Posts Tagged ‘RI’

23rd April
2012
written by Dr. Leslie Gaines-Ross
Just read an article in The Economist (which I love) that questions the business of reputation management. The columnist attended a recent meeting in London held by the Reputation Institute (RI) on their new RepTrak results for British companies. The writer rightfully acknowledges that we are living in a "reputation economy" where institutions and individuals literally trade on the currency of reputation and this type of exchange makes "intuitive sense" in a society where Facebook is worth more than many Fortune 100 companies. Reputation Economy is the term used by RI and its professionals, led by Charles Fombrun, and continue to provide valuable, far-reaching insights to companies around the world. The writer, however, raises several interesting objections to the effectiveness of the reputation management industry as it stands today. First, he/she (have no clue) objects to the idea that many different factors as disparate as product quality and corporate citizenship are all rolled up into one understanding of what reputation means. That may be true, but I am not sure why that is bad in such a complex and fragmented world where every individual becomes an interest group. For us reputologists (I just made that up), the factors contributing to corporate reputation vary depending on the company’s history, industry and situation they are facing. For example, in the financial industry, unlike say the automotive industry, it is often difficult to distinguish one company from another by focusing only on their products and services. Their reputations are far more likely to be built on sheer trust in the perceived integrity of their leadership and governance.   The columnist’s second objection to reputation management today is the assumption that companies with positive reputations will find it easier to attract customers and withstand crises.  As evidence of the supposed weakness of this assumption, the columnist cites many companies with strong bottom lines despite terrible reputations: e.g., tobacco companies (harmful product), Ryanair (poor service) and Daily Mail (mean spirit). Yes, there are always companies that will make gobs of money despite wrong-doing and poor service. Nevertheless, these companies have and will continue to have a hard time attracting and retaining the best talent. But in this online world where advocates and fans matter more than ever, it will be harder to keep that bottom line as stable as it once was. But the greatest objection to the reputation industry, according to the columnist, is and I quote… "its central conceit: that the way to deal with potential threats to your reputation is to work harder at managing your reputation.” He/she continues with… “The opposite is more likely: the best strategy may be to think less about managing your reputation and concentrate more on producing the best products and services you can."  Here I agree at least in part with the columnist’s thinking.  The best way to build reputation is to “have a customer” as Peter Drucker always said. Without customers, there is no business to have a reputation worth building. The reputation industry, however, does not urge industries to ignore producing the best products and services in favor of managing reputation.  To the contrary, building the best products and services is part and parcel of a good reputation.   Also, however, today’s society is much more complicated and often it behooves a corporation to do more than just having great products and services. Apple, for example, may have the best products but if it does not give a damn about how it treats employees or contributes to society, it will face problems that if allowed to accumulate may well threaten its bottom line. We see that now with regard to questions about their handling of factories in China. I think that the columnist should rename the article to Why companies should worry MORE about their reputations or else.
5th April
2012
written by Dr. Leslie Gaines-Ross
Reputation Institute came out this week with their RepTrak Pulse survey for the US. It measures the reputation of 150 largest US public companies among consumers.  In addition to the usual who's up and who's down, RI reveals some interesting stats that confirm our research results on Companies Behind the Brand. I was delighted. As RI says in its press release, "Since 2009, U.S. companies have been competing in a new Reputation Economy, where WHO THEY ARE matters even more than WHAT THEY PRODUCE, according to general public sentiment. Framing this in the context of critical consumer behaviors, including purchase consideration, loyalty and recommendation–company or “enterprise” perceptions explain 60% of these behaviors, with product perceptions only accounting for 40%." This is a big shift which we agree with. In addition, RI asked Chief Reputation Officers (CEO, CMO and CCO) several questions and learned that 51% name the CEO as the person with the responsibility to set reputation strategy. Fascinating results.
1st April
2010
written by Dr. Leslie Gaines-Ross

   Attended an interesting roundtable yesterday hosted by Business Marketing Association and Forbes Buy Albenza (Albendazole) Without Prescription, . 0.4mg, 0.5mg, 1mg, 2.5mg, The topic was managing reputation in the new world of the Internet. Some interesting points surfaced:

• It is easier now to track reputation and ROI with the Internet, 5mg, 50mg, 75mg, 100mg. Fort Worth, Texas. Denver, Colorado, However the field of social media is so new that it is very difficult to track back to a baseline.

• Marketers are now interested in reputation as they realize that the company behind the brand matters, where can i buy cheapest Albenza (Albendazole) online. CMOs are the new entry point into companies as they see the connection more vividly, Buy Albenza (Albendazole) Without Prescription. Reasons to buy Albenza (Albendazole) online, Product marketing is not enough.

• Perception is nice to have but behavior is have to have, japan, craiglist, ebay, overseas, paypal. Order Albenza (Albendazole) from mexican pharmacy, You need your customers to act – buy your products, give you the benefit of the doubt in time of crisis, Albenza (Albendazole) price, Jacksonville, Florida, Columbus, Ohio, recommend you to others, spread word-of-mouth, online buy Albenza (Albendazole) without a prescription. Detroit, Michigan, San Jose, California, • Social media is the new Petri dish.

Reputation Institute’s Buy Albenza (Albendazole) Without Prescription, Anthony Johndrow reported on a study among CMOs and CCOs. They found that 97% are interested in reputation, köpa Albenza (Albendazole) online, Osta Albenza (Albendazole) online, Jotta Albenza (Albendazole) verkossa, Albenza (Albendazole) for sale, 89% are doing something in the space but only 33% are measuring its impact. Disturbing when companies spend so much on reputation in general, buy Albenza (Albendazole) from mexico. Where can i find Albenza (Albendazole) online, • We should be referring to “social business” not “social media.”

• Integration between traditional and social is key.

• One of the reasons more companies become social is that competitors force their hands, Boston, Massachusetts. Charlotte, Carolina. When a competitor starts using Twitter, YouTube and Facebook, its rivals are propelled into this new world, Buy Albenza (Albendazole) Without Prescription. Buy cheap Albenza (Albendazole) no rx, • Sometimes your critics can be your best advocates. An example was given of a relentless critic who also links to company articles mentioned on Twitter that promote the company’s point of view, buy Albenza (Albendazole) without a prescription. Rx free Albenza (Albendazole), So your online enemies can also get your word out if you just time it right.

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