Ipsos Corporate Reputation

Communicating with Millennials – Attitudes and beliefs within the ‘echo-chamber’

Millennials can be challenging to communicate with, but corporate comunicators often do not think in terms of age, but rather attitudes and behaviours.
The most worrying phenomenon concerns ‘echo-chambers’
Millennials trust companies and engage with those that are transparent, responsible and have something to say. However, true loyalty is hard to achieve.

In recent years Millennials have become a group of great interest, coveted because of their spending power and influence, yet seemingly misunderstood and misrepresented.

The recent Ipsos MORI report ‘Millennial Myths and Realities’ observes that ‘unfortunately, many of the claims made about Millennial characteristics are simplified, misinterpreted or just plain wrong, which can mean real differences get lost’. Responding to this, we asked Reputation Council members what, if anything, makes Millennials different and how to communicate with them effectively.

It’s not all about age

For many companies, communicating with Millennials represents a complex, but not necessarily overriding core challenge. That’s because the objective of generating true engagement is based on audience segmentations derived from a range of attitudes and beliefs, rather than age cohort.

"WE DID ALL SORTS OF FANCY STUFF ONLINE TO TARGET THE SUPPORTERS OF A PROMINENT NGO AND IT IS NOT A DEMOGRAPHIC THING ACTUALLY. IT IS ATTITUDES, INTERESTS… I THINK FROM A CORPORATE REPUTATION STANDPOINT THE ISSUES ARE NOT DEMOGRAPHIC ISSUES."

In discussing the topic of communications based on age, Council members make a distinction between ‘brand’ and ‘corporate’ communications.

The targeting of brand-oriented communication is determined by the specific markets at which it is aimed. Therefore, in an area such as financial services, the over-35s are of greater importance than Millennials. Furthermore, corporate communications have traditionally been oriented towards the over-35s, though some Council members note that on certain subjects, such as recruitment, it is increasingly necessary to target Millennials more specifically.

What emerges most clearly from the discussion regarding age targeting is that Council members do not have a standardised method, with tailored approaches being adopted based on the individual needs of the company and the objective of the communication.

MILLENNIALS DO NOT TIE THEMSELVES TO A BRAND, LIKE PEOPLE USED TO IN THE 1980S
Breaking through the ‘echo-chamber’

Communicating with Millennials involves building a targeted experience that will grab their attention right from the start. Council members note that you need to appear authentic, and to put into place systems of listening and dialogue that have very short reaction times.

This is not necessarily unique to Millennials (see our report that debunks the myth that Millennials are worse than goldfish), but the fierce competition to be noticed is real. Though social media is ideally suited to these needs, it also an environment where companies feel they have little control. Unlike traditional media, there is no established modus operandi and therefore established communication practices may not be fit for purpose.

"TODAY THERE IS AN ATTENTION DEFICIT. MILLENNIALS HAVE AN INCREDIBLY LOW ATTENTION SPAN, AND SO WE NEED TO CATCH IT. IT IS A FIGHT WITH EVERY OTHER PLAYER, AND NOT ONLY WITH PEERS. HOW DO YOU CATCH THAT ATTENTION? THAT IS THE QUESTION."

Further challenges are faced through the way in which Millennials acquire information, where the opinions of a single individual, expert, institution or company are often all placed on the same level. As our ‘Millennial Myths and Realities’ report highlights, Millennials are consummate triangulators of views, using numerous channels – but the increasingly filtered and tailored world they inhabit still provides a challenge. 

In addition, Council members note that there has been a fragmentation of channels and tendency for people to operate in a comfort zone where they engage only with those who share their opinions. This behaviour is compounded by algorithms on social media, giving rise to the dangerous phenomenon of echo-chambers. The credibility of the source is pre-determined and the pool of potential information becomes very closed, making it very difficult to communicate effectively. It is a problem that concerns everyone (including the over-35s, with traditional media engendering a similar effect), but it is particularly common among younger groups on social media.

"THE OTHER INTERESTING CHALLENGE IS THE PHENOMENON OF THE ECHO-CHAMBERS: PEOPLE NOW ARE USED TO ONLY SEEING WHAT THEY ARE INTERESTED IN, AND THE SOCIAL MEDIA AND SEARCH ENGINE ALGORITHMS ARE INCREASING THIS TREND. WE ARE ALL — NOT ONLY MILLENNIALS — MORE ‘CLOSED’, LOOKING ONLY TO OURSELVES."

