reputation management essentials

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!