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The Council chose these industries given the large number of companies measured in RQ and the equally large number of product brands associated with these companies that were measured in EQ.
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EQ Attributes
(Brand/Product Focused)
I See the brand everywhere I Overall brand quality I Fits how I see myself I Brand is exciting I Brand outperforms my expectations I Leader in its category I Bright future I Trust the brand to fulfill its promises
RQ Attributes
(Company Focused)
I Emotional Appeal I Takes advantage of opportunities
Purchase Consideration
I Record of profitability I Good investment I Innovation I Supports good causes I Rewards employees fairly I Environmentally responsible I Outperforms competition I High value products and services I Clear vision I Has good employees
Recommendation
I Strong growth potential I High quality products and services I Stands behind products and services I Excellent leadership I Good company to work for I Community responsibility
We also sought to identify the specific combination of brand and reputation attributes that most drove purchase consideration and recommendation in each industry. We analyzed the EQ and RQ datasets in three ways: First, we identified what attributes of brand and reputation most influenced consumers across industries to recommend products and consider them for purchase. Next, looking at specific industries, we identified attributes that influenced purchase consideration and recommendation more in absolute terms as compared with other industries. Finally, going industry by industry, we identified specific attributes that influenced consumer behavior in that industry more dramatically than they did among industries overall. Most modeling only incorporates one mode of analysis. By bringing these three analytic techniques together, we could discern how managers within each industry category might best encourage consumers to consider their products for purchase and recommend them to others (Figure 2).
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The Results
In each industry, we found that a unique and combined set of product brand and reputation attributes maximized both purchase consideration and recommendation. Positive brand equity and positive corporate reputation individually drove greater purchase consideration and recommendation, but combining the two produced even stronger effects. For B2B companies and their product brands, brand equity and corporate reputation played an equal role in driving purchase consideration and recommendation. For automotive companies and their brands, corporate reputation influenced consumer behavior slightly more than brand equity, having a greater effect on recommendation than on purchase consideration. In the food and beverage category, reputation mattered more than brand equity, impacting recommendation more strongly than purchase consideration. Lets take a closer look at how brand and reputation worked together in one industry, automotive. As the analysis showed, brand equity attributes such as fits with how I think of myself, brand has an excitement surrounding it, and trust the brand to fulfill its promises proved most important in generating purchase consideration when coupled with the reputational attributes like rewards employees fairly, offers high quality products and services, and offers products and services that are a good value for the money. Chief drivers of recommendation likewise spanned both brand and reputation, including brand attributes such as fits with how I think of myself and this brand has a bright future as well as reputational attributes like has excellent leadership and has good employees.
Positive brand equity and positive corporate reputation individually drove greater purchase consideration and recommendation, but combining the two produced even stronger effects.
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Different combinations of the specific brand and reputational attributes drove consumer behavior in the other two industries. Appendix 2 lists the most important brand and reputational drivers of purchase consideration and recommendation for the three industries. Appendix 3 shows the overall weight of brand vs. reputation on drivers.
Pay more attention to reputation in your day-to-day conduct. Senior leaders carry an especially great reputational burden these days, making awareness of communications strategy a much more important part of their jobs. Monitor the brands behavior, not merely its communications. Stewards of brand equity (i.e. marketers and their agency partners) can borrow a page from the corporate reputation playbook and watch carefully what brands actually do. In an environment defined by social media and transparency, with consumers purchasing from brands based on shared values, actions speak just as loud, if not louder, than words. Transparency of information and the proliferation of communications channels enable todays consumers to learn about matters that formerly would have been kept secret. Numerous case studies suggest that brand management alone can no longer move the needle for companies among consumers. At one famous global technology company, for instance, leadership and ethical issues have affected reputation, making the marketing job more difficult, no matter how many dollars are put into brand management. As our research suggests, CMOs who manage brands do indeed have their hands tied unless and until they can also put a strong corporate reputation in front of consumers. Mark Pritchard, Procter and Gambles global marketing and brand building officer, recently noted, Companies are judged on the basis of whether they are a good company or not, whether their values are in the right places are they doing it in a responsible way for the environment, for the community, do they treat their employees well. Part of the purchase decision is based on the quality of the company. Thats a big part of my job to enhance the image and the trustworthiness of our company, ensure people are not just familiar but feel favourable towards it.2
Summing Up
Brand and reputation building work best in harmony with one another a harmony all the more powerful, potentially, because it is largely invisible (even, as we have seen, to corporate leaders). But documenting and understanding this harmony is not enough. Clients and firms also have to do their part to cultivate and sustain it. A beautiful violin solo can move its audience, and so can a pianist striking all of the chords with a deft touch. When they share the same concert hall and are asked to play simultaneously, great things happen. But their notes, movements, and timing need to be integrated and synchronized. Likewise, marketers and communicators were once thought to play in different concert halls. Today, no matter the company brand architecture, companies need a corporate sheet music that allows for variation of intent, variation of stakeholder, and variation of circumstance, but that still yields a pitch perfect symphony that builds business value and positive public image. Lets work together to help companies weave together brand and reputation. By crossing traditional disciplinary boundaries, we can allow organizations to create a thing of beauty and elicit what all leaders want: the heartfelt applause of all stakeholders.
http://www.holmesreport.com/people-info/12484/The-PR-industry-needs-to-come-up-with-big-ideas.aspx
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Online
Who Rates the Most Visible Companies in the United States? The RQ Ratings phase takes place among the general public. As part of the ratings section, respondents are randomly assigned to rate two of the companies with which they are very or somewhat familiar. After the first company rating is completed, the respondent is given the option to rate the second company. Each interview lasts approximately 17 minutes. Outlined in the table below is the method of data collection for this phase, as well as the dates of interview, total number of interviews, number of companies measured, and average number of ratings per company.
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Appendix 2: Brand and Reputational Drivers of Purchase Consideration and Recommendation for the Auto, B2B, and Food and Beverage Industries
Reputation
Emotional appeal trust admiration and respect Rewards its employees fairly Offers high quality products and services Offers products and services that are a good value for the money
Reputation
Offers high quality products and services Has good employees Has excellent leadership Emotional appeal trust, admiration, respect Looks like a low risk investment
Auto
Offers high quality products and services Emotional appeal trust admiration and respect Recognizes and takes advantage of market opportunities Rewards its employees fairly Has excellent leadership Offers products and services that are a good value for the money
Fits with how I see myself This brand is a leader within its category Brand has an excitement surrounding it
Develops innovative products and services Recognizes and takes advantage of market opportunities Emotional appeal trust, respect, and admiration Looks like a low risk investment Looks like a good company to work for
B2B
Overall quality Trust the brand to fulfill its promises Brand is a leader within its category
Looks like a company with strong growth prospects Looks like a good company to work for Emotional appeal trust, respect, admiration Recognizes and takes advantage of market opportunities Outperforms the competition
Fits with how I see myself Overall quality Brand has an excitement surrounding it I see this brand everywhere I go
Develops innovative products and services Emotional appeal trust, respect, and admiration Looks like a company with strong growth prospects Looks like a good company to work for Recognizes and takes advantage of market opportunities
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B2B
Purchase Brand and reputation have equal impact Recommendation Reputation has greater influence
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