HuTrust News & Research

Satisfaction not enough, more trust & better customer experience is key - Asia-Pac Banking+Finance feature article

noreply@blogger.com (Anonymous) — Thu, 13 Jun 2013 01:03:00 +0000

As a point of differentiation and as a source of competitive advantage trust and customer experience become more important than just satisfaction. - Asia-Pacific Banking & Finance feature article.

The 2012 Australian Bank HuTrust® research study conducted by mext Consulting has been featured together with Capgemini's research in the print version of Asia Pacific Banking & Finance Magazine. The headline article looks at satisfaction not being enough, that trust and customer experience are far more important for customer loyalty and sustained business. For this article Mext MD and HuTrust® developer, Stefan Gräfe, was extensively interviewed on customer trust.

Click here to see the AB+F article or visit mextconsulting.com.

About Stefan Grafe:After an international career as head of creative and strategy for the BBDO and Bates marketing networks in Europe, Asia and Australia, Stefan founded mext as a management consultancy to help clients achieve substantial growth by better connecting with their customers.

Value Trust in your Value Chain to succeed.

noreply@blogger.com (Anonymous) — Thu, 11 Apr 2013 00:26:00 +0000

Leaders in trust:

Interview with Ian Lincolne, former Managing Director, Fiji Water

We had the great opportunity to interview the MD involved in one of the biggest brand successes in recent years: Fiji Water. With its proposition of 'a taste of paradise' the brand went from nothing in 1996 to an extensive global distributer in 2009 by the time Ian left. The company was bought by one of Hollywood's richest couples in 2004.

Ian Lincolne, the former MD at Fiji Water, helped to drive Fiji Water’s success story with trust building at the forefront of strategy.

For Ian trust is central not only to employees and customers, but also to other stakeholders in the value chain including suppliers and people in the extended community. Lack of trust breeds contempt, employees are less likely to go the extra mile, and suppliers might not put you first. People that trust you are more forbearing, give you their discretionary effort, support you in difficult times and are proactively helpful and creative for you.

Ian explains that at all points of the journey trust from partners, suppliers, staff and government was critical. ‘It was an audacious undertaking to want to build a global water brand from scratch. After painstakingly getting the product and business plan right before launch, trust in our value chain had to be built with our future customers. Imagine coming in and saying 'we want you to buy our water from this obscure place with minimal marketing investment at higher cost than your current product and you will make a better margin while selling good volumes'.

‘David Gilmour, the founder, and the US based CEO Doug Carlson implicitly trusted the employees and led from the front in “always doing what we say we will do”. Passion, intellect and integrity were qualities we sought in employees and translated into building trust in our competence, relevance and vision. The intensely personal experience of dealing with Fiji Water was a point of difference in the industry and professional relationships flourished in an environment of trust.’

‘Clearly consumer trust was critical. We were convinced we had a strong proposition with “a taste of paradise” that was “an affordable luxury”. People often had no idea where Fiji was, but the allure of a South Pacific paradise was very strong. Trust was the glue that bound the business to its suppliers, employees, customers and consumers and was inherent in David’s mantra that “visibility invites trial and trial leads to advocacy”. You only move to product advocacy when the product and business is trusted.’

‘Support for relevant events, targeted sampling, product placement, supply to public figures and providing value across the supply chain led to greater distribution opportunities. The branding promised an aspirational experience and the product quality and consistency delivered on the promise. From there we continued to build the brand, underpinned by building and fostering the trust of all in the value chain.’

‘While trust has always been at the centre of my management style and we actively focused on building it into the entire supply chain, reading about HuTrust®, I understood clearly why many of our actions where so successful. But of equal value I could also see in hindsight why some things were not successful. It gave me a new perspective on the topic of trust and the existence of a pragmatic and proven methodology will help me in the future to use the framework of trust and be more effective at building it.’

Australia on the edge. New study shows every 2nd Australian has no trust in their local community.

noreply@blogger.com (Unknown) — Fri, 15 Mar 2013 00:30:00 +0000

A new survey by mext Consulting and Australia Online Research (AOR) with 1346 Australians looked at the strength of Australian communities at a grassroots level. The study confirmed the critical importance of community trust and used HuTrust®, a global tool to analyse trust to look into the drivers of trust.

