New Strategies For Reputation Management shows you how to take the initiative in strategically managing your business's reputation. Author Andrew Griffin shows that standard thinking on reputation management is often inadequate for today's information age, and reveals a host of new and robust techniques and methods to ensure your company's reputation can withstand the major crises and unforeseen events which may try to engulf it. Only 31% of people trust business leaders to tell the truth according to a survey conducted by the Institute of Business Ethics. A damaged reputation can have severe knock-on effects on the bottom line, and most corporates value their reputations accordingly. Covering both practical and strategic issues, New Strategies For Reputation Management will demonstrate how you can deal effectively with unexpected crises, and what strategies you should be implementing to build your company's good reputation at other times. With international case studies and hundreds of examples drawn from the author's extensive experience in the field, this book is an effective guide to the field which will enable you to manage your company's reputation for success.
Reputation Management is a how-to guide for students and professionals, as well as CEOs and other business leaders. It rests on the premise that reputation can be measured, monitored, and managed. Organized by corporate communication units including media relations, employee communication, government relations, and investor relations, the book provides a field-tested guide to corporate reputation problems such as leaked memos, unfair treatment by the press, and negative rumors, and focuses on practical solutions. Each chapter is fleshed out with the real-world experience of the authors and contributors, who come from a wide range of professional corporate communication backgrounds. Updates to the third edition include: Global content has been incorporated and expanded throughout the book, rather than being restricted to only one chapter. Opening vignettes, examples, and case studies have been updated in each chapter. Additional case studies and examples with an international focus have been added.
Reputation is the most complex asset of an organization. Despite the call for consistent management of corporate reputation comprehensive approaches to measure and steer a company' s reputation are still in their infancy. Reputation management aims at creating a balance between stakeholder demands, perceptions and corporate reality in order to foster behavior that helps a company achieve its business goals. It needs to be based on thorough research and requires orchestrated execution through management processes across organizational units, communication disciplines, and countries. This calls for a management system to establish a closed cycle of strategic planning, implementation, performance measurement, and reporting. The book gives answers to the following questions: What is reputation and which conceptualizations do exist? What are the state-of-the-art methods and tools to measure corporate reputation? What are best practice examples and future trends in the field of corporate reputation management?
Managing and understanding the value of an organization's reputation is essential in the digital age, where the slightest negative incident can go "viral" and quickly become a major PR containment exercise. Reputation management is an integrated part of any organization's risk management plan, so this intangible yet vital asset has to be assessed, managed, and protected. Reputation Management provides advice on how to define and value your organization's reputation and techniques for maintaining and protecting it from risks that may arise on a daily basis. This book also covers where the responsibility for reputation management lies, risk identification, governance aspects, and containment and mitigation of a negative event. Aimed at the risk manager, corporate communicator, business strategist, auditor, and senior manager, Reputation Management covers: * The governance of reputation * Measuring and managing reputation * Managing and monitoring external perceptions * Reputation crisis management * Strategic planning and reputation * Reputation and investors
Management Extra brings all the best management thinking together in one package. The series fuses key ideas with applied activities to help managers examine and improve how they work in practice. Management Extra is an exciting, new approach to management development. The books provide the basis for self-paced learning at level 4/5. The flexible learning structure allows busy participants to study at their own convenience, minimising time away from the job. The programme allows trainers to quickly plan and deliver high quality, business-led courses. Trainers can select materials to meet the needs of their delegates, clients, and budget. Each book is divided into themes of ideal length for delivering in a training session. Each theme has a range of activities for delegates to complete, putting the training into context and relating it to their own situation and business. The books’ lively style will stimulate further interest in the subjects covered. Guides for further reading and valuable web references provide a lead-in to further research. Management Extra is based on the NVQ framework to ease the creation of Diploma, Post Graduate Diploma or NVQ programmes for managers. It is accredited with all leading awarding bodies.
This book examines the work of the public relations, technology, and legal professionals who provide online "reputation management" services, situating their work within contemporary debates about regulating speech on the internet. The author argues that legal solutions like the European "Right to Be Forgotten" are not really possible in the U.S., but that the private solutions of reputation management help to ameliorate novel concerns about reputation. At the same time, he contends that these practices prompt different free speech and dignitary concerns unique to the digital environment. Drawing upon rhetorical and legal analysis of diverse texts, including reputation management promotional materials, interviews with practitioners, legal cases, and popular online commentary about reputational disputes themselves, the book intervenes in specific debates about the regulation of the internet, as well as broader socio-legal debates about the role of reputation-damaging speech in a democratic society. This timely and relevant study will have great relevance for all students and scholars of communication studies, public relations, rhetoric, new and digital media, internet law, technology and society, computer mediated communication, and sociology.
It is widely assumed that a competitive political environment of public distrust and critical media forces political parties to manage communications and reputations strategically, but is this really true? Comprehensive control of communications in a fast-moving political and media setting isoften upset by events outside the communicator’s control, taking over the news agenda andchanging the political narrative. Based on interviews with leading communicators and journalists, this book explores the tensions between a planned, strategic communications approach and a reactive, tactical one. The interviewees, who over the past 15 years have been instrumental in presenting and shaping the public persona of party leaders and Prime Ministers, include, amongst others, William Hague, Ian Duncan-Smith, Michael Howard, David Cameron, Tony Blair and Gordon Brown.It draws a unique picture of how political reputations are managed and, ultimately, confirms the discrepancy between what political communications management is thought to be, and how communications practitioners actually operate. This book empirically reviews political communications practice in order to analyse to what degree reality matches the concepts of strategic communications management. This will be essential reading for researchers, educators and advanced students in public relations, communications studies and marketing.
