Careers In Rep Mgmt 05 Aug2009 Webinar

Developing a Career in Reputation Management

Reputation Institute
5 August 2009

Technical Information

Copyright 2009. Reputation Institute. All Rights Reserved. 2

Reputation Institute’s Knowledge Center

More information on membership benefits may be found on our website
at http://www.reputationinstitute.com/knowledge-center/membership


The RI Community

Over 8000 Participants
70 Active Corporate Members
1750+ Active Individual Members

Reputation Institute.com
Repository of Cases, Insights, Articles, Databases
and Scholarly Works on Reputation related topics
Daily coverage of Reputations in the news
Archive of 10+ years of conference papers and
presentations from RI’s International Conferences
Indispensable tools such as the Baseline Reputation
Management Diagnostic and List of Lists

Social Media
Reputation Blog
Linked-In
Facebook
Twitter


Speakers

Linda Locke
Charles Fombrun Kasper Ulf Nielsen SVP, Group Head, Reputation
Chairman & Co-Founder Managing Partner & Issues Management
Reputation Institute Reputation Institute MasterCard Worldwide


Outline

1. Reputation is a topic of continuing/growing interest

2. What does Reputation Management Involve?

3. The Skills of Reputation Managers

4. Developing Careers in Reputation Management


1. “Reputation” is a topic of growing interest…

Visibility in Print Media Coverage (2000-2008)

Mentions of “corporate reputation” in Factiva print article database; 1Jan99 – 31Dec08


Visibility in Online Media Coverage (1990-2008)

Mentions of “corporate reputation” in Google News article database; 1990 – 2008


Reputation Bookshelf

1995 2010

Corporate Reputation Review
13 Volumes
1997-2009

Ongoing Academic Journal
Peer Reviewed
Published Quarterly with Palgrave MacMillan


“Reputation” in Executive Profiles

“Reputation” in Profile

“Reputation” & Communication

“Reputation” & Governance

“Reputation” & CSR

“Reputation” in Job Title

Source: Keyword searches on www.linkedin.com --31July 2009


Linda Locke
SVP, Group Head, Reputation
& Issues Management
MasterCard Worldwide


MasterCard Reputation and Issues Management
- A Dedicated Team

Seeks to improve reputation
by understanding stakeholder
Group Head perceptions and how they are
formed; analyzing risks;
Reputation and
launching programs; advising
Issues Management the company.

Social Media, Media Business Consumer
Influencers Analysis Admin Education

Seeks to improve Seeks to improve Provides financial Seeks to improve
reputation through reputation through management reputation through
stakeholder analysis of public support to comms consumer
engagement, dialogue, providing team. education,
research on measurement, trends, engagement.
perceptions. customized risk analysis
to business units.

2. What Does Reputation Management Involve?

Reputation Management has Evolved:
From passive assessment to active engagement

Reputation Systems Reputing

Using Reputation Active engagement with
Measurement as 2010 stakeholders to build
decision making tools trust, respect and
for actions support

Corporate reputation Anti-corporate activism –
measurement – how are 2000 boycotts based on the
people perceiving companies’ behavior
companies

1990

Focus on corporate
reputation
– the organization
behind the brands

A Mindshift:
From Brand to Reputation, from Internal to External, from Product to Company

Brand Reputation

The promise an organization makes Perception about the degree to which
to its stakeholders you fulfill your brand promise

“Owned” by the company “Owned” by stakeholders

A brand is a promise…
if you live up to that promise you build Reputation


Reputation Management is Stakeholder Based

General Opinion Policy Potential
Public Elites Makers Employees

Lobbyists Employees Customers Investors

Industry B2B Partner Academic
Associations Customers Companies Organizations

Media Regulators ???


Reputation Strategy Engages All Stakeholders,
Directly & Indirectly

Example from Novo Nordisk


Maintaining Management Involves
Aligning Reality and Perceptions

Change is required to alter
Change is required to alter
’reality’ and minimize
’reality’ and minimize
reputational risk
reputational risk

Communication is required to
Communication is required to
capitalize on good reality and
capitalize on good reality and
overcome poor perceptions
overcome poor perceptions


It therefore requires understanding
how Perceptions and Support are Created

Direct Experiences

Products Investments
Customer Employment
Service

What Company Says

Branding Marketing Support
Public Social
Relations Responsibility

What Others Say

MEDIA Topics
(Traditional, Experts/Leaders
Social) Social Networks


Managing Reputation Requires
Working with All of the Drivers of Reputation

Calls for a common framework
to understand perceptions of
all stakeholders…
e.g. the RepTrak™ System


Reputation Managers are Always Involved in
Cross-Functional Integration

environmental
policies
financial
governance reporting
policies workplace
policies

Cross-Functional
advertising
Integration product
development

philanthropy sponsorships
communications media
campaigns coverage

product
CSR customer packaging
activities service


Reputation Managers Help a Company to Express Itself
…and thereby build Reputation

