®

G

REPUTATION MANAGEMENT: A
Holistic Business Tool
p




 

 p 

|
 Œinancial
performance and capital

Customer
benefits

Tangible Business
assets processes

Intangible
assets

Human/Structural Stakeholder
capital engagement

Culture
Adapted from: Intangible Assets: J.
values Daum; Wiley, 1999 G
 REPUTATION:

Î åIf 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 comeƐ

Leif Edvinsson and Michael S. Malone; Intellectual Capital

 
REPUTATION: An overview

Î What does reputation mean to

you?
Î How much is your companyƍs
reputation worth?
Î Can you measure and manage your
reputation?
Î How much of your organisation is
made up of intangible assets?
]
REPUTATION: An Overview
Î What one mistake do businesses keep making?
3

3
 the wro que 

Î Issues facing business change little, but the

answers do
Î Ask not what I should be doing, but WHAT
NEEDS TO BE DONE: source P. Drucker
åWe must become the change we want to seeƐ
- Ghandi

 REPUTATION: An overview
Î Corporate image can be created, but
corporate reputation must be
earned
Î What exactly does reputation
mean?
Î Various perspectives and meaning,
both in a business and cultural
sense
§
 REPUTATION: An Overview
Î ½ a K 
C e Re  W  2004
Sey: Se
ey f
. 
 .
Î 93%  e exee beee    e  e
 e e     exee  
Î 9%  e exee beee   e   ee
 e CR ee    e  
Î Te     e e e  e e
    e 5 e    40%  e
exee beee     e e e 
      e  e   e bee
, ee 5 e   19%  e e.

 REPUTATION: An Overview

Î In 2001, the insurance firm

A o n po l l e d 2 0 0 0 t op U K ƍ s
private companies and showed
that åloss of reputationƐ was
viewed as the greatest risk,
followed by failure to changeƐ
www.aon.co.uk
×
 WHO IS AT RISK?

 



Î Offer life-saving or life threatening
products Ɗ £

 



Î Enjoy high, global brand awareness Ɗ


 
Î Are based on new technology 

 
Î Confront changing social mores Ɗ i









Î Produce significant spill-over effects Ɗ

  


‰
GLOBAL BUSINESS CONTEXT

Î Pluralism: over time markets are

inherently entropic
Î This leads to CREATIVE DESTRUCTION
Î Sustaining a competitive brand now
relies more on reputation than it did a
decade ago: reputation is one of the key
sustaining factors

|
 TRUST:
the engineering of consent
Trst s. Trst orthiness
1. Increased frad Ɗ re ard based
incenties
2. Loss of athority from key instittions
3. Media distortion and anti-campaigning
4. Gro th of rban decay and ant-social
behaior
5. Poor corporate goernance and corporate
behaior Ɗ The Precationary Principle
||
 CHANGE IN ATTITUDES
Î In the Industrial age, the marketing
model was driven by advertising
Î Œor knowledge-intensive products,
inherent value cannot be as easily
communicated in 5-10 sec commercial
Î Therefore, products and services rely
more on reputation Ɗ the key vehicle for
which is the BARND and its ability to
create value
|G
 CHANGING ATTITUDES
Î Corporate value can no longer be
determined by short-term profit and
sales
Î Long-term, sustainability is the key
Mobile phone industry is a classic
example
Î Old systems deemed employees as
cost factors, not as value creating
elements and stakeholders
| 
 CHANGING ATTITUDES
T    e e   e
e  e e Ɗ

ee
Tpe b e  u   b:
Î Economic
Î Social
Î Environmental

Dierentiate b beavior
|]
 REPUTATION ICE BERG
Î Union Carbide (USA ƊBhopal, India)
Î Enron (USA)
Î WorldCom (MCI) (USA)
Î Shell (UK)
Î Nike (USA)
Î Arthur Anderson (USA)
Î Parmalat (Italy)
Î Yukos (Russia)
|

