Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Best practice in reputation management in a causal framework by Dr Kevin Money

3,979 views

Published on

Published in: Business, Economy & Finance
  • Be the first to comment

Best practice in reputation management in a causal framework by Dr Kevin Money

  1. 1. Best practice in reputation management in a causal reputation framework<br />Kevin Money<br />Director of The John Madejski Centre for Reputation, Henley Business School<br />
  2. 2. Best Practice in Reputation Management: Placing Reputation in a Causal Framework<br />The John Madejski Centre for Reputation and The Group Seminar: May 2010<br />Dr Kevin Money, <br />Director of the John Madejski Centre for Reputation<br />
  3. 3. Open with a question….<br />Keep this as interactive as possible…<br />Speak to your neighbour and try to answer the question.…<br />Introduce yourselves, your hopes and fears for this morning and answer the question…<br /> How do you measure and manage reputation in your organisation?<br />
  4. 4. 4<br />Three important questions<br />With WHOM?<br />Reputation for WHAT?<br />For WHAT PURPOSE?<br />Be specific! <br />
  5. 5. 5<br />What Is Reputation?<br />You don’t own or control perceptions of others<br />Reputation is a perception of character<br />Image is the view of the organisation held by external stakeholders<br />Identity is the view of the organisation held by internal stakeholders<br />Reputation is the sum total of image and identity<br />
  6. 6. Accounting & Finance<br />Reputation Convergence of Thinking<br />Competitive Advantage<br />Strategy<br />Branding Messaging<br />Valuing Intangibles<br />Marketing<br />Reputation<br />Organisation<br />Social Responsibility<br />Ethics<br />Governance & Risk<br />Human Resources<br />Identity & Culture<br />6<br />
  7. 7. Reputation in a Causal Framework: Predicting Behaviours<br />Money & Hillenbrand (2009)<br />
  8. 8. Money & Hillenbrand (2009)<br />Reputation in a Causal Framework: Making the Business Case<br />
  9. 9. 9<br />The Corporate Personality Scale<br />Agreeableness<br />Warmth, Empathy, Integrity<br />Enterprise<br />Modern, Adventure, Boldness<br />Competence<br />Conscientiousness, Drive, Technology<br />Corporate Personality<br />Chic<br />Elegance, Prestige, Snobbery<br />Ruthlessness<br />Egotism, Dominance<br />Machismo<br />Non-culture, Tough, Rugged<br />Informality<br />Casual, Simple, Easy Going<br />
  10. 10. Harris-Fombrün Reputation Quotient<br />Emotional Appeal<br />Vision <br />& Leadership<br />Products <br />& Services<br />REPUTATION<br />Financial<br />Performance<br />Social <br />Responsibility<br />Workplace<br />Environment<br />10<br />
  11. 11. Rankings Are Not Reputations<br />Most Admired Companies<br />Best Companies To Work For<br />Industry Leaders<br />Best Business Schools<br />Samples <br />Indicators<br /><ul><li>Financial soundness
  12. 12. Use of assets
  13. 13. Investment value
  14. 14. Company results
  15. 15. Quality of products and services
  16. 16. Management
  17. 17. Capacity to innovate
  18. 18. Ability to retain high quality employees
  19. 19. Social environmental responsibility</li></li></ul><li>Management Today, UK’s Most Admired Companies 2009<br />1 ?2 ? 3 ?4 ? 5 ? 6 ? 7 ? 8 ? 9 ? 10 ? <br />
  20. 20. Management Today, UK’s Most Admired Companies 2009<br />1 BSkyB 2 Tesco 3 Johnson Matthey 4 Cadbury 5 GlaxoSmithKline 6 Rolls-Royce 7 BP 8 BG Group 9 Diageo 10 Cobham <br />
  21. 21. 14<br />The SPIRIT™ Model<br />What we found:<br />Awareness is not enough<br />Satisfaction is not enough<br />Its BEHAVIOUR that counts!<br />
  22. 22. DIMENSIONS OF Business Choices<br />Keeping Commitments<br />Listening<br />Informing<br />Material Benefits<br />Non-Material Benefits<br />Lack of Coercion<br />Termination Cost<br />Outside Influences<br />Dimensions of Business Choices: From Research with Stakeholders <br />15<br />
  23. 23. DIMENSIONS OF SUCCESS<br />Retention<br />Extension<br />Advocacy<br />Lack of Subversion<br />Trust<br />Positive Emotions<br />?<br />Dimensions of Success: From Research With Business Leaders<br />16<br />
  24. 24. Stakeholder Performance Indicator (SPI)<br />DIMENSIONS OF Business Choices<br />DIMENSIONS OF SUCCESS<br />Keeping Commitments<br />Retention<br />Listening<br />Extension<br />Informing<br />Advocacy<br />Material Benefits<br />Lack of Subversion<br />Non-Material Benefits<br />Trust<br />Lack of Coercion<br />Positive Emotions<br />Termination Cost<br />?<br />Outside Influences<br />17<br />
  25. 25. 18<br />Linking Business Choices and Success<br />Linking business choices and success<br />Understanding the underpinnings of success<br />Recognising the warning signs<br />Methodology is key: regression and structural equation modelling<br />Reciprocity<br />
  26. 26. DIMENSIONS OF BUSINESS CHOICES<br />DIMENSIONS OF SUCCESS<br />Keeping Commitments<br />Retention<br />Listening<br />Extension<br />Informing<br />Advocacy<br />Material Benefits<br />Lack of Subversion<br />Non-Material Benefits<br />Trust<br />Lack of Coercion<br />Positive Emotions<br />Termination Cost<br />Outside Influences<br />?<br />Stakeholder Performance Indicator and Relationship Improvement Tool (SPIRIT)<br />19<br />
  27. 27. 20<br />Linking Business Choices and Success<br />Practical examples from past and on-going research<br />Building Societies and the Mutuality Question<br />
  28. 28. 21<br />Linking Business Choices and Success<br /> Building Societies and the Mutuality Question<br />
  29. 29. 1. Building Societies and the Mutuality Question<br />BUSINESS CHOICES<br />SUCCESS<br />Success-Challenge<br />Staying Mutual<br />Business Choice<br />What can be done to ensure that members support this strategy?<br />Research Question<br />What drives people to support mutual status?<br />Staying Mutual<br />Keeping Commitments<br />Retention<br />Communi cation<br />Extension<br />Material Benefits<br />Advocacy<br />Non-Material Benefits<br />Lack of Subversion<br />Trust<br />Lack of Coercion<br />Positive Emotions<br />Termination Cost<br />22<br />
  30. 30. 1. Solution: Mutuality Question<br />BUSINESS CHOICES<br />SUCCESS<br />Solution<br />Main Driver: Non-Material Benefits <br />Access to local Branches<br />Service <br />Business Implication<br />Customers: Keep local branches open<br />Employees: Reward staff for staying in branches<br />Non-Material Benefits<br />Staying Mutual<br />Retention<br />Extension<br />Keeping Commitments<br />Advocacy<br />Communi cation<br />Lack of Subversion<br />Material Benefits<br />Trust<br />Lack of Coercion<br />Positive Emotions<br />Termination Cost<br />23<br />
  31. 31. Money & Hillenbrand (2009)<br />Reputation in a Causal Framework: Making the Business Case<br />
  32. 32. Reputation in a Causal Framework:Integrating Approaches<br />
  33. 33. 26<br />Take aways<br /><ul><li>Experience builds reputation
  34. 34. Reputation is linked to behaviours
  35. 35. Reputation with whom? For What and For What Purpose?
  36. 36. Being both Stakeholder and Values Led</li>

×