“Considering the constant talk about community building we were surprised at the low levels of trust. Only 50% of respondents reported trust for their local community, 14% showed active distrust and only 15% highly trust their community.” says mext MD Stefan Grafe.

“The study shows that this lack of trust has a substantially negative impact on peoples’ attitudes and behaviours. Those who highly trust their community are 200% more likely to help their neighbours, report offences and volunteer in their community than the average. When it comes to keeping money in the local community high trusters have a 33% higher propensity to shop locally, are almost twice as likely to consider investing in property locally. When it comes to council decisions, 24% of high trusters generally support council compared to the average of 10%. Therefore there is an adverse effect on our community strength of having only every 2nd Australian trust and only 15 in 100 highly trust their communities.”

The HuTrust® analysis splits trust into its six facets:
· Trust in community stability
· Trust in good future development
· Trust in an appealing relationship
· Trust in deriving a benefit
· Trust in an appealing vision
· Trust in competence.

The study found that respondents scored all 6 facets well below the trust threshold of 7 - meaning on average residents don't trust for any of the facets. By far the worst facets of trust are trust in deriving a benefit and trust in an appealing vision - scoring precariously close to distrust at 5.6 and 5.8 respectively.

“It is clear from this that community focused organisations fail to connect with their constituency - and miss out on the benefits of high trust of their residents.” says Grafe. “The HuTrust® analysis shows that Australians don’t see a benefit from their community and certainly don't see that there is an appealing vision for their community - a result that is likely to have ramifications at every level of society and government.”

Analysing the trust drivers and inhibitors for communities and their local councils.

Download the free report here.

For more information contact Stefan Grafe

About Stefan Grafe:
After an international career as head of creative and strategy for the BBDO and Bates marketing networks in Europe, Asia and Australia Stefan founded mext as a management consultancy to help clients achieve substantial growth by better connecting with their customers.

2013 HuTrust® Community Study makes Headlines in Canada

noreply@blogger.com (Unknown) — Thu, 28 Feb 2013 01:53:00 +0000

Study conducted by HuTrust® partner in Canada gains big media interest with interviews on radio, publications in the national newspaper, and front page reporting by Vancouver Sun. This is a follow up study on the Community study 2011 which also gained plenty media interest.

This recent study in Canada by Concerto and Research Now investigates the amount of trust community members have in their politicians, police, community organisations and big brands like Google, Facebook and Blackberry. The methodology used to dimensionalise trust, and the factors for which politicians for instance are (not) trusted, is HuTrust®. HuTrust® is globally the only psychologically sound, statistically robust and practically proven research model of trust.

The data indicates that astonishingly the Canadian communities trust big brands like Apple and Microsoft more than they trust their politicians that are running their country.

For more information on this study and the press releases please see Concertomarketing blog and National Post

For more information on HuTrust® and how it can be used for research and analysis see HuTrust.com and contact Stefan Grafe

Using the most modern psychology we can help you better understand your consumer’s and customer’s needs and motivations and build trust with them. mext

Big four fare hardly better on customer trust than crisis ravaged German banks

noreply@blogger.com (Unknown) — Fri, 25 Jan 2013 00:40:00 +0000

Australian banks are only marginally more trusted than crisis battered German banks even though Australia has one of the stronger world economies with the recent mining boom and Asia Pacific connections compared to Germany being struck by the Euro crises.

Australian Big Banks vs German Big Banks

Recent study, using a methodology to dimensionalise trust, uncovers what the bank’s trust is (not) made of. The methodology, HuTrust®, is globally the only psychologically sound, statistically robust and practically proven understanding of trust.
HuTrust® analyses what the Big 4 banks in Australia and the big banks in Germany are trusted for – and not. Developed by mext Managing Director Stefan Grafe with a German psychologist and psychology professor W. Salber, HuTrust® has successfully been applied with organisations like Qatar Airways, KPN Europe, Origin, Telstra and the Singaporean Government.

In the recently released 2012 study mext focused on the major banks with 657 respondents. This follows the initial study with AOR at the end of 2010 with 1,200 respondents and is compared with a similar study of German banks from 2011 conducted by international Research HuTrust® partner Psyma.

