The Reputation And CEO
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The Reputation And CEO

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60 % of company`s market value is attributable to corporate reputation. Where is the role of CEO in the proces of building, maintaining and recovering corporate reputation?

60 % of company`s market value is attributable to corporate reputation. Where is the role of CEO in the proces of building, maintaining and recovering corporate reputation?

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The Reputation And CEO The Reputation And CEO Presentation Transcript

  •  
  • The Agenda
    • Importance of corporate reputation for realization of business strategy
    • The role of CEO
    • Conclusions and Q&A
    • “ In today’s world, where ideas are increasingly
    • displacing the physical in the production of economic value, competition for REPUTATION becomes a significant driving force, propelling our economy forward.”
    • Alan Greenspan, former chairman, Federal Reserve
    • WHY DOES IT MATTER?
  • BUILDING AND SAFEGUARDING CORPORATE REPUTATIO N
    • 60% OF MARKET VALUE ATTRIBUTABLE TO REPUTATION (Weber Shandwick, 2006)
    • 1% REPUTATION INCREASE RESULTS IN 3% INCREASE OF MARKET VALUE (Weber Shandwick, 2006)
    • INVESTORS ARE PREPARED TO PAY A 12-30% PRICE PREMIUM TO A GOOD GOVERNANCE (McKinsey, 2002)
    • COMPANY CAN LOSE IN EXCESS OF 30% OF ITS SHARE VALUE AS A RESULT OF A HIGHLY PUBLICIZED CRISIS (Weber Shandwick, 2007)
    • 73% OF SURVEYED MBA STUDENTS SAID THAT CORPORATE REPUTATION IS EITHER AN "EXTREMELY" OR "VERY" IMPORTANT FACTOR WHEN DECIDING WHERE THEY WILL WORK (Hill and Knowlton, 2007)
    • WHAT IS IT ALL ABOUT?
    • C R
  • IT’S ABOUT BRINGING YOUR VALUES TO LIFE COMMUNICATE WHAT YOU STAND FOR, TO ALL OF YOUR STAKEHOLDERS!
  • COMMUNICATION TO REPUTATION * Fortune 500  ‘Most Admired Companies’ listing RANKING OF COMPANIES CORPORATE COMMUNICATION SPENDING (US$ million) TOP 100 $32 Second 100 $23 Third 100 $13 Fourth 100 $5 Bottom 76 $4
  • IT MEANS MANAGING…
    • … PERCEPTIONS
    • How do we want to be seen?
    • How do we aim to be positioned in the mind of our stakeholders?
    • Do they even know we exist?
  • IT MEANS MANAGING…
    • … UNDERSTANDING
    • Are we being clear?
    • Do they understand our values?
  • IT MEANS MANAGING…
    • … RELATIONS
    • How do they relate to our values?
    • Does it work for them?
    • What kind of behavior we seek for?
  • BENEFITS OF A GOOD REPUTATION
    • Increased CUSTOMER/CONSUMER/CLIENT preference and loyalty
    • Enhanced EMPLOYEES` satisfaction and productivity
    • Increased INVESTORS` interest and willingness to invest
    • Improved understanding and support among OPINION LEADERS
    • Faster recovery from business CRISES
  • CORPORATE COMMUNICATION IS A PROCESS… IDENTITY OBJECTIVE, STATIC CATEGORY Defined specific features of a corporation and external symbol ( visual and material tools ) reflecting it and communicating with publics
    • Slogan
    • Logo
    • Graphic standards
    • Print production
    • Website
    • Code of conduct
    • Publication of corporate data
    • Office space
    • Corporate film
  • CORPORATE COMMUNICATION IS A PROCESS… IDENTITY IMAGE OBJECTIVE, STATIC CATEGORY Defined specific features of a corporation and external symbol ( visual and material tools ) reflecting it and communicating with publics SUBJECTIVE, DYNAMIC CATEGORY Impression of the public on a corporation, established upon a perception of corporate identity COMMUNICATION
  • CORPORATE IMAGE HONEST FAIR-PLAY RELIABLE COMPETENT LOCALLY IMPORTANT AND ACCESSIBLE TRUST DEDICATED TO COMMUNITY IMPORTANT SPONSORS PARTNERS AND SUPPORT ENVIRONMENT FRIENDLY CARE QUALITY INNNOVATIVE EXCELLENCE GOOD EXAMPLE LEADERSHIP HOW DO WE DESIRE TO BE SEEN?
  • CORPORATE COMMUNICATION IS A PROCESS…
    • … OF TRANSFORMING THE IDENTITY INTO IMAGE AND REPUTATION
    IDENTITY IMAGE REPUTATION OBJECTIVE, STATIC CATEGORY Defined specific features of a corporation and external symbol ( visual and material tools ) reflecting it and communicating with publics SUBJECTIVE, DYNAMIC CATEGORY Impression of the public on a corporation, established upon a perception of corporate identity JUDGMENT Set of values attributed to company by its stakeholders, based on their interpretation and validation of the corporate identity and image COMMUNICATION EXPERIENCE COMMUNICATION
  • IMAGE AND REPUTATION
    • IMAGE MEANS CREATION OF A PROMISE .
    • REPUTATION MEANS LETTING EVERYONE UNDERSTAND YOU`RE DELIVERING ON THAT PROMISE.
    • “ The way to gain a good reputation is to endeavor to be what you desire to appear ”
