Supplementary Report Appendix I: Questionnaires Appendix II: Frequencies Dana
More informationHistoric Scotland and RCAHMS. Stakeholder and Population Research. November Historic Scotland and RCAHMS 2014
Historic Scotland and Stakeholder and Population Research November TNS Summary Summary While 4 in 5 adults living in Scotland are aware of Historic Scotland (79%), less than a third (29%) are aware of.
More informationNUMBERS, FACTS AND TRENDS SHAPING THE WORLD FOR RELEASE DECEMBER 8, 2014 FOR FURTHER INFORMATION ON THIS REPORT:
NUMBERS, FACTS AND TRENDS SHAPING THE WORLD FOR RELEASE DECEMBER 8, 2014 FOR FURTHER INFORMATION ON THIS REPORT: Kristen Purcell, Research Consultant Lee Rainie, Director, Internet, Science and Technology
More informationStaff Survey september - october 2016 results. Voice Project
Staff Survey september - october 2016 results Voice Project report overview This report on the 2016 Edith Cowan University Staff Survey: Assesses multiple indicators of Edith Cowan University's performance
More informationCitizen response points to appreciation, challenges of Kenya s devolved governance
Dispatch No. 105 30 June 2016 Citizen response points to appreciation, challenges of Kenya s devolved governance Afrobarometer Dispatch No. 105 Winnie V. Mitullah Summary The promulgation of Kenya s Constitution
More informationCORPORATE BRANDING EFFECTS ON CONSUMER PURCHASE PREFERENCES IN SERBIAN TELECOM MARKET
Applied Studies in Agribusiness and Commerce APSTRACT Agroinform Publishing House, Budapest SCIENTIFIC PAPERS CORPORATE BRANDING EFFECTS ON CONSUMER PURCHASE PREFERENCES IN SERBIAN TELECOM MARKET Abstract:
More informationSURVEY REPORT THE COST OF PRIVATE SECURITY SERVICES IN SOUTH AFRICA
SURVEY REPORT THE COST OF PRIVATE SECURITY SERVICES IN SOUTH AFRICA RESEARCH AND DEVELOPMENT UNIT Margaret Gichanga 1 Table of contents 1.1 Introduction 3 1.2 Methodology and sample 3 1.3 Rationale 5 Survey
More informationSatisfaction Brand Value Proposition. Our Mission. TechKnowledge. Informing - Advising - Assisting
Our Mission To be a trusted and respected research and advisory partner by providing our clients with valuable information, strategic advice, and dependable assistance to help them implement their strategies
More informationAppendix 1 Petrom Organizational Chart
Appendix 1 Petrom Organizational Chart Appendix 2 OMV Petrom Organizational Chart Appendix 3 List with face-to-face interviews Appendix 4 List of questionnaire respondents Appendix 5 General information
More informationThe Top 5 Characteristics of a Successful VoC Program
Whitepaper Avtex May 2015 The Top 5 Characteristics of a Successful VoC Program Copyright 2015 Avtex Solutions. All rights reserved. Brand and product names referred to in this document are the trademarks
More informationA Research Paper By the Centre for Global Finance University of Nottingham Ningbo, China. Measuring Trust in Retail Banking in China
A Research Paper By the Centre for Global Finance University of Nottingham Ningbo, China Measuring Trust in Retail Banking in China By Christine Ennew Research Fellow, Centre for Global Finance June 2008
More informationAnalysing the Impact of Service Quality on Business Competitiveness
Analysing the Impact of Service Quality on Business Competitiveness Khathutshelo Mushavhanamadi and Oratile Neo Ratlhagane Department of Quality and Operations Management, Faculty of Engineering and the
More informationFMCG & Retail Report. Survey conceptualised and initiated by. Academic Partner. Visit to download the full report
2008 FMCG & Retail Report Academic Partner Survey conceptualised and initiated by Visit www.supplychainforesight.co.za to download the full report Introduction The supplychainforesight report The supplychainforesight
