C.

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 If we picture a company as a living organism, say a

tree, then half of the mass or more of that tree is underground in the root system. And whereas the flavour of the fruit and the colour of the leaves provides evidence of how healthy that tree is right now, understanding what is going on in the roots is a far more effective way to learn how healthy that tree will be in years to come
Leif Edvinsson and Michael S. Malone; Intellectual Capital

 Corporate What

image can be created, but corporate reputation must be earned exactly does reputation mean? perspectives and meaning, both in a business and cultural sense

Various

Phase I

Phase II

Phase III

Corporat e Identity

Corporat e Image

Reputatio n

 Logo

TM Name typeface Slogan or tagline Packaging and uniforms Colour and semiology Brochure and advertising Annual Report Websites Photography

Communications Quality of goods & services

Organisation Structure & Culture Financial Performance

Communities

Attitude & behaviour of employees

Corporate Image

Experience Corporate Social Responsibility

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Physical Environment

Quality of products and services Passion for brand Customer relationship marketing Strong corporate governance and compliance Integrated risk and issue management Crisis planning Corporate responsibility (CR) Strong brand values, experience and communications Organisational culture and structure Contract fulfilment Business presentation and conferences Customer facing staff
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Innovation Vision and leadership by CEO Investor relations and public affairs Intelligence gathering Developing media profile Adaptive and ability to reinvent Community relations CEOs reputation Core competencies Establishing networks and alliances Understand the market Develop brand experience: moments of truth

CEO leadership and senior management commitment

Communication audit

Frame your corporate communicational structure

Implementing programme and resources

Maintaining and evaluating

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 Vodafone

is the worlds largest mobile

telecommunications community, employing over 65,000 staff and over 130 million customers
Success

and reputation because of its brand:

brand driven

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Brand strategy key to its success

Operates

over 300 of its own stores Sells through independent retailers Extensive sponsorship Advertising - high profile-celebrity endorsement Extensive below the line promotion High profile involvement in CSR: award winning
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Extensive market research and focus groups Innovation Vodafone live!

Increased penetration of new data services

Sponsorship of: Ferrari and Formula 1

Manchester United
English cricket Epsom Derby
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Poor executive reshuffle Anti-Americanism: Mecca and Zam Zam Cola Problems in Belgium 1999 Faltering financial performance Crisis with Dasani drinking water UK 2004 Obesity issues Problems with NGOs in India

Trying to grow faster than the market

Deaths in Colombia
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Continuous brand equity building within communities Citizenship initiatives Work with Greenpeace on reducing carbon dioxide emissions Open acknowledgement of the obesity issue within the US Sustaining brand identity and Image Re-evaluation of strategic growth
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Corporations must be innovative, passionate, and adaptive Reputation must be viewed as a strategic weapon, emergent and monitored Stakeholders views must be measured and evaluated: what is stakeholder reputation? Reputation management should not stop at senior management and customer facing staff: all employees should be involved

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 Brands

are the glue of reputation Develop brand equity internally and externally Ensure your employees understand your intangible assets Be proactive with the media

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