CBA, Westpac, nab and ANZ continue to have very similar customer trust, NPS and satisfaction levels. All just make the trust threshold. Nothing new there. It is interesting though; that German banks in the middle of the crisis (Sept 2011) didn’t score much lower.
Indeed, locally focused banks scored far higher than the national brands. We saw similar findings here in the last study with Bendigo Bank ranking far higher than the Big 4. This has now normalised.

The Big 4 didn’t suffer a lot here because of the relatively lower impact of the GFC and government guarantees. Still, in Germany big commercial banks such as Deutsche Bank, have only fallen just under the trust threshold at 6.7.
For more information download report here.

Stefan Grafe is an author, trust expert and founder of mext consulting. Always seeking better and more innovative solutions for stakeholder engagement.

Audacious merger propels King & Wood Mallesons into top 20 legal brands globally.

noreply@blogger.com (Unknown) — Fri, 14 Dec 2012 01:50:00 +0000

The newly merged King & Wood Mallesons brand now ranks No. 16 in the Acritas Sharplegal Global Legal Brand rankings.

To offer their clients the best possible service, King & Wood Mallesons put a strong focus on their client’s needs. This seems to pay off through the only sino-western merger and a strong brand focus.

mext supported King & Wood Mallesons in developing the new brand and communications and worked with mr mumbles as the creative agency. The brand was developed with the help of mext’s cutting edge brand development tools based on the most modern psychology.

One of the tools, HuNeeds®, is able to map client & employee needs and help position the brand, its practices, people and offers. HuTrust® is globally the only robust approach to analysing, building and managing trust.

The initial launch of the merged brand led to accolades in the legal and marketing industry, with Wall Street Journal exclaiming: ‘London and New York beware. Here comes King & Wood Mallesons.’

King & Wood Mallesons was also the only professional services entry nominated finalist in the prestigious AMA New Brand Launch awards against the likes of BUPA. Apart from brand and marketing success, the launch led immediately to new business leads. Two weeks after launch of the merged brand the Asia Wall Street Paper reported that King & Wood Mallesons was already working on 40 new business cases and matters.

New study out now. Banks just make trust threshold, almost half don't trust their banks for Competence, over half don't trust the banks for their vision

noreply@blogger.com (mext) — Fri, 07 Dec 2012 06:48:00 +0000

New study shows Australian banks are barely trusted because of lack of trust in their vision and competence.

Banks globally are struggling with low customer trust. Now a new study, using a methodology to dimensionalise trust, uncovers what the bank’s trust is (not) made of. The methodology, HuTrust®, is globally the only psychologically sound, statistically robust and practically proven understanding of trust. HuTrust® analyses what the Big 4 banks in Australian are trusted for – and not. Developed by mext Managing Director Stefan Grafe with a German psychologist and psychology professor W. Salber, HuTrust® has successfully been applied with organisations like Qatar Airways, KPN Europe, Origin, Telstra and the Singaporean Government. HuTrust® examines the six drivers of trust – trust in stability, trust in future development, trust in an appealing relationship, trust in benefit, trust in the vision and trust in the competence. These six drivers of trust are statistically proven and also proven to determine the bank’s own performance indicators, satisfaction and the Net Promoter Score (NPS®).

The HuTrust® components are measured on a 0-10 scale, from ‘don’t trust at all’ to ‘trust very much’. In the trust scale scores from 0-4 mean to customers that they distrust. The 5 and 6 scores mean lack of trust and only as of 7 customers mean increasing levels of trust. The average of the 6 HuTrust® components has shown to be equal to the customers overall trust score.

The Big 4 Australian Banks score almost equal on all 6 trust components, a sign that they continue to be inadequately differentiated. The study with 657 customers shows that over half of customers do not trust their bank’s vision and almost half of their customers do not trust the big 4 for their competence. ‘Between 1 in 4 and 1 in 5 customers actively distrust their bank for its vision’, says mext Managing Director, Stefan Grafe, ‘this inhibits the banks ability to build more trust with their customers. Banks have to understand much better what their vision should be and communicate it.’