More informationSocial Responsibility. Executive Briefing. The Millennium Poll on Corporate. Results of the. largest survey ever of. global public opinion
The Millennium Poll on Corporate Social Responsibility Results of the largest survey ever of global public opinion on the changing Executive Briefing role of companies. Conducted by Environics International
More informationSCORE SAS 66 Sponsored by U. S. Small Business Administration
SCORE SAS 66 Sponsored by U. S. Small Business Administration ORANGE COUNTY CHAPTER 114, (714) 550-7369, www.score114.org MARKETING PLANS TO TARGET PROFITS MARKETING, ADVERTISING, SALES By Albert S. Lerman
More informationNZ Police 2007 Employee Engagement Survey (Organisational Health Audit) Results Presentation
NZ Police 2007 Employee Engagement Survey (Organisational Health Audit) Results Presentation Copyright 2008 Gallup, Inc. All rights reserved. 1 Purpose of today Understand the 2007 Employee Engagement
More informationPSIRA LOCKSMITH CONSUMER SURVEY FINDINGS OCTOBER 2017
PSIRA LOCKSMITH CONSUMER SURVEY FINDINGS OCTOBER 2017 0 Enquiries: Hein du Toit +27 12 460 7009 (t) +27 12 346 5883 (f) +27 82 8988 667 hein@demacon.co.za www.demacon.co.za 1 PROJECT BRIEF Demacon Market
More informationHow to Succeed in Social Selling with Employee Advocacy
How to Succeed in Social Selling with Employee Advocacy What is social selling? Social selling is about leveraging social networks to interact with potential buyers to build revenuedriving relationships.
More informationCustomer Experience & Satisfaction Lessons from the 2018 Rider Survey
Customer Experience & Satisfaction Lessons from the 2018 Rider Survey Customer Services & Marketing Strategic Initiatives Eric Lind Manager, Research & Analytics Understanding & Improving the Metro Transit
More informationXerox Premier Partners Survey
Xerox Premier Partners Survey August 28, 2009 KEY FINDINGS OF THE PREMIER PARTNERS SURVEY SUMMARY OF FINDINGS OVERALL CONSENSUS: The majority (more than 80%) of Premier Partners still agrees, or strongly
More informationAutomatic Transmission Fluid - Survey
Petroleum Quality Institute of America Automatic Transmission Fluid - Survey 2017 Published June 2017 June 20, 2017 It is our pleasure to present the findings of the Petroleum Quality Institute of America
More information70.1 WHAT IS TAKING A BITE OUT OF APPLE S REPUTATION?
WHAT IS TAKING A BITE OUT OF APPLE S REPUTATION? COMPANY REPORT: APPLE STAKEHOLDERS: GENERAL PUBLIC April, 2015 Who is the coolest consumer electronics company in the world? If asked, many in the general
More informationManagement Pro (MPP III) Interpretation Manual
Management Pro (MPP III) Interpretation Manual TABLE OF CONTENTS Introduction to the MANAGEMENT PRO 3 Processing the Management Pro 4 The Management Pro Report 5 MPP III Interpretation Information 6 Snapshots
More informationEmployee Well-Being and Satisfaction Survey Results 2015
Employee Well-Being and Satisfaction Survey Results 2015 Dr. Terry Beehr, Alex Stemer, & Annie Simpson November 30 th, 2015 Table of Contents Employee Well-Being and Satisfaction Survey Results 2015 3
More informationThe ClimateQUAL : OCDA survey measures the following organizational climates:
The ClimateQUAL : OCDA survey measures the following organizational climates: ORGANIZATIONAL CLIMATE Organizational climate refers to the interpretative frameworks shared by employees regarding the priorities
More informationGiving More Than Money.
Giving More Than Money. 2015 Wells Fargo/BoardSource study of nonprofit board leadership. Wells Fargo Philanthropic Services endeavors to help nonprofit boards and board members gain the most from board
More information