To engage with Millennials, it is essential to make use of multimedia tools and ensure that a constant, evolved presence on social media is maintained. Our report on Millennial behaviour shows that while access to social media is not that different between age cohorts nowadays, the intensity of use is at a different level with younger groups. At the same time, dependability and empathy have to be pursued: it is necessary to communicate authentically and transparently, placing great focus on the relevant issues, whether you are communicating to potential customers or setting up a recruitment process.

"THEY HAVE GROWN UP WITH A VERY DIFFERENT MIND-SET; THEY ARE DIGITAL NATIVES AND TO SPEAK THEIR LANGUAGE IS TO DISCOVER ANOTHER LANGUAGE FOR US OLDIES, WHICH IS WHY IT IS VERY IMPORTANT TO HAVE MILLENNIALS IN YOUR TEAM."
Trust, not loyalty

Among the commonly held beliefs about Millennials, one that resonates most strongly within the context of corporate reputation is that they are less inclined to trust companies. Recent Ipsos MORI data serves to debunk this myth and, when it was presented to Reputation Council members, it was notable that companies from Anglo-Saxon markets found it more surprising than their counterparts in other markets.

 

At a time when traditional institutions are going through a crisis of trust, Millennials are searching for something they can rely on: they are sceptical, but full of hope, with a desire to talk and be listened to. Looking across our generational research, we see the Millennial engagement issue as more about relevance and efficacy than trust – that’s where companies should focus their efforts, rather than wringing their hands about a trust crisis that is beyond their control. Corporations can solve practical problems (unlike politics), and brands can help Millennials to define and identify themselves.

"AT PRESENT, COMPANIES ARE EVERYWHERE. THE BRANDS ARE LIFE TRENDSETTERS REGARDING NOT ONLY WHAT TO CONSUME, BUT WHO YOU ARE… BEFORE, PEOPLE WROTE ABOUT A POLITICAL PARTY, BUT NOW IT IS ABOUT A BRAND. SO, YOUR IDENTITY AND [ITS] FORMATION HAS NOWADAYS MORE TO DO WITH BRANDS AND WHAT THEY EXPRESS VERSUS POLITICAL PARTIES."

All of this goes hand-in-hand with the behaviour of successful corporations – a willingness to hold a dialogue, relational flexibility and the personalisation of engagement have all contributed to a climate of trust. This trust is also supported by the ease with which Millennials share their data and personal information with the companies of which they are customers.

The selection is made in advance; they identify the brands that they want to trust and the companies that interest them. However, Council members warn that this trust must not be confused with loyalty: Millennials do not tie themselves to a brand, like people used to in the 1980s. Instead, they love to have new experiences, moving safely between brands based on a careful review of existing information. In this way, trust becomes a precursor to consideration.

Final thoughts

Of the challenges discussed, it is echo-chambers which Council members find the most concerning. In an environment where technology increasingly encourages us to operate in tribes, it becomes ever more difficult for companies to have crossover appeal and become relevant outside of their core audience. Breaking this cycle in an echo-chamber, where you have little control over the communication flow, is a growing challenge.

Nevertheless, Millennials’ willingness to interact openly with corporations creates a number of opportunities for communicators. Companies that succeed in this environment operate transparently and achieve authenticity through all communications and behaviours being aligned with their core values. Should these conditions be met, then corporations and their brands can benefit by establishing the relationships of trust that Millennials are seeking.

Methodology: 127 interviews conducted with Reputation Council members between April and August 2017.

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The Reputation Council Report 2018: Full Report

Welcome to the latest briefing from the Ipsos Reputation Council.

This – our thirteenth sitting – has been the biggest and most international yet, involving 154 senior communicators from 20 countries.

As Paul Polman, CEO of Unilever, once said: “reputation has a habit of arriving on foot and departing on horseback”. In the past year, a welter of high-profile reputation scandals affecting businesses, their leaders and even whole industry sectors has, once again, focused our minds on the risks and rewards of this powerful but potentially volatile asset.

Some of these scandals have posed a genuine threat to companies’ continued survival or licence to operate. Others have fizzled out. In this edition, we examine how Reputation Council members distinguish between issues which might blow up into a genuine reputation crisis, and others that are just day-to-day turbulence. What indicators or early warning systems can communicators draw on, to help them build resilience?