Overall brand trust in the big 4 just goes beyond the trust threshold of 7. But they surpass the trust threshold only on stability, development and benefit trust. Despite huge spending on ‘relationship building’, relationship trust for all 4 stays below the trust threshold – they are not trusted for offering an appealing relationship.

The findings of the second Bank HuTrust® Profile helps financial service organisations analyse and better build trust with their customers. Grafe says: ‘Trust is the key to the banks’ success. Trust drives their Net promoter score, satisfaction and their reputation. With the HuTrust® results they can understand where the trust deficits are and therefore do something about it. Trust is the most powerful driver of customer engagement. Trust is very valuable to customers – that’s why it is so valuable to organisations and their performance.

Using the most modern psychology we can help you better understand your consumer’s and customer’s needs and motivations and build trust with them. mext

Customer research: Bridging the trust gap between seller and buyer

noreply@blogger.com (Unknown) — Wed, 21 Nov 2012 04:06:00 +0000

Trust drives immediate sales effectiveness

New research conducted by mext in conjunction with Huthwaite – global leaders in sales training: “Improve your sales effectiveness and KPIs by bridging the trust gap between seller and buyer.”

Sales professionals agree that trust is the key to their sales success, and rightly so. Customers readily confirm it and the stats confirm it. A 20% increase in customer trust means a 400% improvement in buyer predisposition.

Yet many companies do not focus on their people’s capability to actively build trust. The reasons are varied and range from a lack of robust methodologies to the continued belief in wrong myth, or just plainly not knowing where to start.

With HuTrust mext and sales performance partners, Huthwaite, have shown that trust building can be learned quickly, to improve sales results immediately and renew confidence and passion of the sales teams.

Since the launch of the sales and service training application in 2012, mext and Huthwaite Australia have already trained over 1,500 sales and service professionals in the ability to actively build and manage trust with HuTrust.

Have a look at this summary presentation: “Improve your sales effectiveness and KPIs by bridging the trust gap between seller and buyer.”

Want to know more on HuTrust and how to apply this powerful trust building methodology to improve your sales and services, I, as a trust consultant and developer of HuTrust, am sharing my knowledge and how to in “More Trust. More Sales”. Available for purchase here and of Amazon as paperback, epub and pdf.

Also visit: mextconsulting.com & huthwaite.com

Using the most modern psychology we can help you better understand your consumer’s and customer’s needs and motivations and build trust with them. mext

Trust in Canadian Politicians: HuTrust study foresees Tremblay's leadership as unsustainable

noreply@blogger.com (Unknown) — Wed, 21 Nov 2012 01:53:00 +0000

HuTrust Politician Study showed very little trust in Tremblay's party, high level of distrust in Competence which made his tenure unsustainable; hence:
"Louise Harel, leader of the opposition Vision Montréal party, said the mayor had to go because he had lost Montrealers’ trust. The mayor’s protests that he had been betrayed were “pathetic,” she said."

See this article

http://www.theglobeandmail.com/news/national/montreal-mayor-grald-tremblay-resigns/article4952278/

Click here for the study on trust in politicians.

Using the most modern psychology we can help you better understand your consumer’s and customer’s needs and motivations and build trust with them. mext

New study - trust in banks: The top trust drivers & Australia vs Germany

noreply@blogger.com (Unknown) — Fri, 16 Nov 2012 05:26:00 +0000

2012 Australia Bank HuTrust Profile

This year’s study focuses on the top 4 banks with a sample of 657. We did the last one 18 months ago with over 1200 sample size. The interesting change that occurred is not in the levels of trust or even HuTrust Profiles, but in what drives trust with each of the banks. The drivers of trust have strongly shifted over the last 18 months due to economic and social changes rather than bank changes like advertising or products. We also checked the levels of trust in the banker/financial adviser versus the brand and found that the person is much less trusted than the organisation as a whole.
That is interesting considering the myth that the customer relationship lies with the banker.
Also, Psyma conducted a HuTrust Profile Pilot study in Germany last year. We have included one top level chart of German Banks as a comparison. Any questions? Want the full study? Want to know how you can use it with fin services?
Melissa.wraith@mextconsulting.com

Bank Trust Study

Using the most modern psychology we can help you better understand your consumer’s and customer’s needs and motivations and build trust with them. mext

