Il logo ENEA. Indagine sul valore

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(1)FABI OLA L.FALCONI ERI Ser v i z i oi nf or maz i oneedev ent i Uni t àRel az i onieComuni c az i one SedeLegal e,Roma. I LLOGO ENEA I ndagi nes ulval or e. RT/ 2018/ 2/ ENEA. AGENZI ANAZI ONALEPERLENUOVETECNOLOGI E, L ’ ENERGI AELO SVI LUPPO ECONOMI CO SOSTENI BI LE.

(2) FABIOLA L. FALCONIERI Servizio informazione ed eventi Unità Relazioni e Comunicazione Sede Legale, Roma. IL LOGO ENEA Indagine sul valore. RT/2018/2/ENEA. AGENZIA NAZIONALE PER LE NUOVE TECNOLOGIE, L’ENERGIA E LO SVILUPPO ECONOMICO SOSTENIBILE.

(3) I rapporti tecnici sono scaricabili in formato pdf dal sito web ENEA alla pagina www.enea.it I contenuti tecnico-scientifici dei rapporti tecnici dell’ENEA rispecchiano l’opinione degli autori e non necessariamente quella dell’Agenzia The technical and scientific contents of these reports express the opinion of the authors but not necessarily the opinion of ENEA..

(4) IL LOGO ENEA Indagine sul valore Fabiola L. Falconieri Riassunto Il rapporto illustra i risultati di un’indagine condotta per descrivere i valori associati dagli stakeholder dell’ENEA al logo che ne riproduce il nome. Secondo molta letteratura specialistica, anche i nomi/loghi di enti pubblici, indipendentemente dall’adozione di specifiche strategie di branding, hanno una funzione di brand, sono cioè portatori dei valori dell’organizzazione e della sua legittimità a svolgere il ruolo assegnato dal mandato governativo. In Italia, la letteratura sul branding della PA è stata poco sviluppata, per nulla nel settore degli enti pubblici di ricerca, nonostante un diffuso interesse per la comunicazione della scienza. Per alcune caratteristiche, prime fra tutte un logo dall’uso consolidato da oltre venticinque anni, l’ENEA si presta come caso di studio per una prima riflessione sulla tematica. L’indagine è stata condotta attraverso la somministrazione di un questionario sia a stakeholder esterni, sia interni (i dipendenti) in quanto, un brand tanto più è portatore di valori condivisi, più è funzionale alla vita dell’organizzazione. Per la costruzione del questionario si è ripresa la definizione di legittimità di Suchman e si sono individuate 5 dimensioni particolarmente rilevanti per un ente di ricerca: competence (riferita al personale); facilities (le strutture e i laboratori); networking (la capacità di fare rete); output (i risultati scientifici); field of action (i settori di competenza). L’indagine ha riscontrato la presenza di un sostanziale livello di fiducia accordato all’ente da parte degli stakeholder esterni ed una differenziazione negli atteggiamenti dei dipendenti correlati alla distanza geografica delle sedi di appartenenza rispetto a quella principale. Parole chiave: Logo ENEA, branding, comunicazione della scienza, analisi degli stakeholder, legittimità. Abstract The report illustrates the results of a survey on the values that ENEA's stakeholders associate to ENEA’s logo. According to many specialist literature, even when specific branding strategies have not been implemented, the names / logos of public bodies still have a brand function, that is, they bear the values of the organization and its legitimacy to play the role assigned by its government mandate. Branding literature concerning Italian Public Administration is scarce, and despite a widespread interest in science communication, there is none dedicated to public research. The story of ENEA and its logo, which has been used for more than twenty five years, make it stand out as a case study that could prove a starting point for further investigations. The survey was carried out among both external and internal stakeholders, since a brand optimal performance as a bearer of shared values means that it works within the organization, as well. The questionnaire was developed on Suchman’s definition of legitimacy and five dimensions were consequently identified as particularly relevant for a research organization: competence (the value associated to ENEA personnel); facilities (the value associated to ENEA laboratories and instrumentation); networking (the value associated to ENEA as being part of the research community); output (the value associated to the results of scientific research in ENEA); field of action (the value of ENEA within specific sectors of activities). The survey found that, as a whole, external stakeholders share a positive, trusting attitude towards ENEA while employees' attitudes are substantially differentiated according to the geographical distance from the upper management, operating at ENEA headquarters. Keywords: ENEA’s logo, branding, communication of science, stakeholders’ analysis, legitimacy..