Visible – company communicates often and widely
Visible
Distinctive – the way the company communicates makes it
stand out from its competitors

Responsive Distinctive Consistent – company conveys a consistent message
across its communications

Transparent – company provides an appropriate amount of
Expressive information about what it does and how it operates

Sincere – company appears genuine about what it says and
does
Sincere Consistent
Responsive – company invites and welcomes feedback
about its activities about what it says and does

Transparent


Reputation Managers must also understand how reputation
impacts the bottom line, directly & indirectly

Strategic
Planning

Financial Corporate
Results Initiatives

Supportive
Behaviors Perceptions of
towards the the company
company (Reputation)

•
• Purchase products
Purchase products •
• Products/Services
Products/Services
•
• Invest in company
Invest in company •
• Innovation
Innovation
•
• Recommend the
Recommend the •
• Workplace
Workplace
company/products
company/products •
• Governance
Governance
•
• Work for company
Work for company •
• Citizenship
Citizenship
•
• Give benefit of doubt
Give benefit of doubt •
• Leadership
Leadership
•
• Performance
Performance


So Reputation Managers must understand how they contribute to
creating and defending the intangible assets of their companies

Research shows that from 50% to 90% of the market value of listed
companies consists of intangible assets – assets whose value is not
accounted for in financial statements.

Cumulative
Returns HIGH REPUTATION
4 0 .0 0 % PORTFOLIO

2 0 .0 0 %

S&P 500

0 .0 0 %

-2 0 .0 0 %

-4 0 .0 0 %

-6 0 .0 0 %
J u 00

J u 01

J u 02

J u 03

J u 04

J u 05

J u 06
A -00

A -01

J a -0 1
A -02
J a -0 0

J a -0 2
A -03

J a -0 3
A -04

J a -0 4
A -05

J a -0 5
A -06

6
O 0

O -0 1

O -0 2

O -0 3

O -0 4

O 5

O -0 6
-0
l-0

l-0
-

-

-

-

-

-

-
pr

pr

pr

pr

pr

pr

pr
ct

ct

ct

ct

ct

ct

ct
l

l

l

l

l
n

n

n

n

n

n

n
Ja


Reputation Managers must therefore understand and
support efforts to Create Alignment in their companies

Identity
Who are we?
How do we want to be perceived?

Mission,
Vision,
Identity

Al
d?

ign
ne

ed
ig
Al

?
Reputation
Platform
Capabilities Expectations
What are our capabilities? What do stakeholders expect?
How are we distinctive? Capabilities Expectations How can we exceed
expectations?

Aligned?


3. The Skills of Reputation Managers

Reputation Management at MasterCard Worldwide

Manage reputation by
building trust and esteem
among key stakeholders


Provides Analytics, Analysis, Advice to Impact
Corporate Communications Strategy,
Execution

Business
Media Units
Business Units,
Management, Relations
Employees

Regional Legal/
Comms Regulatory
Dedicated Public Policy
Reputation
Team

Operations Internal
Comms Comms
Management, Executive Management,
Employees Comms Employees

Internal,
external
audiences

Roadmap for the Reputation Management
Function

Enterprise
Active Perception Reputation
Ad Hoc Management Competence
•Message creation •Messaging built on drivers •Catalyst for business unit change
Comms role •Positioning •Address stakeholder perceptions •Protocols for risk management
•Damage containment •Identify emerging risks

•Crisis plans created •Build systems to manage issues • Tools to influence business unit
Typical •Mission/vision/values •Prioritize threat decision-making
activities •Philanthropy, •Engage with stakeholders •Measure, manage gap between
community relations •Engage in citizenship current/strategy-aligned reputation
•Positions for emerging issues

•Local communications •Corporate owns proactive • BoD, Executive office directing
Locus of owns response to reputation management reputation strategy
management reputation threats •Local offices execute supportive • BU managers, enabled by
•Corporate owns large programming, messaging Communications, own key aspects of
issues reputation management

Measurement •Monitors impressions •Measure sentiment, perception •Business unit behavioral change =
changes fewer risks, better perceptions

Adapted from: Communications Executive Council, Refocusing Reputation Management:
Building Enterprise-Wide Reputation Management Capability, Washington D.C.: Corporate Executive Board 2006

Effective Implementation of Reputation Platforms
Requires Knowledge of all the different business areas

Marketing

Customer
Public Affairs
Service

Human
Legal
Resources
Reputation
Champion

Corporate
Advertising
Comm.

Investor
Sales
Relations


Backgrounds & Career Patterns of RM Executives

The Loyalists
• Single Company
• Multi-Functional
• Multi-Divisional

The Committed:
• Single Industry

The Mobile
• Multi-Industry

The Water-Walkers
• ??