 REPUTATION: An Overview
Re in i e  v e  

eer ribe 
 n b e n eir
erein n inerre in 
e i e   e  n
ni e ver ie
Jn D n Ɗ M n in Crr e Re in

|§
 REPUTATION: An Overview

Re in i e rini  e n

r wi  r
e en
e  wi n er inr ne
Prfe r Jn K 

Re in exi  be  e f

eri infr in
|
 REPUTATION: An Overview

Re in i eive er

reerrin   
eer

view  rr e re in

inin ieni n i e
Pre r G r D vie ƊM ne er B ine S

Re in = exeriene - exe in

|×
 IT ALL ABOUT ISSUE
MANAGEMENT
Good reputation management is based on
issue management
Î Issue identification
Î Issue Analysis
Î Issue Change Strategy Options
Î Issue Action Programme
Î Evaluation of Results
Monitoring Weblogs and user groups online
|‰
SOME åHOTƐ ISSUES
Î Obesity, salt and food labelling
Î GM technology
Î Mobile phone radiation
Î Stem cell and embryo technology
Î Nanotechnology
Î Biodiversity loss and pollution
Î Compliance, governance & CSR
Î Off-shoring
Î Innovation and value creation
Î IP theft & counterfeiting
Î Customer retention and equity
Î Development of an amateur media online

G
BRANDS AND REPUTATION

p
 p
 p


Corporat
Corporat
e
e Reputatio
Identity n
Image

G|
CORPORATE IDENTITY
Î —ogo ƊTM
Î Name Ɗ typeface
Î Slogan or tagline
Î Packaging and uniforms
Î Colour and semiology
Î Brochure and advertising
Î Annual Report
Î Websites
Î Photography GG
 IMAGE ŒORMATION
Ñ 


 Ñ 



 



 


 
 
  



Ñ








 



  


Ñ






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p


  


p 


 





 G 
 ROYA— DUTCH SHE——:
Image problems

Î Nigeria and the Ogoni People

Î Greenpeace and Brent Spar 1995
Î Profits before principles
Î Pollution and biodiversity loss
Î Reserves crisis 2004 Ɗ over estimate

G]
 ROYA— DUTCH SHE——:
corporate communications
Î Shellƍs Society Report
Î Shell Œoundation
Î Profits and Principles campaign
Î Environmental Reports
Î —ocal Reports and external assurance
Î Reporting GRI and UN Global Compact
Î Adaptation of International Œinancial
Reporting Standards: Dow Jones
Sustainability Index:
G

 ROYA— DUTCH SHE——:
Corporate Communications
Î Developed and pioneered scenario
planning for crisis management
Î Highly developed CSR and Branding
Î Corporate communications centralized
Î Significant alteration to organizational
structure
Î Strategy of stakeholder engagement
Î —isting on the Dow Jones Sustainability
Index
G§
 TE—ECOMS: Orange
- rags to riches
Cassic exae o cororate bran-biing sccess
Î 1994 equity worth little Ɗ by 2000, Market
Cap - $50 billion
Î Strategy Ɗ brand focused
Î Good use of corporate identity Ɗ name and
slogan: use of semiotics
Î 1996 IPO Ɗ youngest company ever to enter
ŒTSE-100
Î Integrated marketing communications
campaign: strong positioning against
competitors
G
 TE—ECOMS: Vodafone
Î Vodafone is the worldƍs largest mobile
telecommunications community,
employing over 65,000 staff and over
130 million customers

Î Success and reputation because of its

brand: brand driven
G×
TE—ECOMS: Vodafone
Brand strategy Ɗ key to its success
Î Operates over 300 of its own stores
Î Sells through independent retailers
Î Extensive sponsorship
Î Advertising - high profile-celebrity
endorsement
Î Extensive below the line promotion
Î High profile involvement in CSR: award
winning
G‰
 TE—ECOMS: Vodafone
Î Extensive market research and focus groups
Î Innovation Ɗ Vodafone live!
Î Increased penetration of new data services
Sponsorship of:
Î Œerrari and Œormula 1
Î Manchester United
Î English cricket
Î Epsom Derby

 
GUINNESS: A REPUTAB—E DRINK
Î G

 
Î  
  
 
Î 

  
Î 

   

Î  
 
Î 
 |

 
 ]‰
Î 


 


Î  
3  

 
Î  3
3
   
 


Î  




Î 3 

 

 
 



    

  
Î  

 



  


 



 |
GUINNESS: A Brilliant Brand
Î    
 


 
Î  
 
 
  
 
  

i


 

 
  
Î 
i


 
   
Î   
  




 



 

Î  
 i 
Î


  






 G
 INTANGIB—ES
Î The last two decades have witnessed
a revolution - transfer from
industrial capitalism to a new
knowledge-based economy
Î Industrial capital based mainly on
physical assets
Î New economy based on intangible
assets and value creation
  