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(6) INDICE. Introduzione. 7. Parte Prima – riferimenti teorici e ricognizione bibliografica. 9. 1. Dalla comunicazione della scienza alla comunicazione della ricerca 2. Brand e posizionamento: teorie e pratiche oltre il confine Parte seconda – Il logo ENEA 1. La storia dell’ENEA e del logo 2. Il logo ENEA e la brand equity Parte terza – L’idagine 1. Metodologia 2. Risultati e considerazioni 2.1 La dimensione “networking” 2.2 La dimensione “competence” 2.3 La dimensione “field of action” 2.4 La dimensione “output” 2.5 La dimensione “facilities”. 9 14 19 19 22 27 27 31 35 36 37 38 39. Conclusioni. 41. Appendici. 43. Appendice 1 - Le domande del questionario. 43. Appendice 2 - Tabelle dati statistici aggregati per dimensione. 47. Ringraziamenti. 57. Bibliografia. 59.

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(24) SDUDGRVVRVHGDXQODWRO¶LGHDOHGHOODFRPXQLWjFRVPRSROLWDEDVDWDVXOODFRQGLYLVLRQHGHOOHFRQRVFHQ]H WURYD QXRYL VHJXDFL FKH VL ULFRQRVFRQR QHOOD Berlin Declaration on Open Access to Knowledge in the Sciences and HumanitiesSURPRVVDQHOGDO0D[3ODQN,QVWLWXWHHVRWWRVFULWWDDOGDROWUH IUD HQWL LVWLWXWL H XQLYHUVLWj GL IDWWR LQWHUQHW H L QXRYL VRFLDO PHGLD GLYHQJRQR XOWHULRUL VWUXPHQWL D GLVSRVL]LRQH GHOO¶RUJDQL]]D]LRQH VFLHQWLILFD SHU SDUODUH DL VXRL VWDNHKROGHU ³« Our study showed that scientific institutions used the Web much more to promote themselves to professional and business audiences than to share information about their activities with diverse social groups´,QVRPPDROWUHD IDUVL LQWHUYLVWDUH GDO JLRUQDOLVWD VFLHQWLILFR LO ULFHUFDWRUH JHVWLVFH OH SXEEOLFKH UHOD]LRQL SDUWHFLSD DOOH DWWLYLWjGLOREE\LQJHFROODERUDDOODVWHVXUDGLSLDQLGLFRPXQLFD]LRQHQHFHVVDULSHUFDQGLGDUHLSURJHWWL GLULFHUFDDLEDQGLGHOVLVWHPDGLILQDQ]LDPHQWRGHOOD&RPPLVVLRQH(XURSHDSULPD3URJUDPPD4XDGUR HRJJL+RUL]RQHQRQORIDSULQFLSDOPHQWHSHULOEHQHGHOODVFLHQ]D “Socially responsible scientific organisations help cultivate public trust in science and technology; PR – if empowered by management – can play a vital role in articulating social responsibility and finding ways for an organisation to allay public mistrust in, and wariness of, science and scientists” . /HJJHQGR TXHVWHULJKHVLKDODVHQVD]LRQHFKHXQDSLFFRODULYROX]LRQHFRSHUQLFDQDDEELDPRGLILFDWRJOLRUL]]RQWL GHOOD ULIOHVVLRQH VXOOD FRPXQLFD]LRQH GHOOD VFLHQ]D OD ULFHUFD FLRq OD VFLHQ]D LQ D]LRQH GLVWLQWD GDOOD VFLHQ]D FRQVROLGDWD ULFKLHGH FKH O¶RUJDQL]]D]LRQH VFLHQWLILFD DEELD FRPH SULPR RELHWWLYR GHOOD FRPXQLFD]LRQHODSURPR]LRQHGHOOHSURSULHDWWLYLWjYHUVRLVXRLSXEEOLFLHLVXRLPHFHQDWLHODFUHD]LRQH GL XQ UDSSRUWR GL ILGXFLD FKH JDUDQWLVFD OD SURSULD VRSUDYYLYHQ]D OD VDOYDJXDUGLD GHOOD ILGXFLD GHOO¶RSLQLRQH SXEEOLFD QHOOD VFLHQ]D FRQVROLGDWD H XQLYHUVDOH q FRQVHTXHQ]LDOH H SURSULR FRPH SHU O¶LPSUHVDFKHDJLVFHVXOPHUFDWRFKHFRQVDSHYROPHQWHDOLPHQWDODILGXFLDGHLFRQVXPDWRULFRQODTXDOLWj GL SURGRWWL H SURFHVVL SURGXWWLYL PLUDWL DO EHQHVVHUH GHOOD VRFLHWj q XQD TXHVWLRQH GL UHVSRQVDELOLWj VRFLDOH . . FIU%7UHQFKInternet - Turning science communication inside-out"LQHandbook of public communication of science and technology HGLWHGE\