The book aims to give senior executives and communications professionals a guide to the importance of reputation (in terms of how positively or negatively an organisation is perceived by stakeholders such as employees, customers and members of the media), and inspire their thinking in managing reputation.
Corporate reputation is important in gaining long-term competitive advantage and building company value. Thus, the author points out the need to manage reputation, which, due to its complex nature and multidimensional character, is a serious and difficult challenge. The author develops a strategic model for family business reputation management. The book presents the review, systematization and synthesis of views on the notion of reputation and its role in building company value, the determinants of reputation; the identification of the characteristics and distinguishing factors of family businesses, areas of reputation building and resources involved in family business reputation building processes; and the description of determinants, components and processes in the field of corporate reputation management, and the identification of key links between them. It also identifies the key elements of the concept of family business reputation management and the relationship between them and practical recommendations for the use of reputation management concepts in improving the functioning of family businesses. The developed model can undoubtedly be seen as a pioneering contribution to research into the competitiveness of enterprises. The book will therefore be useful to researchers, students and managers who are interested in decision-making in family businesses, entrepreneurship and small business management, and leadership studies.
Stuck for ideas, inspiration or just want to work differently? Management Extra brings all the best management thinking together in one package. The books are practical and well structured to provide an in depth treatment of these management topics. Titles in the series: * Business Environment * Change Management * Development for High Performance * Effective Communications * Financial Management * Information and Knowledge Management * Leadership and Management in Organisations * Leading Teams * Making Sense of Data and Information * Managing Markets and Customers * Managing for Results * Managing Health, Safety and Working Environment * Managing Legal and Ethical Principles * Managing Yourself * Positive Working Relationships * Project Management * Quality and Operations Management * Reaching Your Goals Through Innovation * Recruitment and Selection * Reputation Management The series fuses key theories and concepts with applied activities to help managers examine how they work in practice. The books are created with individuals in mind. They are designed to help you improve your management skills. Management Extra can also be used in conjunction with management programmes of study aligned to standards. Each of the books has case studies, self assessments and activities all underpinned by knowledge and understanding of the frameworks and techniques required to improve performance. Management Extra provides managers and trainers with a handbook for action and development. "You found it – what a find! A practical resource packed with all the relevant theory and suggested activities to support your professional development. An essential resource to have at your fingertips, jump in and enjoy." --Russell Jeans, Learning and Development Manager, ntl "All the essential concepts are here, presented in an easily digestible format with lots of up to date case studies and references – but, most importantly, with plenty of thought provoking activities and self-diagnostic exercises to make the learning personal and transferable." --Peter Manning, Head of Training & Development, News International Newspapers Ltd
Crisis, Issues and Reputation Management defines reputation, explores how to value it and provides practical guidelines for effective reputation management, including how to approach issues of Corporate Social Responsibility. Practical and accessible, it outlines a comprehensive approach to managing situations that may turn into crises and handling crises once they occur. Featuring a wide range of international case studies of brands who have had to respond to a variety of crises including Nestle, Unilever, General Electric, McDonald's, Coca-cola, Cadbury, Tesco, Pan Am, RBS and more, Crisis, Issues and Reputation Management demonstrates how organizations have to understand and respond rapidly to shifting public values, rising expectations, demands for public consultation and increasingly intrusive news media. As such, it provides a new and broader perspective on the topic for new and seasoned practitioners alike.
Inhaltsangabe:Abstract: Protagonists like Bauhofer proclaim Reputation Management as the strategic asset in the competition of the 21st century . Fombrun observes that since the last decade intangible assets like patents, technology and reputation got more and more into the business focus. Assuming that the reasons for that are similar, he concludes that they enable companies to create competitive advantages. This gains in importance due to increasing competition in global companies as well as in saturated markets. Despite of being an apparently new topic reputation is not new at all. Taking a closer look reputation is even as old as humankind is: Every single person has a reputation. It makes us more predictable for others, which is a necessity for a running society. Reputation is transferable on organisations, institutions and companies of any size because all of them are characterised by being an artefact of a group of people with similar interests or aims. The roots of Reputation Management go back to the year 578 when the first known company, the Japanese building company Kongo Gumi, started its business by being asked to build a temple. At this time there was no competition in a present sense and the detailed circumstances cannot be reconstructed any more, but it is obvious that this company was ordered due to reasons which convinced the client that they have the potential to make it. More than a millennium later, in 1766, Adam Smith observed two important things in trade: First, cheating is not profitable because one single cheat costs more contracts than it is possible to win at the same time. Second, the disposition to cheat a customer depends on the frequency of deals they make together. Smith recognised that there is a correlation between the behaviour of traders and their economical success which both are dependent from the amount of information exchanged. With this observation, he laid the cornerstone for Reputation Management. However, it took more than 200 further years until the subject came up on business agendas. Up to the fifties, the SELLERS MARKET situation in western industrialised countries did not request to take much care about reputation issues. Companies were busy to distribute their goods and satisfy basic customer demands. This situation lasted during the following two decades although competition increased and customers became more selective. The eighties finally rang in a paradigm shift. Globalisation was [...]