reputation management essentials
TRANSCRIPT
Reputation Management Essentials
Nguyen Thi Thanh Hang
Reputation vs. brand
• Brands are more controllable than reputations• Leading consumer or high street brands are more
vulnerable to reputation damage.• Reputation cannot be classed as an asset for
balance sheet purposes, yet a bad one is a liability.• A brand is manufactured by an organization to sell
to one stakeholder group & consumers while a reputation is created by its stakeholders
• Reputation is ultimately a measure of trust.
Benefits of good reputations
3
Reputation management framework
Reputational Risk Management
5
Determinants of
Reputational Risk
Ways to manage
Reputational Risk
Reputation Reality-Gap
Changing beliefs &
expectations
Weak internal coordination
Objectively assess
reputation versus reality
Access and accept impact of
changing expectations
Explicitly focus on reputational
risk
Strong and sustainable reputation
Lack of policy knowledge &
improper implementation
Raise awareness and
enforce compliance
Holcim Vietnam Issues Management
6
Determinants of Reputational
Risk
Ways to manage
Reputational Risk
Reputation Reality-Gap
Changing beliefs &
expectations
Weak internal coordination
- Clipping Report- Stakeholders
need assessment
- Customers survey
- Employees survey
- CRM- Call Center
- Media relations & communication campaign
- Stakeholders meeting & CEP
- NPS
- Corporate communication in SD under CEO
- Department communication champions
- Crisis communication
Strong and sustainable reputation
Lack of policy knowledge &
improper implementation
- Constantly monitor and evolve
- Document Management System
- Compliance Systems
EmployeesEmployees’
family Consumer
Local authorities Local
community
Government
MinistryFinancial
Institutions
Media
X Industry
NGOs
Contractorsors
Suppliers
Students
UniversitiesAcademic
Mass community
Low
Leve
l of i
nflue
nce
(impa
ct)
Level of interestHigh interest Medium
interestLow interest
Customers
Keep satisfied Focus efforts / Key players
Respond to request / Monitor Keep informed
Media
Sample Stakeholders Analysis
Typical causes of reputation risk
10
9
8
7
6
5
4
3
2
10 9 8 7 6 5 4 3 2 1 1 2 3 4 5 6 7 8 9 10
1
2
3
4
5
6
7
8
9
10
1
More SevereM
o re Lik ely
Less Severe
Less
Lik
ely
Quality / product failure
Reputation damageCompliance issue
Company financial health
Accident with lives lost
Biodiversity
Environmental issue
Information services – breakdown/leaks
Company policy / changes
Fuel Waste-related concerns
Serious natural disasters
OH&S-related issues
Industrial disputes
Sample Risk Analysis
Scope of corporate communication influence
Issues Management, Holcim Vietnam Ltd, Bao SD Nguyen, 2013-11-19
Functions of Corp. Com Strategy
11
Scan environment to identify and prioritize issues and stakeholders’ expectations
Be instrumental in setting up social goals (in line with social strategy)
Build symbolic and behavioural relationships with strategic stakeholders
Engage strategic stakeholders in problem solving and decision making
Case studies
Issues Management, Holcim Vietnam Ltd, Bao SD Nguyen, 2013-11-19
Concern
Disgust
Surprise
Outrage
Disappointment
What is our level of RR management?
We are here!