 I N T A N G I B — E S
Market Capitalisation
Brand

Reputation

IP

Customers

Employees

Innovation

Organisational
structure
Book value ___________ $
* The above would also be affected by other variables including
macroeconomic factors, shareholder sentiment and market speculation  ]
 INTANGIB—ES

Î A companyƍs market value is driven

by its anticipated earning potential
Ɗ the net present value of its future
economic profit
Î Intangibles are systematically
underreported within existing
accounting practice
 

 INTANGIB—ES

Î The Brookings Institute found that in

1962 - 62% of an average
companyƍs value was represented by
physical or hard capital - by 1992
this had decreased to 38% and in
2000 was as low as 20%
Î The market to book value ratio
 §
INTE——ECTUA— CAPITA—
MARKET VA—UE

Market Value

Œinancial Intellectual
Capital Capital

Human Structural
Capital Capital

Customer Organisational
Capital Capital

 
 INTANGIB—ES

Wee  e   ee    

Î Human capital
Î Structural and organisational
capital
Î Customer or stakeholder capital
 ×
 INTANGIB—ES
Market to book ratio:
Dell Ɗ 1.5
Pfizer Ɗ 18.2
Î Capital is now not just financial Ɗ it
is anything that adds wealth and
value
Î Back in 1999, only 6.6% of Coca-
colaƍs market capitalization was
reported as book value
 ‰
 INTANGIB—ES

Brand capital NEW

ECONOMY
Sales åpushƐ focus Customer åpullƐ focus

Human capital
Production focus Customer focus

Working capital
High —ow

O—D ECONOMY (WIP, finished goods) (direct delivery

to customers)
Physical capital

]
 INTANGIB—ES
I n t a n g ib le a s s e t s T a n g ib le a s s e t s

1
8
Market 2
value

84
2
8

1982 1992 1999

Development of the value of intangible assets as a percentage of total market value of S & P
500 companies between 1982 and 1999. Ɗ Intangible Assets; J. Daum (1999); Wiley, p4

]|
 INTANGIB—ES
  
   







  





  
 
 

 

  


 





 
a


^
^
^  ^ 

Market value as a multiple of net book value: Taken ]G

from eCŒO, Wiley 2001, p95
 INTANGIB—ES
AND ACCOUTNING
Î Off the balance sheet
Î Problems with global accounting -
do not properly allow the inclusion
of internally generated assets,
except those obtained by acquisition
Î The issue of ågoodwillƐ
Î REPUTATION IS AN INTANGIB—E
ASSET IN ITS OWN RIGHT
] 
 REPUTATION AND METRICS

The ŒT Worldƍs Most Respected Companies

2004 Œinancial Times Ɗ November

  u Ñ 
Ñ 

 

  

   
 



  

]]
 REPUTATION INDEXES
o The Harris ± Fombrun Reputation Quotient (RQ)
www.thereputationinstitute.com
o Fortune Magazine ± Global Most Admired
Companies www.fortune.com
o Management Today ± Britain¶s Most Admired
Companies
o FTSE4 Good Index: www.ftse4good.com
o The Dow Jones Sustainability Index
o Financial Times ± World¶s Most Respected
Companies www.ft.com
]

 REPUTATION AND METRICS

Vital Attributes:
Î Corporate Governance

Î Shareholder value

Î Innovation

Î Corporate responsibility (CSR)

Î Role and leadership of CEO

Î Satisfied employees!

Value creation that is sustainable ]§

 DRIVERS OΠCHANGE
Î Increased specialisation Ɗ outsourcing
and disintermediation
Î Relationship marketing Ɗ one-to-one
customer relationship
Î Business is increasingly customer-led
rather than production driven
Î Alliances and partnerships
Î Vulnerability of brand equity
Î Decline in trust Ɗ especially institutional
]
 DRIVERS OΠREPUTATION
Î Œinancial performance and shareholder value
Î Corporate responsibility
Î Corporate governance: compliance and
regulation
Î Technology Ɗ Internet and wireless
Î Weblogs (blogs) over 5 m web journals
Î Investor engagement (SRI) and NGOs
Î Stakeholder convergence and managing
stakeholdersƍ expectations
Î Employee expectations
]×
Î Brand and operational risk
 DRIVERS OΠREPUTATION
Shareholders
Indicators
 Number of shareholder resolutions
 Results of shareholder satisfaction
Indicators survey
Customers
 Cash flow
 Satisfaction survey
 Earnings
 Customer complaints
 Costs  Third-party ratings and awards
 Capital expenditure Œinancial Employees
 Market growth performance  Employee turnover
 Employee profiles (ability, gender,
Sustainability race)
 Employee satisfaction
Society
 Boycotts, marches, incidents
 —icense to operate
 Direct action
 Media reports
Partners
 Quantity of partnerships accepted,
 


i£






£ i
  sanctioned or rejected on basis of
stewardship criteria
!"