Sampling of Job Descriptions in Reputation Management

Backgrounds:
• Bachelor's degree in communications or a related field

• Communications, public affairs and/or community relations and diversity

• Planning, developing and executing communication and outreach strategies
that leverage message, image and position

• Project management skills that include strategic planning, cost management
and execution, as well as the ability to multi-task among multiple projects
against varied audiences

• Forging strategic, working relationships with key external constituencies

• Managing external agencies and consultants


Sampling of Job Descriptions in Reputation Management

Skills and Knowledge:
• Exceptional planning, organizational, prioritization and multi-tasking management skills

• Exceptional interpersonal and relationship development skills

• Solid problem-solving, conflict resolution and decision-making skills

• Ability to balance creativity, issues management and opportunities to generate awareness with
resourcefulness while continuously seeking opportunities for alignment and synergy

• Ability to effectively lead and manage projects and groups

• Understanding of CSR/CSI practices, trends and measurements nationally and globally

• Developing communications campaigns and key messaging for stakeholders, incorporating key
messages and leveraging multi-media channels

• Excellent oral, written, and visual communications skills, including superior editing and proofreading
abilities

• Advanced communication and presentation skills reflecting the ability to interact effectively with all
internal and external audiences, clearly articulating concepts, strategies and position in a manner that
reflects positively on the company


Competing Values Framework

A view of the diverse management skills needed to
address organizational problems and create value.

Source: Quinn, Rohrbaugh, Cameron


Framing the Skills that Reputation Managers Need


Framing the Reputation Management Job

Employees Customers Investors & Regulators Opinion Media Public
Analysts Elites

Building
Reputation

Cognitive/Analytical Skills
Capital

Maintaining
Reputation
Capital

Defending
Reputation
Capital

Process/Communication/Organization Skills


4. Developing Careers in Reputation Management

Key action points to take

1. Participate in the reputation community to build networks and
knowledge

2. Upgrade skills through formal training and education

3. Stimulate the reputation conversation within your own organization

Step 1: Join the RI Community

Over 8000 Participants
70 Active Corporate Members
1750+ Active Individual Members

Reputation Institute.com
Repository of Cases, Insights, Articles, Databases
and Scholarly Works on Reputation related topics
Daily coverage of Reputations in the news
Archive of 10+ years of conference papers and
presentations from RI’s International Conferences
Indispensable tools such as the Baseline Reputation
Management Diagnostic and List of Lists

Social Media
Reputation Blog
Linked-In
Facebook
Twitter


Step 2: Reputation Management Training Program


Faculty for Reputation Training

Charles Fombrun Majken Schultz Paul Argenti Ana Luísa Almeida
Chairman, Professor, Copenhagen Professor of Corporate Managing Director RI Brazil,
Reputation Institute Business School Communication Professor , Pontifícia
Dartmouth College Universidade Católica de
Minas Gerais

Prakash Sethi Arif Zaman Irv Schenkler Pietro Mazzola
University Distinguished Professor Principal Consultant Director of the Management Full Professor of
Business, Baruch College Reputation Institute Communication Program Management at IULM
Founder & President, ICCA NYU Stern School of Business University

Leonard Ponzi Craig Carroll Naomi Gardberg Claudia Gabbioneta
Managing Director of Director, Carolina Observatory Associate Professor co-author of Corporate
Research and Analytics, on Corporate Reputation Zicklin School of Business Reputation and Stock
Reputation Institute University North Carolina Baruch College Market Behavior


For more information please contact us

Seth Kerker Kasper Ulf Nielsen
Director Managing Partner
Knowledge Center Reputation Institute

skerker@reputationinstitute.com knielsen@reputationinstitute.com

www.reputationinstitute.com


Click to edit Master text styles
Second level
Third level
Fourth level About Reputation Institute
Fifth level
Reputation Institute Reputation Institute is the world's leading reputation consulting firm. As a pioneer in the field
info@reputationinstitute.com of brand and reputation management, Reputation Institute helps companies unlock the power
www.ReputationInstitute.com of reputation. With a presence in more than 25 countries, Reputation Institute is dedicated to
advancing knowledge about reputation and shares best practices and current research through
client engagement, memberships, seminars, conferences, and publications such as Corporate
Reputation Review. Reputation Institute's Global Pulse is the largest study of corporate
reputations in the world, identifying what drives reputation and covering more than 1,000
companies from 27countries annually. Reputation Institute provides specific reputation insight
from more than 15 different stakeholder groups and 24 industries, allowing clients to create
tangible value from intangible stakeholder feelings.

Australia • Bolivia • Brazil • Canada • Chile • China • Colombia • Denmark • France • Germany
Greece • India • Ireland • Italy • Japan • Netherlands • Norway • Portugal • Russia • South Africa • Spain
Sweden • Switzerland • Turkey • Ukraine • United Arab Emirates • United Kingdom • United States


Careers In Rep Mgmt 05 Aug2009 Webinar

Recommended

Recommended

More Related Content

What's hot

What's hot (10)

Viewers also liked

Viewers also liked (18)

Similar to Careers In Rep Mgmt 05 Aug2009 Webinar

Similar to Careers In Rep Mgmt 05 Aug2009 Webinar (20)

Careers In Rep Mgmt 05 Aug2009 Webinar