We are entering the Fifth Age of Audience Measurement. It is an age where methodologies are being re-calibrated in response to a fast-changing media environment and where the quest for total understanding of audiences is higher than it has ever been. It is also an era where politics and economics are far greater barriers to progress than technical concerns.
In this paper we’ll outline what we have identified as the four key reasons we are seeing a crisis in trust, and importantly what brands and advertising needs to do to rebuild that trust.
Corporate communicators need to demonstrate a deep commercial understanding of the business issues their organisations face – this gives them credibility around the leadership table. They operate in fast-moving and complex environments and need to be able to learn and adapt quickly. Building strong relationships and networks with influencers and decision-makers (both internally and externally) is essential if they are to get things done.
Corporate activism is both an opportunity and risk, with council members acknowledging both sides of the debate in equal measure. There is widespread acknowledgement that corporate activism is expected by consumers, but is also very hard to do well. Authenticity is the key, with campaigns that are true to your corporate values having the greatest chance of success.
Ipsos’ latest Perils of Perception survey highlights how wrong the online public across 38 countries are about key global issues and features of the population in their country.
Having a strong employer brand is crucial to corporate reputation, giving companies not only a recruitment edge in the growing talent war but also the highest-quality long-term ambassadors to deliver on their brand promises. Employees are more demanding than ever when it comes to what they expect from their employer but this is not purely down to Millennials; employees at all life stages want a career with a deeper purpose. Getting it wrong and failing to deliver on the employee brand expectation can have consequences that extend well beyond employees; consumers too are demanding more from corporates.
Equity flow is an important way to leverage value from a strong reputation. It can be used to build business when market opportunities arise, or as a defence when reputation turbulence hits. Above all, the management of equity flow should be seen as a strategic process that brings together people across the marketing, communications and leadership spectrum.
The average global economic assessment of national economies surveyed in 26 countries remains unchanged this wave with 47% of global citizens rating their national economies as ‘good’.