£||
 G | ]‰
 Health and safety records of partners
 DRIVERS OΠREPUTATION
A more intrusive and sensational media Ɗ
media amplification
Î Need for transparency (disclosure) and
accountability
Î Companies as social institutions
Î Globalization and the rise of corporate
brands
Î Notion that ethics counts
Î Historical Ɗ Enron and WorldCom
Î Reputation as an asset in its own right - $
Î Victim culture Ɗ insurance claims


""3"3
Î Good corporate governance and
compliance are seen by many as
the primary force behind
reputation management
Î ŒSA in (UK)
Î Basel II
Î Sarbanes Oxley (USA)
Î Role of compliance officers

|
 REPUTATION: an enabler?
Î Gain control and anticipate events
Î Avoid long-term brand equity damage
Î Avoid boycotts or sale losses
Î Ensure compliance and shareholder value
Î Better stakeholder relations Ɗ NGOs
Î Better media relations and issue management
Î Understand your risk exposure and allow
easier entry into new markets and brand
extensions
Î Improved investor relations and profile

G
 REPUTATION: an enabler?
Î Better employee output, retention and
internal communications
Î Better understanding of issues
Î Preparation for crisis situation
Î Alignment of strategy with key
stakeholdersƍ expectations
Î Sustainable wealth and value creation
Î Development of alert systems and a
åradarƐ

 
 REPUTATION: an enabler?
Î Positive influence on regulators when
issuing licenses
Î —ocal authorities may take it into account
when considering planning applications
Î In the financial markets more likely to
raise capital
Î Reduce the cost of entry into new
markets, thereby securing a price
advantage

]
 MEDIA MANAGEMENT
Good and diligent management of the media is
central to reputation management: media profile
Î —earn which media are the most influential
within your target group
Î Supply the press with information that is
accurate and useful
Î Build relationship with journalists
Î —ook for triggers within issues Ɗ monitor
the media and other users groups
Î Use media intelligence agencies



 MEIDA INTE——IGENCE

Î Romeike: www.romeike.com
Î Metrica: www.metrica.com
Î Echo: www.echoResearch.com
Î Prnewswire:
www.prenewswire.com
Î Prweb: www.prweb.com

§
 PR AND REPUTATION
W    e
Î Public relations: a discipline in transition
Î Public affairs and lobbying
Î Corporate affairs
Î Corporate communications
Î Reputation management
Whatƍs the difference?


 PR AND REPUTATION

pR BRAND REp TATION

Desired image Vehicle of promise Delivery of promise

×
 CORPORATE
COMMUNICATIONS

Management Marketing
Communications Communications

Organisation
Communications
- Van Riel (1995)

‰
REPUTAION: An Overview

Organisational
Brand
Reputation
Reputation

Stakeholder
Reputational
Reputation åRadarƐ

§
 Relationship between
PR and Reputation
Î Public relations and reputation are
intricately linked:
Î PR Ɗ more specific issues: media
relations, public affairs, crisis
management, event management
and branding
Î Reputation management is more
holistic in its approach and involves
all employees.
§|
 Traditional PR
Î —ess strategic
Î Non-integrated
Î Œocus - short-term
Î Key people involved
Î Aims to give the best
possible image
Î Media relations
focused
Î Œocus on transactional
stakeholders
1980, 1990s, 2000
Reputational Management
Î Strategic in nature
Î Integrated
Î Holistic - long-term
Î Involves all employees
Î Aims to deliver an image and
brand promise
Î Uses all forms and
opportunities to communicate
policy and values
Î Greater emphasis on multiple
stakeholder relationships
2010
§G
 Assessing
Some Traditional PR stakeholdersƍ
functions opinions Stakeholder
Crisis
conflict
Management

Events &
CSR
Exhibitions

Change Media profile,

Management PR monitoring

Internal
Sponsorship
Communications

Corporate Corporate
Affairs Publications:
& —obbying Investor Annual reports
Relations
§ 
Some Key Tools Œor PR
Practitioners Photography
Viral Stunts