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(26) 0%XFFKL%7UHQFK5RXWOHGJH/RQGRQ,SDJHORVWXGLRHUDVWDWR FRQGRWWRLQ,UODQGDQHJOLDQQLFRQULVXOWDWLFRPSDUDELOLFRQTXHOOLGLLQGDJLQLVLPLOLUHDOL]]DWHLQ *HUPDQLDH3RORQLDQHOORVWHVVRSHULRGR 5(%RUFKHOW, Public relations in science: managing the trust portfolioLQHandbook of public communication of science and technology (HGLWHGE\

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(29) VRWWROLQHDQRFRPHLQUHDOWjVLWUDWWLGLXQRVWUXPHQWRFKHSHUHVVHUHXWLOL]]DWRLQWXWWHOHVXH SRWHQ]LDOLWjQHFHVVLWDGLXQDSSURFFLRROLVWLFRFKHFRLQYROJDQRQVRORLFOLHQWLGHOO¶D]LHQGDPDDQFKHL VXRLVWDNHKROGHUHVWHUQLHLQWHUQL³Forporate brands must tailor their profile to meet the expectations of multiple publics. The core value must be tailored for this global audience, which symbolically has to ‘buy’ the company, as a supplier, an employee or an investor´/¶DUWLFROR“The evolving brand logic: a service-dominant logic perspective´GL 0LFKDHO $ 0HU] <L +H 6WHSKHQ / 9DUJR

