Top three global energy company
Challenge:
Understand why client is not getting more leverage from their environmental initiatives and related efforts to promote sustainable sources of new energy
Actions:
- Audited client’s global constituency management program
- Conducted “deep dive” assessments in four key market areas in the US, to dissect client’s current conduct vis à vis important stakeholders
- Mapped and profiled key constituents, identified gaps between client current actions and constituent’s expectations
- Developed a simple, easy-to-remember set of behavioral brand drivers to help guide employee interactions with constituents
- Prepared internal education and training guidelines for client’s global external affairs teams
Implications:
- Client’s current constituency management program was too complicated and difficult to implement, resulting in a loss of recognition for many good deeds
- In addition, different departments dealing with the brand and reputation were overlapping – causing confusion internally and externally
- Deep dive market assessments gave client new appreciation for the value of transparency and personal interactions as a preferred way to interact with constituents
Impact:
- The brand drivers were easier for external affairs practitioners to implement
- The drivers were incorporated into new constituency management program guidelines, processes and practices
