Transcript ppt by Mirko Creyghton

The future of Reputation Management
Mirko Creyghton
Market Leader
Club of Amsterdam - 31 May 2006
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Is reputation manageable?
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What’s behind us?
Sales (sell)
Marketing (facilitate)
Mass advertising & broadcasting (sell more)
Branding (tell more)
Narrowcasting, DM, experience (personalize)
PR, CSR (authenticate)
Blogging, podcasting (confront)
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What’s next?
Co-makership?
ProSumption?
ConDuction?
WeDontCarion?
Personal branding?
Audience participation?
All signs refer to more stakeholder power!
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Change of communication impact
• Produce & send
• Consume & receive
• Trust me (having)
• Interact & communicate
• Try & interact
• Show me (sharing)
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State of the art
• Blauw Incompany 500 research
– Financial institutions increase
– ICT companies decrease
– CSR/fundraising is no longer a ‘killer app’
– New ideas & original approaches win
• Burson-Marsteller CEOGO research
– CEO life cycle is becoming shorter
– CEO successors are harder to find
– Warning signs of failing reputations
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Warning signs of failing
reputation
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Low employee morale
Customers are nuisances
CEO celebrity
Top executives depart
Talk growth, do cost-cutting
Focus on procedures & internal politics
No positive stories told by employees
Initiatives are badly rewarded
Seeing problems, not solving them
Internal documents leak
Management spends more time inside
than outside
• Memos are internal focused, lots of cc’s
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Research & quotes
“The key point, of course, is that reputation consists of perceptions –
how others see you.”
Charles Fombrun,
“Competition for reputation becomes a significant force, propelling our
economy forward.”
Alan Greenspan, Former Federal Reserve Chairman
Fortune's most admired companies increased annual returns, on
average, by 22%. Companies on the other end of the spectrum - those
that rank lowest in annual surveys - faced negative returns of 1.7%.
“The reputation of a company in the widest sense has a direct
impact on its commercial fortunes.”
Sir John Browne, CEO BP
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Barriers for reputation
management
• No internal horizontal
communication
• Different departments
• Different targets
• Different starting points
• Different semantics
• Different budgets
• Different reporting lines
• Different agencies
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Drivers for reputation
management
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Complementary
Learn from other professionals
Formulate shared targets
Sharing budgets
Manage agencies
Manage CEO* & Board
Manage ambitions: ‘walk the talk’
On a global basis, the CEO is
among business influentials held
responsible for 47% of a
company’s reputation. In Europe
for 43%. (B-M & Economist
research 2005)
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Reputation Accelerator©
Perceptions
Media relations
Research & evaluation
Brand protection Reputation Brand building
(image & issues)
(identity & values)
MarketingPR
Positioning
Message house
Crisis communication
Crisis management
Crisis preparedness
Media training
Force field analysis
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How does it work?
• Organize & train
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What makes a journalist tick?
What can marketing add to PR and vice-versa?
What is the positioning towards different stakeholders?
What is the joint communication strategy?
How to organize all communication tools?
• Select agencies
– With the same vision
– With a track record in co-operation
• Etc…
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How does it work?
• Prepare!
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Think mountains & valleys
How to write press releases?
Prepared for issues or crisis?
What are the perceptions of stakeholders?
Training!
Etc…
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How does it work?
• Relation management
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Know the media & journalists
Build relations
Know the sources offline & online
Etc…
Monitor, evaluate and learn!
• (Re)organize & accelerate!
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The future of reputation
management?
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Co-operation
Prepare & learn
Internal communication (walk the talk)
Interactive communication (digital arena)
Be consistent (you can when prepared)
Self management (new style; no command & control) is
the best road to successful reputation management
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