    • Socrates
  • MOST IMPORTANT REPUTATION DRIVERS
    • EXCELLENCE OF PRODUCTS AND SERVICES
    • SOCIALLY RESPONSIBLE CONDUCT
    • FINANCIAL PERFORMANCE
    • WORKING ENVIRONMENT
    • EMOTIONAL APPEAL
    • MANAGEMENT LEADERSHIP AND EXPERTISE
  • THE ROLE OF CEO IN BUILDING, MAINTAININ G AND RECOVERING REPUTATION
  • CEO REPUTATION
    • “ CEO reputation represents 65%
    • of corporate reputation.”
    • CEO Capital Research
    • “ ...n avigating the chaotic yet exciting time when
    • a new CEO begins ...”
    • McKinsey & Company
    • CHANGE MANAGEMENT
    • Structured approach to transitioning individuals, teams,
    • a nd organizations from a current state to a desired future
    • state. The current definition of Change Management
    • includes both organizational change management
    • processes and individual change management models,
    • which together are used to manage the people side of
    • change.
    • http://en.wikipedia.org/wiki/Change_management
    • CHANGE
    • THE ONLY
    • CERTAIN THING
    • TODAY
  • WHAT DOES CHANGE MEAN ?
    • DANGER
    • Resistance
    • Fear
    • OPPORTUNITY
    • Fresh ideas
    • Interest
    • GRAB THE OPPORTUNITY!
    • “ About 60% of all management problems
    • are due to poor or faulty communication .”
    • Peter Drucke r
  • THE STAGES OF CEO SUCCESION
    • COUNTDOWN
    • FIRST 100 DAYS
    • FIRST YEAR
    • TURNING POINT
    • REVISION
    • AND REINVENTION
    • CEO Capital, A Guide to Building CEO Reputation and Company
    • Success, Dr. Leslie Gaines-Ross, John Wiley & Sons, Inc.
  • THE COUNTDOWN
    • Q uiet period
    • CEO plans the future
    • L earns about country, people,
    • programs and activities
    • S ets the stage
  • FIRST 100 DAYS
    • Opportunity – interest in new CEO
    • D elicate balance of
    • action and listening
    • L istens and learns
    • to gain the support
    • P roactive in
    • completing unfinished
  • END OF THE FIRST YEAR
    • P eople, programs and actions in place
    • E verything may not have been resolved or changed
    • S takeholders see progress and feel the CEO is leading the company in the right direction
  • TURNING POINT
    • CEO has prepare d the organization for the future
    • Now it is time to produce!
    • Everyone coldly evaluate s CEO's vision and actions
    • CEO has generated personal
    • and professional capital
  • REVISION AND REINVENTION
    • CEO is comfortable in his role
    • He is living the company's vision
    • C omplete team is collaborating on developing new strategies and executing new tactics
    • “ 40% of my time I communicate
    • our company’s credo”
      • Jim Burke, Johnson&Johnson CEO
  • CEO ROLE
    • CEO sets vision, direction and plan of
    • action s . But i t’s communication that fans
    • the flames for enthusiasm, support and
    • commitment.
    • Who gives details???
    • Employees = BRAND AMBASSADORS
  • BRAND AMBASSADORS
      • Contact with target audiences:
        • PR and marketing
        • Information desk
        • Bank clerks
        • Call center
        • Advisors
        • Security
    • Surveys suggest that 9% of customers
    • are lured away by competitors, but as
    • many as 68% are lost by employees’
    • indifference .
    • Journal of Marketing
  • WHAT KEEPS LEADERS AWAKE AT NIGHT?
    • Performance
    • Reputation
    • Innovations
    • Satisfaction
    • Crisis
    • ...
  • FOR A PEACEFUL SLEEP
    • Listening
    • Measuring
    • Feedback
    • Adjustment
  • BARCLAY’S CASE
    • “ Financial performance is vital, of course, and easy
    • measurable. But financials alone are not enough to
    • measure either performance or health. Soft-side
    • strategies are the foundation stones of hard-side-
    • strategy success. They are additive, not alternative.“
    • John S. Varley, CEO of Barclay’s Bank (2005)
  • AT THE END...
    • Far too much communication effort is externally focused
    • Get your employees to understand and believe in the brand
    START AT HOME
  • HOW TO APPROACH EMPLOYEES?
    • Proactive and on time
    • Provide info
    • What do you think?
    • Kill rumours!
    • Formal – circulars, corporate events, newsletter, ...
    • Informal – MBWA – push method
    • - Open Door Day – pull method
  • TIPS
    • Use social occasions to breakdown barriers
    • Deliberately work around select ed “unimportant” employees and listen to their opinions – get back to them
    • After you have instructed someone with a task, check their understanding
    • You cannot beat the “personal touch”
    • Q& A
    • THANK YOU FOR YOUR ATTENTION