(30) IRUQLVFH XQ¶LQWHUHVVDQWHDQDOLVLVWRULFDGHOODOHWWHUDWXUDVXOEUDQGLQJ6HFRQGRJOLDXWRULVLqJUDGXDOPHQWHSDVVDWL GD XQµRULJLQDULD FRQFH]LRQH GHO EUDQG FRPH XQ DWWULEXWR GHL SURGRWWL GHOO¶LPSUHVD D TXHOOD del brand come risultato della collaborazione dell’impresa con i suoi stakeholder, un’attività di co-creazione di valore ³This shift in brand logic brings with it a new understanding of brand value, which we define in terms of the perceived use value determined collectively by all stakeholders´ /¶LPSRUWDQ]D ULFRQRVFLXWD DJOL VWDNHKROGHU LQWHUQL HG HVWHUQL DOO¶LPSUHVD FRPH FRFUHDWRUL GHO EUDQG YDOXH KD IDYRULWR O¶HVWHQVLRQH GHJOL VWXGL VXO EUDQGLQJ D VHWWRUL WUDGL]LRQDOPHQWH QRQ LQWHUHVVDWL DOOH WUDQVD]LRQLFRPPHUFLDOLHQHLTXDOLODORQJHYLWjGHOOHRUJDQL]]D]LRQLGLSHQGHSURSULRGDOUDSSRUWRFRQJOL VWDNHKROGHUFRPHLOYRORQWDULDWRO¶DVVRFLD]LRQLVPRODSXEEOLFDDPPLQLVWUD]LRQHLOQRSURILWLQJHQHUDOH (IIHWWLYDPHQWHLVHWWRULQRSURILWVRQRRJJHWWRGLULFHUFDGLPDUNHWLQJDOPHQRGDJOLDQQL¶GHOORVFRUVR VHFROR)UDTXHVWLLOVHWWRUHSXEEOLFRVRSUDWXWWRQHO1RUG(XURSDHQHJOL6WDWL8QLWLKDYLVWRGDJOLDQQL µ GHOOR VFRUVR VHFROR OD GLIIXVLRQH GL XQ PRGHOOR JHVWLRQDOH LVSLUDWR DL SULQFLSL PDQDJHULDOL H DOOH . 1-.DSIHUHUThe new strategic brand management.RJDQ3DJH/LPLWHG/RQGRQSDJ LGSDJ 0$0HU]<+H6/9DUJRThe evolving brand logic: a service-dominant logic perspectiveLQ-RXUQDORI WKH$FDGHP\RI0DUNHWLQJ6FLHQFHYROSDJJ± $LILQLGHOO¶DQDOLVLVWRULFDFRQGRWWDGDJOLDXWRULTXHVWDHYROX]LRQHSXzHVVHUHRUJDQL]]DWDLQIDVLFRQQHVVH DOO¶HYROX]LRQHGHJOLVWXGLGLPDUNHWLQJFKHULSRUWLDPRPROWRVLQWHWLFDPHQWH ±,QGLYLGXDO*RRGV)RFXV%UDQG(UDLOEUDQGFRPHVWUXPHQWRGLLGHQWLILFD]LRQHSHULOFRQVXPDWRUH PDUNHWLQJFRPHVWUXPHQWRSHUIDFLOLWDUHODWUDQVD]LRQHHFRQRPLFDO¶DFTXLVWRGHOSURGRWWR ±9DOXH)RFXV%UDQG(UDLOEUDQGFRPHYDORUHDJJLXQWRSHULOFRQVXPDWRUHPDUNHWLQJFRPH VWUXPHQWRSHUIDFLOLWDUHODWUDQVD]LRQHHFRQRPLFDO¶DFTXLVWRGHOSURGRWWRVHUYL]LR ±5HODWLRQVKLS)RFXV%UDQG(UDLOEUDQGFRPHYDORUHDJJLXQWRSHULOFRQVXPDWRUHPDUNHWLQJ FRPHVWUXPHQWRSHUIDFLOLWDUHODWUDQVD]LRQHHFRQRPLFDO¶DFTXLVWRGHOSURGRWWR±VHUYL]LR LQDYDQWL6WDNHKROGHU)RFXV%UDQG(UDLOEUDQGFRPHDWWLYLWjGLFRFUHD]LRQHGHOO¶LPSUHVDLQVLHPHDWXWWL LVXRLVWDNHKROGHUPDUNHWLQJFRPHVWUXPHQWRGLJHVWLRQHVWUDWHJLFDGHOODUHOD]LRQHWUDLPSUHVDHVWDNHKROGHULO SURGRWWRqXQYHLFRORSHUFRFUHDUHXQVHUYL]LR 0$0HU]<+H6/9DUJRSDJ . ϭϰ .

(31) WHFQLFKH GL PDUNHWLQJ GHOOH LPSUHVH FRPPHUFLDOL LO New Public Management ,O 130 LQGLYLGXD JOL LQWHUORFXWRUL GHOOD SXEEOLFD DPPLQLVWUD]LRQH H QH ULFRQRVFH O¶LPSRUWDQ]D FRPH SRUWDWRUL GL LQWHUHVVH VWDNHKROGHU PD OL JHVWLVFH WXWWL FRPH clienti del servizio pubblico VRVWLWXHQGR OD ORJLFD UHOD]LRQDOH ³DPPLQLVWUD]LRQHFLWWDGLQRDPPLQLVWUDWR´FRQ³DPPLQLVWUD]LRQHFLWWDGLQRFOLHQWH´4XHVWRDSSURFFLR KD LQGXEELDPHQWH SURPRVVR QHO WHPSR FDPELDPHQWL LPSRUWDQWL GL PRGHOOL JHVWLRQDOL H EXURFUDWLFL VXSHUDWLUHODWLYDPHQWHDLELVRJQLGHLFLWWDGLQL,Q,WDOLDDGHVHPSLRqSRVVLELOHULQYHQLUHSURSULRLQTXHJOL DQQL “... un più generale orientamento, nella produzione legislativa in tema di funzionamento della Pubblica Amministrazione, verso una maggiore attenzione ai temi dell’efficienza, dell’efficacia e alle esigenze dei cittadini´ ,Q ³From market to brand orientation in the public sector´ JOL DXWRUL *URPDUN H 0HOLQ

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