The technology sector has been wrestling with some unprecedented reputation issues recently. Concerns around privacy, data leaks, advertising practices, AI and automation have come together to create the phenomenon of ‘techlash’. We talk to Council members about the implications for their own businesses and the lessons that communicators can learn from the way in which the technology sector is responding to techlash.

We’re also beginning to see greater scrutiny of the role that CEOs should play in external communications, against a backdrop of issues such as pay ratio reporting, gender inequality, shrinking CEO tenures and the ‘celebrity leader’. In this edition, we explore Council members’ playbook for CEO-led communications, and look at how the CCO can ensure that these communications build, rather than destroy, reputation value.

The opportunities and challenges that come with communicating in a global context is a theme we’ve examined in past editions. In this sitting, we ask Council members how they strike the right balance between global and local messaging and narratives, and how they keep a finger on the pulse of their reputation (or reputations) around the world.

Lastly, we’ve introduced some new, ‘quickfire’ sections, in which we analyse Council members’ views on a number of contentious, topical talking points, such as the death of CSR, the distraction posed by social media, the need to pick a side in a polarising society, and whether consumers will overlook poor corporate behaviour if the price is right

I hope you enjoy this edition of the Reputation Council report. Please do get in touch if you’d like to find out more about any of the issues covered or discuss how they might affect your own business.

Milorad Ajder
Global Service Line Leader
Corporate Reputation
milorad.ajder@ipsos.com

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Global Perspectives on Sector Reputations

Which industries are facing the greatest reputation challenges at the moment?

NORTH AMERICA

Media: 44%

Tech: 44%

Pharma: 31%

Despite lingering reputational issues still plaguing the financial services sector, the recent assault on media and tech means that these two industries are seen to be facing the greatest reputational challenges in North America. Each of these industries is named by 44% of Council members.

Beyond these two industries, pharmaceuticals now holds the third position in terms of reputational challenges at 31%. Cost and value continue to drive the conversation, and with the US government putting more of a spotlight on drug costs, these reputational challenges are likely to continue.

"[Media has] got a constant drumbeat of ‘fake news’, how do you overcome that?"
"These are self-inflicted wounds [in the tech industry] – companies are not thinking through the implications of their actions on their customers."
LATIN AMERICA

Construction: 50%

Energy: 41%

Mining: 34%

In Latin America, construction rises to the top as the industry facing the greatest reputational challenges this year (50%). A number of corruption charges have embroiled not only specific companies throughout the region but also politicians and civil servants.

Energy (41%) and mining (34%) round out the top three most challenged industries, predominantly due to environmental concerns and a perception that they bring limited benefits to the local markets.

"There is a public perception that mining pollutes, does not produce profits for the country, and is a group of companies that do not add local value but add value to those who extract the material and take it away."
EUROPE

Finance: 44%

Energy: 43%

Finance remains one of the industries facing the greatest reputational challenge in Europe (mentioned by 44% of Council members). In the words of one Council member, “this crisis has not been solved yet, given that the image reconstruction process appears to be very slow.”

Additional challenges for the financial services sector include cyber security concerns and emerging FinTech players challenging the traditional financial companies.

Energy also continues to face reputational challenges, cited by 43% of Council members in Europe. Issues continue to focus on environmental concerns, climate change, sustainability and consumer costs.

"When energy companies don’t immediately pass on price savings from a barrel of oil to a consumer or to a client, then the negative repercussions are there immediately."
ASIA PACIFIC

Finance: 88%

Energy: 71%

Media: 71%

Consistent with last year, the financial services industry continues to suffer reputational challenges in APAC, though mentions are higher this year at 88% (up from 73% in the last wave). Council members continue to cite the lingering effects of the financial crisis.

The energy sector is also mentioned more frequently than last year (71%), and while affordability and sustainability are still key reasons, government policy is now referenced far more frequently by Council members.

This year, media is also mentioned by 65% of Council members in APAC, with many attributing this to a changing media landscape as well as the resounding cry of ‘fake news’.

"The energy policy is a mess. Can’t separate from political environment."
"The Trump phenomenon and the constant hammering of ‘fake news’."

In full: how Reputation Council members around the world perceived each sector's reputation

Methodology: 154 interviews conducted with Reputation Council members between 25th June and 12th November 2018. Base: All Reputation Council members – Global (145), North America (16), Europe (80), Latin America (32), APAC (17).

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