Trust makes for great leaders. Bad trust advice makes for great failures.

noreply@blogger.com (Unknown) — Fri, 02 Nov 2012 05:31:00 +0000

Stephen Covey’s book on trust – 'The Speed of trust’ – is far better than most. However, the same can’t be said about the 13 behaviours the book says build that trust. Here they are:

1. Talk Straight
2. Demonstrate Respect
3. Create Transparency
4. Right Wrongs
5. Show Loyalty
6. Deliver Results
7. Get Better
8. Confront Reality
9. Clarify Expectation
10. Practice Accountability
11. Listen First
12. Keep Commitments
13. Extend Trust

Covey and we, at mext, believe that trust is the most powerful driver of performance. In our opinion that is, because the ability to trust is so immensely valuable to our audience – be they employees, customers, the public or corporate stakeholders.

But we differ very much in 2 key aspects:

1) Explaining what trust actually is

Only if we understand what trust is and how it forms in our minds, how it affects us physiologically, we can seriously develop recommendations that go beyond generic statements.

2) How to analyse and build trust
We are not saying that Covey’s behaviours don’t impact trust. But they don’t allow for meaningful analysis, nor do they support anyone in meaningfully and practically building trust.

A few examples:

1. Talk Straight

Talk what straight? Talking the wrong stuff straight is immensely damaging or falls on deaf trust ears. Talking the right stuff straight is immensely powerful to building trust.

3. Create Transparency

Be transparent with what? As practitioners we see this parroted over and over again – and leaders merrily creating distrust by being transparent with the wrong things in the wrong manner.

7. Get Better

Get better with what? Golf putting in the office?

12. Keep Commitments

If you commit that you will always deliver me the sweetest tasting apples, you can keep your commitment as much as you want. I will not trust you. In fact, I may distrust you, because I am much more interested in you paying your workers fairly and not using insecticides.

Building trust is not a random collection of behaviours. First and foremost, trust is about ‘what you can be trusted for’. Is what you can be trusted for appealing to me and how well can I trust you for these things?

To be able to build trust leaders need to be able to identify ‘what they need to be trusted for’. Many trusted leaders intuitively do this well within the context of what they have to achieve. The majority of us is not that great at it. We have to learn how to do this – even if we are already quite good at it. That’s exactly what HuTrust® helps doing. Scientifically correct and practically proven.

Only when we know what exactly we need to be trusted for, is it worth looking at how you can bring these qualities to life through the behaviours like the ones Covey describes. Only if you can consciously manage trust, you can, for lack of better words, operationalise trust building on an individual and organisational level.

Stefan Grafe is the Managing Director of mext, an internationally operating consultancy that specialises in performance improvement by building trust. He is the co-developer of HuTrust®, the only scientifically, statistically and practically proven approach to analysing and building trust and the author of ‘More trust. More sales.’, ‘More Trust. More Human Resources’ (out soon) and ‘Boost your work performance’.

HuTrust® is globally licensed to leading organisations like Sales Performance specialists, Huthwaite International, and Global market research company, Psyma.

Covey leadership article: http://www.leadershipnow.com/CoveyOnTrust.html

HuTrust draws in sales professionals in Singapore

noreply@blogger.com (Unknown) — Thu, 11 Oct 2012 02:19:00 +0000

In September 2012, Laurenz Koehler, HuTrust Partner in Singapore and Managing partner of Duxton Consulting, presented HuTrust to a crowd of sales professionals.
The presentation focused on the critical importance of trust in sales and how HuTrust, the only robust methodology to building and managing customer trust, leads to immediate steep increases in sales success.
Research done by HuTrust Partners mext and Huthwaite International was cited and provided rich examples of turnaround successes with HuTrust in Singapore and Australia.
The presentation content was picked up by the Singapore Straits (click here to read). HuTrust is available in South East Asia through Laurenz.koehler@duxtonconsulting.com or for Sales Training, Greg Moore at gmoore@huthwaite.com.sg

People power! How trust drives organisational performance.

noreply@blogger.com (Unknown) — Fri, 05 Oct 2012 02:39:00 +0000

Most executives know intuitively that trust is the strongest driver for staff engagement and organisational performance. Now HuTrust® partners, Who Group and mext, have published the 2012 Employee HuTrust® Profile.
The study with Australian white collar employees shows that employee trust is the root cause for employee engagement and the behaviours that make organisations so much more resourceful. For the first time this study provides a benchmark for the Australian market beyond a simple top level engagement or trust result.
It shows the strengths and weaknesses in the 6 drivers of trust (HuTrust® Facets) for organisations and managers - and which trust dimensions are most important to employees.

