1、每日免费获取报告1、每日微信群内分享7+最新重磅报告；2、每日分享当日华尔街日报、金融时报；3、每周分享经济学人4、行研报告均为公开版，权利归原作者所有，起点财经仅分发做内部学习。扫一扫二维码关注公号回复：研究报告加入“起点财经”微信群。Increasingly,CEOs are speaking out publicly and taking stands on controversial issues.CEOs now have a track record of speakingup about social,political and environmental issues,such
2、 as climate change,gender pay equity,same-sex marriage,immigration,gun control and discrimination.After tracking the American publics perspectives on CEO activism since 2016,we decided to sample communications and marketing executives in the US,UK and China to understand how companies perceive their
3、 own CEOs activism and what companies are doing to prepare to respond to hot-button societal issues.CEO Activism:Inside Comms&Marketing is the third report issued in the 2018 annual CEO activism poll conducted by Weber Shandwick in partnership with KRC Research.CEO Activism in 2018:The Purposeful CE
4、O focused on American consumer opinions about CEO activism,and CEO Activism in 2018:The Tech Effect focused on the perspectives of technology professionals in seven global markets.2IntroductionAs expectations grow for business leaders to speak out on political and social issues,companies must antici
5、pate which issues affect their businesses and challenge their values,and be prepared to address them.Our latest study among those responsible for corporate communications and marketing provides an inside look at how companies are faring in an era where CEO activism is quickly becoming the new norm a
6、nd earning competitive reputational advantage.Andy Polansky,CEO Weber Shandwick3What we didWeber Shandwick partnered with KRC Research in May 2018 to conduct an online survey of 500 communications and marketing professionals in the US(n=300),UK(n=100)and China(n=100).These executives work in a varie
7、ty of industries and titles range from manager to chief communications officer and chief marketing officer.The survey describes CEO activism to respondents as follows:“In the past year or so,some chief executive officers(CEOs,or top leaders of companies)have spoken out publicly and taken a stand on
8、controversial issues.For example,CEOs have spoken up about social,political and environmental issues such as climate change,income fairness,same-sex marriage,immigration,gun control and discrimination.”In many cases,Chinese respondents rated statements more highly than those in the US and UK.Accordi
9、ng to our colleagues in China,Chinese respondents likely responded honestly to the survey,but with the ideal CEO in mind,not what they experience in reality.Their perspective may reflect what they want their companies and CEOs to be doing with respect to CEO activism.US300UK100China10045What we lear
10、ned5Companies are dedicating more time to CEO activism.618%20%25%2%30%34%40%6%35%33%27%50%18%13%8%42%A lotA littleNoneNot sure53%35%92%More than half of communications and marketing executives(53%)report their companies spend time discussing whether their CEO should speak out on hotly debated curren
11、t issues.Time company has spent discussing whether CEO should speak out on hotly debated current issues(%Communications/Marketing Executives)46%Total718%24%29%4%23%19%34%24%59%57%37%72%59%of those whose companies spend any time discussing CEO activism report an increase in dedicated time over the pa
12、st few years.Total8Change in time spent discussing whether CEO should speak out(%Communications/Marketing Executives whose company has spent any time discussing whether CEO should speak out)More than beforeAbout the same as beforeLess than before4%4%8%1%4%6%5%51%51%65%38%41%39%21%61%Four in 10 commu
13、nications and marketing executives(41%)say their CEO is better prepared to respond to issues compared to one year ago.9TotalCEO preparedness compared to year or so ago(%Communications/Marketing Executives who know whether CEO is prepared)SameWorseNot sureBetter17%22%16%9%8%16%5%9%10%10%4%40%33%39%59
14、%26%26%19%32%Very preparedSomewhat preparedNot too preparedNot at all preparedNot sure26%of communications and marketing executives say their CEO is“very prepared”to respond to issues.Another 40%report their CEO is somewhat prepared.How prepared CEO is to respond to hotly debated current issues(%Com
15、munications/Marketing Executives)Total10Communications and marketing executives are favourable of their own CEOs speaking out on issues.Favourability rises with experience with CEO activism.1113%15%18%2%49%49%56%41%38%36%26%57%YesNoNot sureNearly four in 10 communications and marketing executives(38
