KPN reputation management case study - Reputation Matters
KPN reputation management case study - Reputation Matters
KPN reputation management case study - Reputation Matters
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CORPORATE COMMUNICATION & BRAND STRATEGY<br />
<strong>KPN</strong> <strong>reputation</strong> <strong>management</strong><br />
<strong>case</strong> <strong>study</strong><br />
Koenraad van Hasselt
<strong>KPN</strong> is Holland’s formerly state owned<br />
telecommunications company.<br />
The company has always been well known for<br />
its reliability and quality of service, less so for its<br />
sense of innovation.<br />
Until 2006, its <strong>reputation</strong> had served its purpose in the ‘old’<br />
world, but posed a real challenge in a converging<br />
market in which the company positions itself as a<br />
multimedia company and an ICT services provider.
<strong>KPN</strong> <strong>Reputation</strong> <strong>management</strong><br />
plan was developed in 6 steps<br />
1. Measure corporate <strong>reputation</strong><br />
2. Analyse corporate <strong>reputation</strong><br />
3. Set <strong>reputation</strong> targets<br />
4. Translate these to communication targets<br />
5. Develop corporate story<br />
6. Develop <strong>reputation</strong> themes<br />
7. Roll out themes like a political campaign
1. Measuring <strong>reputation</strong> – RepTrak*<br />
* Developed by<br />
the <strong>Reputation</strong><br />
Institute
• 4 questions, 7 dimensions and 23 attributes.<br />
• Qualitative and quantitative research<br />
The RepTrak method<br />
• Statistical analysis connects the RepTrak attributes with the ‘supportive behaviours’<br />
• This identifies the <strong>reputation</strong> drivers and gives direction to <strong>reputation</strong> <strong>management</strong><br />
<strong>Reputation</strong> dimensions <strong>Reputation</strong> (Pulse)<br />
Supportive behavior<br />
Products & Services<br />
Innovation<br />
Workplace<br />
Governance<br />
Citizenship<br />
Leadership<br />
Performance<br />
Purchase<br />
Recommend<br />
Crisis proof<br />
Verbal support<br />
Invest<br />
Work<br />
I
<strong>Reputation</strong> data
Graphic chart based on actual ReTrak-scores 2005<br />
2. <strong>Reputation</strong> analysis based on all<br />
available intelligence<br />
Financial turnaround is acknowledged in the<br />
outside world<br />
Price-performance perception weakens support<br />
and <strong>reputation</strong>; customer focus needs more<br />
attention<br />
Attractiveness for young talent and<br />
employee engagement is priority<br />
<strong>KPN</strong> innovating itself, but not innovative enough<br />
Honest, but not open and transparant<br />
Market leader, but no<br />
inspirational leadership<br />
Impact is clear,<br />
CSR profile is not<br />
Performance Products Workplace Innovation Governance Leadership Citizenship
3. <strong>Reputation</strong> scores basis for target setting<br />
85,00<br />
80,00<br />
75,00<br />
70,00<br />
65,00<br />
60,00<br />
55,00<br />
50,00<br />
45,00<br />
<strong>KPN</strong> 2005 <strong>KPN</strong> 2008 <strong>KPN</strong> 2010 Best in class<br />
14<br />
10<br />
RepTrak<br />
5<br />
1<br />
Philips<br />
KLM<br />
Microsoft<br />
TNT<br />
Unilever<br />
Rabobank<br />
ABN AMRO<br />
Vendex KBB<br />
ING Group<br />
Aldi<br />
Shell<br />
Ahold<br />
Eneco<br />
<strong>KPN</strong><br />
Essent<br />
Nuon<br />
Laurus<br />
NS<br />
Oxxio
14<br />
4. Target setting for communications<br />
10<br />
5<br />
1<br />
14<br />
per <strong>reputation</strong> driver<br />
12<br />
12<br />
13<br />
13<br />
13
5. Develop a corporate story<br />
Relevant, distinctive<br />
Innovative<br />
‘The new <strong>KPN</strong>’<br />
Trusted, reliable Involved, committed<br />
Authoritative, sympathetic<br />
Inspiring, vitality
Corporate<br />
Story<br />
6. Break the story down in<br />
communication themes<br />
Executive communications<br />
Media relations<br />
Public Affairs<br />
Internal Communications<br />
Sponsoring/CSR<br />
Theme 1 Theme 2 Theme 3 Theme 4 Etc.
Themes<br />
7. Roll them out like a political campaign<br />
Exec. communications<br />
Media Relations<br />
Public Affairs<br />
Internal commun.<br />
CSR and Sponsoring<br />
Labour market comms.<br />
Business Comms.<br />
Communications Roadmap<br />
January February March<br />
CSR Campaign<br />
Marketing roadmap<br />
Annual figures<br />
Employer branding campaign<br />
Conference<br />
‘Living the<br />
Brand’<br />
Sust. Report<br />
Marketing roadmap Marketing roadmap
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