For more information and the Summary 2012 Employee HuTrust® Profile presentation:
http://www.hutrust.com/hr-people-engagement

For the full 2012 Employee HuTrust® Profile contact:
Australia
Who Group
Michael Dudley md@whogroup.com
+61 3 8636 4001

International
mext
Stefan Grafe, Managing Partner
stefan.grafe@mextconsulting.com
+61 3 9428 5417

Or see partner list.

HuTrust® spells success for King & Wood Mallesons

noreply@blogger.com (Anonymous) — Mon, 27 Aug 2012 05:19:00 +0000

Last night King & Wood Mallesons brand were nominated as a finalist in the Australian Marketing Institute’s prestigious ‘best new brand launch’ category. HuTrust® was used as the centre piece in the brand development of the merged brands of the largest Australian legal firm and China’s leading King & Wood. The audacious merger created a world first in legal services and one of the world’s largest legal firms.

The team at King & Wood Mallesons developed the brand with HuTrust® specialists, mext.

HuTrust® was used to analyse what clients want to trust the firm for and what the firm wanted to be trusted for. Based on this, HuTrust® served as the framework to define the brand’s facets. King & Wood Mallesons’ HuTrust® Facets were then translated into action throughout the organisation, including internal engagement plans, client engagement and communications. The ground breaking design and advertising was created by mext partner, mr mumbles.

At the time of the launch Stuart Fuller, Global Managing Partner, King and Wood Mallesons commented:

“We want to build great things with our clients and our people, enhancing the reputation that both firms have already built over many years and take it to the next level. In a legal landscape of ongoing rationalisation and expansion, King & Wood Mallesons has recognised that the battle for brand is the next frontier. With this campaign, we are taking the first step in standing above our competitors.”

For more information, please visit:

King & Wood Mallesons: www.kwm.com

Mext: www.mextconsulting.com

Mr mumbles: www.mrmumbles.com

What drives bank trust? Update on slideshare now.

noreply@blogger.com (Anonymous) — Wed, 11 Jul 2012 05:23:00 +0000

First, why would you care? We all know that the banks are not trusted, right? All 4 major banks are, on average, not trusted or just sit on the trust threshold. In business banking none even comes close to an average trust rating.

Trust is the link between customer behaviour and company performance.

If banks could shift their average trust rating by just 5-10%, they would double positive predisposition. A shift of 20% would increase positive predisposition by 400%. On the company performance side, trust, satisfaction and propensity to recommend (NPS) always measure the same and the causality is obvious. So, if you can precisely build trust, you drive business results.

Looking at the facets of trust with HuTrust®, all major banks have a similar HuTrust® Profile. There is no differentiation (we all know that). Banks are trusted for their stability and they are trusted for being there in the future. Our qual research repeatedly showed that this is partly perceived to be a result of tight regulation –‘being kept on the leash by the government’. Considering that all banks say they are heavily investing into relationship building, they appear to miss the point and don’t understand what relationship customers actually want to trust them for.

On trust in a vision or purpose, none gets even close to the trust threshold. Vision is a curious one. Constituting one sixth of trust, it is totally overlooked as a driver of trust and customer engagement. Aside from knowing your strengths and weaknesses, which of the HuTrust® facets actually drive trust the most and provide the biggest opportunity? What facets should banks invest into to increase trust – and thereby their KPIs and positive customer behaviour?

In NAB’s case vision trust is not only the worst performing trust facet, it is also the most important one to drive trust and engagement. For NAB it is also the one facet through which it could differentiate substantially and provide more meaning to 'breaking up' than minuscule rates and fees differences.