16、%)say their own CEO is an activist.TotalOwn CEO or other leader has spoken out on a hotly debated current issue(%Communications/Marketing Executives)125%6%4%14%15%19%6%20%23%21%9%62%56%56%85%62%of communications and marketing executives are favourable of their own CEO taking a public position on iss
17、ues.TotalFavourability of own CEO or leader taking a public position on a hotly debated issue(%Communications/Marketing Executives)13Less favourableIt would not make a differenceDont knowMore favourable2%3%4%9%8%15%7%11%14%8%5%78%75%73%88%TotalFavourability of own CEO or leader taking a public posit
18、ion on a hotly debated issue(%Communications/Marketing Executives whose CEO has spoken out)Favourability is even stronger among those whose CEO has spoken out.78%of communications and marketing executives with an activist CEO are favourable.14Less favourableIt would not make a differenceDont knowMor
19、e favourableCEO activism can have a positive,long-term impact on corporate reputation.157%4%12%11%19%23%27%9%7%10%8%67%63%54%81%67%of communications and marketing executives whose CEO has spoken out say the activism had a positive impact on their company reputation.TotalImpact on company reputation
20、of CEO/other leader speaking out(%Communications/Marketing Executives whose CEO has spoken out)16Had a negative impactDid not have an impactNot sureHad a positive impact9%8%6%11%21%22%25%20%70%71%69%70%Long-termShort-termNot sure9%7%11%20%19%20%72%73%70%Long-termShort-termNot sure70%of communication
21、s and marketing executives whose CEO activism had a reputational impact,positive or negative,say the impact was long-term.*UK not shown due to small sample size17Length of impact of CEO or other leader speaking out on hotly debated current issues(%Communications/Marketing Executives whose CEOs activ
22、ism had a reputational impact)Length of impact of CEO or other leader speaking out on hotly debated current issues(%Communications/Marketing Executives whose CEOs activism had a POSITIVE reputational impact*)TotalTotal20%5%28%21%21%21%39%42%39%19%33%12%TotalOwn CEO has spoken outOwn CEO has not spok
23、en outAny advantage=80%Any advantage=95%Any advantage=72%The majority of communications and marketing executives(80%)perceive some advantage to company reputation if the CEO were to speak out.One in five(19%)perceive a big advantage.Advantage to companys reputation if CEO were to speak out on a hotl
24、y debated current issue(%Communications/Marketing Executives)18A moderate advantageA little advantageNo advantageA big advantage19Key differences exist across sectors1913%18%10%11%18%2%49%45%45%54%49%61%38%37%45%36%33%37%TotalFinancialservices/InsuranceTelecommunications/IT/TechnologyIndustrial/Manu
25、facturingHealthcare/Pharmaceutical/BiotechnologyGovernment/Public sector/SocialservicesCEOs are most vocal in the Telecommunications/IT/Tech Industry,with 45%of communications and marketing executives reporting their CEO has spoken out.Own CEO or other leader has spoken out on a hotly debated curren
26、t issue(%Communications/Marketing Executives)20YesNoNot sure18%20%24%18%16%13%30%24%25%36%37%35%35%39%36%38%33%39%18%17%15%9%14%13%TotalFinancial services/InsuranceTelecommunications/IT/TechnologyIndustrial/ManufacturingHealthcare/Pharmaceutical/BiotechnologyGovernment/Public sector/SocialservicesA
27、lotA littleNoneNot sure53%56%51%46%47%52%Communications and marketing executives in financial services and insurance are most likely to say their company spends time discussing whether the CEO should speak out(56%).Time company has spent discussing whether CEO should speak out on hotly debated curre
28、nt issues(%Communications/Marketing Executives)2117%14%18%16%18%9%18%21%15%20%18%33%40%44%34%43%49%41%26%21%33%21%14%17%TotalFinancialservices/InsuranceTelecommunications/IT/TechnologyIndustrial/ManufacturingHealthcare/Pharmaceutical/BiotechnologyGovernment/Public sector/SocialservicesVery preparedS
29、omewhat preparedNot preparedNot sureCommunications and marketing executives in Telecommunications/IT/Technology are most likely to report their CEO is very prepared to respond to issues(33%).How prepared CEO is to respond to hotly debated current issues(%Communications/Marketing Executives)2220%20%9
30、%27%20%30%21%15%27%29%27%22%39%45%39%30%43%33%19%20%25%14%10%15%TotalFinancialservices/InsuranceTelecommunications/IT/TechnologyIndustrial/ManufacturingHealthcare/Pharmaceutical/BiotechnologyGovernment/Public sector/SocialservicesA big advantageA moderate advantageA little advantageNo advantageCommu
31、nications and Marketing executives in Telecommunications/IT/Technology perceive the largest advantage of company reputation,with 25%reporting their company would have a big advantage if the CEO spoke out.Advantage to companys reputation of CEO were to speak out on a hotly debated current issue(%Comm