E-mail Press
Œeatures
Release

—aunch Hospitality
Events Events

Webcasting
PR Corporate
Structure

Websites
Interviews
& Portals

Case
Advertorials
Studies
Editorial
VNRs
Coverage

§]
 Direct
marketing
Advertising Packaging

Sponsorships Exhibitions
PR
ŒI—TER

Point of Word-of-
sale mouth

Internet/
Events
wireless

Integrated marketing communications §

 BRAND AND REPUTATION

What is the difference between

brand and reputation Ɗ are they
the same?

Brand = promise
Reputation = delivery on the promise

§§
 THE BUSINESS CASE
ŒOR REPUTATION?
Î —inks between reputation and financial
performance are not easy to generalize
about Ɗ evidence to-date unclear and
inconsistent
Î Question Ɗ how do you measure and
what?
Î Mathematical co-relations do not
necessarily demonstrate causality
Î The question is complicated and
multidimensional
§
 BUSINESS CASE
ŒOR REPUTATION
Î Does a good financial performance
develop a perception of a good
reputation?
Î Good links do exist between
corporate image and customer
satisfaction
Î Satisfied customers are not always
loyal
§×
 REPUTATION AND
ŒINANCIA— PERŒORMANCE
Î Risk and reputation are linked
Î Traditional methods of assessing risk:
Î Value at risk VaR Ɗ a measure of the
riskiness of a portfolio, based on
assessing the maximum amount that
would be lost 19 out of 20 days, given
typical levels in market prices
§‰
 BUSINESS CASE ŒOR
REPUTATION MANAGEMENT
½  ŒTSE 100  e e
e e e e?
Î Growth in earnings per share (EPS)

Î Total Shareholder Return (TSR)

Î Earnings before Interest and Tax (EBIT)

Î EBITA

Î Economic Value Added (EVA)

Î Return on Capital Employed (ROCE)

Î Net Operating Profit After Tax (NOPAT)


 BUSINESS CASE ŒOR
REPUTATION MANAGEMENT
½  ŒTSE 100  e
e e e e e?
Î Cash flow
Î Cost of capital management
Î Market share
Î Strategic targets
|
 BUSINESS CASE
ŒOR REPUTATION
Me  S ee V e
EVA = ( te f et - c t f c pt ) x c pt  empye
Ote y f me   ee  e ce:
Î Net Present Value (NPV)
Î Price/earnings ratio (P/E)
Î Capital asset pricing model (CAPM)
Î The Du Pont Equation
Î The Wealth Added Index (WAI)
www.sternstewart.co.uk
G
 REPUTATION AND CREDIBI—ITY
ŒOR ŒOREIGN ŒIRMS

Î IPO
Î —ondon Stock Exchange
Î Alternative investment market (AIM)
Î OŒEX
Share rice is no an indicator o
a coman
s Əretational caitalƐ
 
 ŒOREIGN ŒIRMS AND
REPUTATION DEVE—OPMENT
Î Develop investor relations and financial
communications
Î Produce detailed Annual Reports
Î Develop media profile
Î Work towards best practice and compliance with
corporate governance
Î Establish a strong and transparent working board
Î Integrate risk analysis in all areas of the business
Î Develop strong and clear corporate responsibility
polices
Î Appoint risk and reputation officers
]
INVESTOR RE—ATIONS
Î Educate key stakeholders: NGO
Î Help shape and modify legislation
Î Correct misconceptions
Î —obby on behalf of a trade body
Î —obby at the Diplomatic level
Î Highlight unfair or restrictive practice
Î Grassroots campaign development
Î Develop high profile media campaigns


 THE STAKEHO—DER
I M P E R A T I V E
Î Classic discussion based on whether a
company is solely responsible to just its
shareholders or a wider range of interests
Î Pure economic argument focuses on
optimising or maximising shareholder
return
Î BUT: modern business operates in a
volatile, hostel environment Ɗ a more
pluralistic approach is required
§
 STAKEHO—DERS

