Managing corporate reputation is a must have, not a nice to have. The current context requires companies to carefully manage their reputation as stakeholders are more connected, distrustful of institutions, and rely more on word-of-mouth recommendations. Research shows that highly reputable companies fare better in crises and recover more quickly as they enjoy greater trust. Reputation is based on perceptions of a company's past actions and future expectations compared to competitors. To build a strong reputation, managers must measure stakeholders' perceptions, align messaging and activities with reality, and choose a reputational model to track performance over time.

1. Is managing Corporate Reputation a must have or a nice to have?
1
Is managing Corporate Reputation
a must have
VI Debate Regional EACD Lisboa Pedro Cabrita Carneiro | 16 NOV 2010
a must have
or
a nice to have?

2. Is managing Corporate Reputation a must have or a nice to have?
2
The current context we’re faced with is different
The World out there:
• Changing at the speed of a click;
• Markets, Consumers, Costumers and Employees increasingly connected and
engaged in the traditional and social media – no more secrets;
VI Debate Regional EACD Lisboa Pedro Cabrita Carneiro | 16 NOV 2010
engaged in the traditional and social media – no more secrets;
• Increasing distance and lack of confidence versus institutions, politicians,
Government and corporations;
• Credibility of the message sources dramatically changing towards “word-of-mouth”
and personal recommendation;
• Cost reduction, expenditure control, crisis.

3. Is managing Corporate Reputation a must have or a nice to have?
3
Evidence shows highly reputed companies are fitter
Higher reputed companies suffer less from crisis turbulence and recover faster when
confidence is restored. They enjoy higher benefit of the doubt from its Stakeholders.
VI Debate Regional EACD Lisboa Pedro Cabrita Carneiro | 16 NOV 2010

4. Is managing Corporate Reputation a must have or a nice to have?
4
Why does this happen? We’re talking about perceptions.
Charles Fombrun, 1996
Fundador Reputation Institute
VI Debate Regional EACD Lisboa Pedro Cabrita Carneiro | 16 NOV 2010
“A reputação corporativa é a percepção que se tem sobre as acções passadas e
expectativas futuras de uma empresa, e que identifica a sua atractividade para
com os Stakeholders quando comparada com os seus principais concorrentes.”

5. Is managing Corporate Reputation a must have or a nice to have?
5
Why does this happen? Behaviors are shaped by perceptions.
Business
Results
Strategic
Goals
Corporate
Initiatives
Indicators of Reputation
VI Debate Regional EACD Lisboa Pedro Cabrita Carneiro | 16 NOV 2010
Indicators of
Support
•
• Purchase products
• Recommend products
• Trust company
• Support verbally
• Invest in company
• Recommend investment
• Work for company
• Recommend to work
• Products/Services
• Innovation
• Workplace
• Governance
• Citizenship
• Leadership
• Performance
Reputation
Assessement

6. Is managing Corporate Reputation a must have or a nice to have?
6
How to build a strong Reputation platform?
VI Debate Regional EACD Lisboa Pedro Cabrita Carneiro | 16 NOV 2010

7. Is managing Corporate Reputation a must have or a nice to have?
7
What should managers do? Measure and act upon objective info.
• Identify the key Stakeholders for their businesses;
• Assess their perception about company and competitors;
• Align messages, activities or company reality.
VI Debate Regional EACD Lisboa Pedro Cabrita Carneiro | 16 NOV 2010

8. Is managing Corporate Reputation a must have or a nice to have?
8
Choose a model and stick to it over time.
Model should…
• have an emotional measure of the relationship as well as provide the evaluation on
a set of rational dimensions/attributes to be acted upon;
• be comparable over time and across geographies, enabling industry, sector and
VI Debate Regional EACD Lisboa Pedro Cabrita Carneiro | 16 NOV 2010
• be comparable over time and across geographies, enabling industry, sector and
country analysis;
• always include benchmarks;
• provide definition of the Reputation drivers for the company, industry and country;
• should quantify the relationship between reputational perceptions and supportive
behaviors.

9. Is managing Corporate Reputation a must have or a nice to have?
9
GRP2010 Portugal Country Results: Reputation drivers.
DRIVERS DA REPUTAÇÃO
EM PORTUGAL, 2010
Produtos e Serviços 18,5%
18.5%10.9%
VI Debate Regional EACD Lisboa Pedro Cabrita Carneiro | 16 NOV 2010
Produtos e Serviços 18,5%
Governo de Sociedade 16,1%
Ambiente de Trabalho 14,9%
12.7%13.8%
14.9%13.1%
16.1%

10. Is managing Corporate Reputation a must have or a nice to have?
10
GRP2010 Portugal Country Results: PSI20 Ranking.
2
71,58
70,14
69,12
68,48
1
3
4
EDP Renováveis
Jerónimo Martins
Sonae Com
Sonae
12
59,42
57,87
57,15
56,34
11
13
14
Millennium BCP
Banco BPI
BES
Zon Multimedia
VI Debate Regional EACD Lisboa Pedro Cabrita Carneiro | 16 NOV 2010
67,62
66,41
63,96
63,58
62,28
61,90
5
6
7
8
9
10
Cimpor
Sonae Industria
Portucel
Teixeira Duarte
EDP Energias
Galp Energia
55,84
54,17
54,15
53,32
15
16
17
18
Brisa
Mota-Engil
Ren
Portugal Telecom

11. Is managing Corporate Reputation a must have or a nice to have?
11
GRP2010 Portugal Country Results: Supportive behaviours.
VI Debate Regional EACD Lisboa Pedro Cabrita Carneiro | 16 NOV 2010

12. Is managing Corporate Reputation a must have or a nice to have?
12
The challenge: Do you really know everything about your Stakeholders?
“We don’t need to waste money on
more research on our Stakeholders”
VI Debate Regional EACD Lisboa Pedro Cabrita Carneiro | 16 NOV 2010
… because…
“I’ve been around for too many
years”
“If I don’t know my clients well
enough then who will?!”

13. Is managing Corporate Reputation a must have or a nice to have?
13
The answer? It’s up to you.
VI Debate Regional EACD Lisboa Pedro Cabrita Carneiro | 16 NOV 2010
Obrigado.