32、unications/Marketing Executives)23In communications and marketing executives own words“Get all the facts by doing research.There is nothing worse than an ill-informed person debating about something they know nothing about.”“They should keep up to date on current events and should be able to address
33、 anything that has to do with the company.”“Determine whether the issue has an impact on the operation of the company or the welfare of the companys employees.”“Organisations should already have plans in place of hot topics and have prepared statements/answers ready to go when/if the organisation is
34、 faced with an issue.”“Interact with HR and Community Relations to ensure the message is coherent and consistent with the companys values.”“Make sure they have their facts 100%right.”“Ensure they have all the facts and board approval.”“Understand and advise on the consequences of the proposed respon
35、se so that valid and informed input can be made.Ensure that research and advice to CEO is objective and not just what he or she wants to hear.”“Invest in research and media training.Back them up with the full story.”“They should help the CEO make sure those values are showing in their own organisati
36、on.Nothing worse than a CEO taking a position that theyre not willing to do in their own company.”“Encourage them to talk about the issues/hot topics.”“Actively collect opinions from employees on the current heated debates,speak on behalf of employees and the board of directors,and actively emphasis
37、e the value orientation of the company itself.”“Actively understand the background of hot issues,be prepared,and be prepared for some wording to prevent being taken out of context.”“Understand the legal provisions,understand the current government policies,and conduct public opinion surveys.”“At the
38、 grassroots level,ask the opinions of ordinary employees.”What organisations should do to prepare their CEOs to respond to issues.24A guide to CEO activism through a communications and marketing lensStart talking about activism internally,if you have not already.Vet now.Publicly responding to hot-bu
39、tton issues may not be the right decision for every company all the time,but its something that warrants discussion.Weigh the pros and cons of having a CEO speak out on a particular issue.With companies increasing the amount of time spent discussing this dynamic,other companies are at a competitive
40、disadvantage if they leave CEO activism off the table entirely.Recognise the reputational advantage.Communications and marketing executives acknowledge there are risks associated with CEO activism,but for the majority of those whose CEOs have taken a stance on an issue,the reputational advantages we
41、re strong.Be aware that perceived risk of activism declines among those whose CEO has spoken out and consider how your company might benefit from the CEO expressing a public opinion,particularly if aligned with the companys corporate values and principles.25Make sure the CEO and other top leaders kn
42、ow which issues they need to prepare for.Companies need to be prepared to respond to issues whether they preemptively decide to speak out or not.We have witnessed the media as well as consumer groups asking companies for the leaders stances on particular issues,and a“no comment”can be easily open fo
43、r misinterpretation from a companys point of view.Organisations should have a plan in place in the event stakeholders demand a perspective.Understand that the wide reach of CEO activism is not just limited to the US.While much of the public focus on CEO activism revolves around emerging issues in th
44、e US,companies around the world are faced with deciding whether their leaders should respond.Our research shows that there is increased planning and preparation in China and the UK,in addition to the US.Shape your response around employee expectations and company values.Companies need to be firmly t
45、apped into the pulse of employee sentiment on societal issues before they make a move that may not be in line with employee attitudes and expectations.Thank youAndy PolanskyChief Executive OfficerWeber SGail HeimannPresidentWeber SJack LeslieChairmanWeber SMicho SpringChair,Global Corporate Practice
46、 Weber SLydia LeePresident,China and Global Co-Head,TechnologyWeber SRachel FriendChief Executive Officer,UK&IrelandWeber SLeslie Gaines-RossChief Reputation StrategistWeber Shandwicklgaines-Mark RichardsSVP/Management SupervisorKRC RFor more information about CEO Activism:Inside Comms and Marketing,please contact:26起点财经，网罗天下报告S t a r t Y o u r F i n a n c e