Conversely, for Westpac it is competence trust. Interestingly, neither bank really appears to invest into either of these. Maybe that is the reason why none of the banks make any significant shifts in their satisfaction and NPS scores?

BTW - HuTrust facets account for 63-80% of trust variation & 52-88% of variation in propensity to recommend (NPS).

View more presentations from mext Consulting

HuTrust® proves itself in politics

noreply@blogger.com (Anonymous) — Thu, 05 Jul 2012 01:13:00 +0000

Every politician would agree that it is all about trust.

This study, with 1500 respondents, employed our HuTrust® IP to also analyse trust in Canadian politicians. Apart from the interesting results for the Premier of British Columbia and the Mayor of Vancouver, the 6 drivers of trust in the HuTrust® methodology were statistically proven to fully explain trust. We were able to analyse the HuTrust® Profiles and the politician’s specific drivers to understand what they would have to do to build more trust.

Analysing Trust in Politicians

View more presentations from mext Consulting

King & Wood Mallesons brand launch effect

noreply@blogger.com (Anonymous) — Tue, 12 Jun 2012 06:24:00 +0000

The launch of the merged King & Wood Mallesons brand as one of the world’s top legal firms created a lot of activity.

The press exposure following the brand and advertising launch created a strong, free exposure for the brand and was very well received. The coverage is remarkable considering that at the same time Blake Dawson, a key competitor, rebranded to Ashurst, another global leading law firm. The contrast between the two launches was rather stark, with the industry commenting on the weak positioning of Ashurst compared to King & Wood Mallesons.

The launch generated a buzz and highly positive client feedback and led to a flurry of new business opportunities locally and internationally – with Asian publications saying over 40 leads had been generated within a month.

Crucially, the internal launch was well accepted. Staff globally participated in an activity of writing messages to each other on T-Shirts, photographing them and posting them internally. A partner provided the feedback that the launch had taken the firm in one step from one of the most boring brands to the most cutting edge and innovative brand in the market.

Some of our clients remarked that it would have been difficult ‘to get the client to go there’. However, the credit lies with the King & Wood Mallesons team including the Managing Partners, BD, Comms and People teams. King & Wood Mallesons did not need to be pushed. We merely helped them get to where they wanted to be. A big thanks to King & Wood Mallesons for allowing us to be part of their journey.

Leading global sales training firm licenses HuTrust®

noreply@blogger.com (Anonymous) — Fri, 25 May 2012 05:52:00 +0000

Huthwaite International, one of the world’s leading Sales Performance Consultancies, has licensed HuTrust® globally for use in their Sales Training Program. After successfully working with licensees in Asia, North America and Europe in Marketing and Brand Development, the agreement with Huthwaite is another major step in establishing HuTrust® as a leading approach to drive organisational performance. HuTrust® has been extensively used by leading organisations globally in marketing, brand development, employee engagement and helped improve performance by over 30% without additional investment. Over the last 2 years, sales and business development consulting and training with HuTrust® has proved itself to be very effective and sought after. Working with Huthwaite, the HuTrust® Sales Training Process was further refined and will now be available to Huthwaite’s clients.

noreply@blogger.com (Unknown) — Thu, 19 Apr 2012 07:52:00 +0000

March 2012
Brand Trust is central to new global legal brand.
Mext develops the King & Wood Mallesons brand using HuTrust
* Click here to visit mext consulting’s news update on the King & Wood Mallesons’ advertising campaign.

Black on Black: The Community Trust Report

noreply@blogger.com (Unknown) — Thu, 19 Apr 2012 07:43:00 +0000

Black on Black: The Community Trust Report:

December 2011
The state of community Trust (Canada)
This study looks at the positive effect of trust in our community services. Then looks into the state of trust in some of our key services such as the police.
* Click here to visit Concerto’s blog with all the publicity links
* Click here to see the slideshare presentation

noreply@blogger.com (Unknown) — Mon, 16 Apr 2012 08:12:00 +0000

August 2011
Brand Trust in Australian banks
How well are banks trusted, why and why not. A comprehensive study with over 2000 personal and business banking customers .
* Click here to download the full-report of our 2011 Trust in Australian Banking study.
* Click here to view the summary slideshow of our 2011 Trust in Australian Banking study.