Stakeholder research strategist Rob Kerr knows a thing or two about asking the right questions. As director of GlobeScan's Survey of Sustainability Experts, he rolls up his sleeves not once but twice each year to canvass the opinions of 3,000 sustainable development and corporate responsibility experts worldwide. In this exclusive interview we got a chance to turn the tables, asking Rob to divulge some secrets of the trade.

SLM: You've helped create stakeholder research surveys for major multinational corporations, including Philips, BHP Billiton, Chevron, and Dow. What are the key ingredients in a robust, effective sustainability questionnaire? What are some of the barriers to generating accurate, useful information?

Rob: The key ingredient is reaching the people who matter most to the client the people who have informed views and those who are influential in affecting reputation. A second important factor is a keen understanding of the issues that we bring to the research. If we don't have it in-house, we go and find it. The third ingredient is sound, innovative analytical techniques to reveal the messages in the data.

SLM: What are your corporate clients most interested in discovering about their customer base? Does this tend tend to vary by sector? By company size?

Rob: It is not always customers that our clients are most interested in, although often it is. Frequently, they are interested in the views of potential partners on major projects (e.g., oil fields, mines, city infrastructure). As far as customers go, our clients are most interested in customers' perceptions across a range of performance attributes, including quality, integrity, management, innovation capacity and employee treatment. There is a core set of attributes (eg some of those mentioned) that pertain to nearly all sectors; and there are performance areas that vary by sector. Size is not a big variable, but whether the client has operations in a number of countries or just one is a big factor in their interests.

SLM: Are clients frequently surprised by the results of your market research? If so, what are some typical "ah-hah" moments?

Rob: Yes. Clients are surprised and frustrated by the low level of trust in them held by the general public and most stakeholders. They are likewise surprised by the high regard in which NGOs are held. We often suggest that our clients engage the NGO sector better, for a variety of reasons. They are surprised to learn that there is no place to hide anymore. All of the bad news seems to get out. Clients are surprised that people act "illogically," at least in terms that business people understand. Clients are surprised to find out how much people in developing countries count on them to spur economic development. They are also amazed at how people can be so concerned about some things (eg climate change, local air quality), but then do very little about it.

SLM: As director of Globescan's twice-annual Survey of Sustainability Experts, you also have the opportunity to review the latest trends in sustainability. What's coming down the pike?

Rob: We tap into our experts to help our clients and ourselves predict the profiles of emerging issues. They picked biotechnology and corporate social responsibility a number of years ago. Then more recently they pointed to energy and climate change and here it is. What's next? Water is predicted to be a big issue in many areas. Also, there are now hints that nanotechnology will become an issue. Shortly, we will ask the experts about using agricultural resources for energy, thus displacing food production.

SLM: How might (or should) these trends affect companies' sustainability marketing and branding efforts?

Rob: Companies really have to do a better job asking, listening, and engaging their stakeholders. They have to measure and manage their reputations, not just in a PR sense, but with tangible strategies and initiatives that count. Successful companies have to inspire their stakeholders, especially their employees, with a vision beyond the bottom line.