CONTRACTUA— COMMUNITY
Î Customers Î Consumers

Î Employees Î Regulators

Î Distributors Î Government

Î Suppliers Î —ocal

Î Shareholders
community
Î Media
Î —enders
Î NGOs
Î Alliances
Î Trade groups

 STRATEGIC APPROACH
TO REPUTATION
Since 1980s Three big ideas
1. TQM - Xerox and Motorola
2. Reengineering
3. Intellectual Capital (KM) Ɗ GE
It is not the strateg itsel
soeties just the a it is
executed.
×
 STRATEGY AND REPUTATION
Î An organisationƍs strategy describes how
it intents to create value for its
shareholders and stakeholders
Î What is the link between reputation and
intangibles?
Î Intangibles are hard for competitors to
imitate, therefore they are a source of
competitive advantage
Î Co-creation of value
‰
 STRATEGY AND REPUTATION

Î Intangibles e se do not diectly affect

financial efomance; instead they
wok moe indiectly via a comlex
chain of cause and effect
Î The imact of a new tangible asset
tends to be moe immediate
Î Intangibles need to be geneally
combined with othe assets Ɗ HR and IT
×
 BA—ANCED SCORECARD
Î Yaplanƍs and Nortonƍs Ɗ Balanced
Scorecard approach and strategic
maps
Œour perspectives:
Î Œinancial

Î Customer

Î Process

Î Developmental

×|
 CASE STUDY:
Coca-Cola: problems
Î Poor executive reshuffle
Î Anti-Americanism: Mecca and Zam Zam Cola
Î Problems in Belgium 1999
Î Œaltering financial performance
Î Crisis with åDasaniƐ drinking water UY 2004
Î Obesity issues
Î Problems with NGOs in India
Î Trying to grow faster than the market
Î Deaths in Colombia
×G
 Coca-Cola: Solutions
Î Continuous brand equity building within
communities
Î Citizenship initiatives
Î Work with Greenpeace on reducing carbon
dioxide emissions
Î Open acknowledgement of the obesity issue
within the US
Î Sustaining brand identity and Image
Î Re-evaluation of strategic growth

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

×

 HOW TO DEVE—OP
A REPUTATION
Î Clear strategies and resources
Î —earning from otherƍs mistakes
Î —istening to customersƍ opinions
Î Audit and assurance
Î Measuring and evalutation
Î IP protection
Î Stakeholder analysis, mapping and
engagement
Î Deliver on customer promise
Î Think global, act local
ק
 HOW TO DEVE—OP A
REPUTATIONOrganisational Structure
Î Who talks to who?
Î Œinal ågatekeeperƐ responsibilities
Î Question of internal communications
Î Vertical to global matrix to e-business
network structures
Î The Case of ABB Ɗ Asea Brown Boveri

×
A REPUTATION P—AN
CEO leadership and senior management commitment

Communication audit

Œrame your corporate communicational structure

Implementing programme and resources

Maintaining and evaluating

××
 HOW TO CONDUCT A
COMMUNICATION AUDIT



 

 

Î Internal Ɗ management survey - employee
survey
Î External Ɗ Stakeholders survey
Î Assessment
Î Gap analysis
Î Structural equation modelling
Î Sensitivity analysis
Î Competitor analysis
Î Strategic communication planning
Î Communication programme implementation
Î Evaluation, measuring and monitoring
׉
 CONC—USION
Î The early part of the 21st Century is the
era of reputation management and the
management of intangibles
Î The ruthless organisation cannot succeed
Î Companies must adopt pluralistic
approaches to managing risk and
reputation- must adopt a socio-economic
approach
Î Emphasis must go on pro-active
approaches, risk and issue management -
not just crisis management
‰
 CONC—USION
Î Reputation management must be
strategic in nature, but must
incorporate emergent properties
and reporting: involve everyone, not
just managers
Î Getting organisational structure
right and managing structural
capital is critical
‰|
 CONC—USION
Î Corporations must be innovative, passionate,
and adaptive
Î Reputation must be viewed as a strategic
weapon, emergent and monitored
Î Stakeholdersƍ views must be measured and
evaluated: what is stakeholder reputation?
Î Reputation management should not stop at
senior management and customer facing staff:
all employees should be involved

‰G
 CONC—USION
Î Brands are the glue of reputation
Î Develop brand equity internally
and externally
Î Ensure your employees understand
your intangible assets
Î Be proactive with the media

‰ 
 CONC—USION
Î Ensure your brand is not too easily
copied or imitable: differentiate by
behaviour
Î View CSR as a way forward, not a
defence mechanism
Î Develop first rate corporate governance
Î Ask the right questions, then integrate,
integrate, and integrate

‰]