Cumhurbaşkanlığı himayelerinde, İtibar Yönetimi Enstitüsü ve Kadir Has Üniversitesi işbirliğiyle 17–19 Ekim 2012 tarihlerinde İstanbul’da Uluslararası İtibar Yönetimi Konferansı düzenlenmiştir. http://tr.reputationconference.org/

1. Güven Kurumları ve İtibar Yönetimi Oturumu
Dr. Ayten GÖRGÜN SMITH

2. Media and Reputation
Management
Ayten Görgün Smith Ph.D.
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3. Reputation
• R and RM have attracted a great deal of
attention among O’s.
• Corporate Reputation Competitiveness,
Corporate Responsibility, Cultural
Representations, Risk Management,
Measurement.

4. Entity
• Social entity: The result of social evaluation on
a set of criteria.
• Distributed, socially ascribed and collective
belief of a society.
• Contribution of stronger social status and
influence.
• Reliant on contextual features, societal values,
and environmental goals of the target domain.

5. I and Supra I
• It can be everywhere, spontaneous and highly
efficient mechanism.
• Individual and supra-individual. At SI, it
concerns groups, communities, collectives and
abstract social entities. It is fundamental of
social order, based upon distributed,
spontaneous social control.
• R is one of many signals providing information
about the likely behaviour of an individual.

6. Differs
• In human societies, one reputation differs in a
certain contexts.
• South and north faces: The formalization of
different contexts may have different
influences on each others.
• Reputation values for each entity in multi-
context environments.
• Given as the beliefs/opinions: Generally held
about someone/something.

7. Multi headed
• Trust and commitment of a company’s
complete universe of stakeholders-
employees, vendors, customers, partners and
communities.
• People factor and multi headed

8. Ultimation
• Widespread belief: Habit or characteristics.
• There is no exact determination of the
ultimate reputation.
• R is dynamic and changes based on the
person’s behaviour in social processes.
• Improve or damage his/her initial R through
social interactions within the framework of
new context.

9. Corporate Reputation
• It reflects collective views about an
organization or an overall assessment of an
organization by stake holders.
• The collective nature of reputation reflects an
aggregate of views held by multiple
stakeholders about an organization.
• OR is an objective reality for the O
eventhough it is subjectively created by
outside observers.

10. Media
• Media: Information-audio/visual devices.
• Media maelstrom
• Media (land) mine
• Media cornucopia
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11. 6 dimensions
• Organizational’s culture and management
• Its products and services
• Success
• Corporate responsibility
• Public image
• Ability to change and develop

12. Media itself
• Win-win
• Media firms try to build a reputation for truthful
reporting, and consumers’ assessments of the
quality of news source depend on prior beliefs.
• Media firms’ desire to maintain a reputation for
accuracy in reporting.
• Strong connection between subjects’ prior views
and their assessments of information sources.

13. Media Environment
• Media environment, we need to answer basic
questions about how they fit into society.
1. “What are we, as believers in the percepts of
PRs, Advertising, Journalism, Media Entertainment,
to do?
2. What are our obligations?
3. To whom are we accountable?
4. What are the consequences of doing a good job,
or a poor one?
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14. Media Reputation
• This definition captures such key feauters of
reputation as instability, roots in multiple
experiences, and the influences of
environmental factors that an organization
cannot control. It particularly reflects the
nature of reputation as depicted in the media,
which, means record public knowledge and
opinions about firms and influence public
knowledge and opinions about firms.

15. Scenario
• Communications may not ensure that every
scenario will proceed so positively, especially
if massive lay-offs are anticipated.
• Cogent and consistent communications can
help companies can get the deal going on the
right foot by exercising more control over the
transaction environment and public relations.

16. Phenomenon
• Media reputation is a phenomenon, a
collective concept connecting the firm, media
workers, stakeholders, sources of news about
firms, and the readers of news that develops
over time through a complex social process.
• Editor revenue.

17. Dependency
• Dependency on media
• Delibrate, managed and planned information
• The role of PRs in the set of Management of O
social ecology, conceptualisations of OR
through the property of cultural selection.
• Canvassing-spreading the news
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18. Reputation in Media
• Rising polarization and falling trust in the news
media has prompted concerns about the
market’s ability to deliver credible information
to the public.
• A media firm wants to build a reputation as a
provider of accurate information.

19. Reputation in Media
• R as instability, roots in multiple experiences,
and the influences of environmental factors
that an organization cannot control.
• It particularly reflects the nature of reputation
as depicted in the media, which, means record
public knowledge and opinions about firms
and influence public knowledge and opinions
about firms.

20. Ethics
• Doing ethics.
• Matter of choosing between right and
wrong/good or bad.
• Not always black and white-salt and pepper.
• Rainbow gray/We can not resolve them simply
by doing/saying things.
• It deals with decision making-
Good/bad/right/wrong.
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21. Journalism
• Gathering information-Converting into
powerful new stories.
• Communication castle with centuries brickets.
• Press mission-functions
• Should not be there/should not say that
• News values (negativism)
• News writing artchitect
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22. Positive news
• Countering a negative with a positive-
Generally speaking, it is strategically sound to
proactively unveil customer-friendly business
or social responsibility initiatives in tandem
with the merger announcement.
• Positive news is a powerful tool to reinforce
overall confidence in the company’s vision and
minimize concerns assoicated with the
merger.

23. Google
• Media themselves act not only as vehicles for
advertising and mirrors of reality reflecting
firms actions, but also as active agents
shaping information through editorials and
feature articles.
• Google is like an high street.
• Agenda setting.
• Public relations, corporate communications,
corparate affairs, corparate relations: RM

24. Footprints
• More than half of adult internet users say they
have used a search engine to look up their
name and see what information was available
about them online.
• Digital footprints.
• Privacy settings on their profile.

25. Media coverage
• Theoretical propositions about the influence of news
coverage on CR are as follows:
• The greater the amount of media coverage, the greater the
public awareness
• Attributes emphasized in media coverage become
attributes the public uses to define a firm.
• The valence of media coverage, positive or negative, is
reflected in corresponding public perceptions about those
attributes and
• The substantive and affective attributes associated with a
firm in business news coverage prime public attitudes
about that firm. Thus, media coverage helps to shape an
entity’s reputation by estasblishing called media reputation.

26. Crisis
• Well-executed communications/earliest
stages/create a positive framework-generate
goodwil,
• Failure: Can lead to a never-ending game of
catch-up in which the tone of the news and
perception of the transaction are continually
set by other.

27. Silence
• The most effective setting is one that allows a
CEO to demonstrate sincerity and face tough
questions. As the primary goal of damage control
strategies is rebuilding trust and credibility
among internal and external stakeholders, the
willingness to communicate openly and honestly
is a vital first step. Silence in the situations is
definitely not golden.
In absence of communication, every action or
inaction is interpreted as a message and can raise
more questions than it answers.

28. Crisis
• Good reputation is the first line of defense in a
crisis, it should not be thought of as static or
indestructible.
• CR must be proactively and consistently
reinforced through both words and deeds.
• There is a clear path to controlling dangerous,
safeguarding reputation, and increasing the
chances for a positive transaction outcome.

29. Collapse
• The building blocks of the corporate reputation
can collapse in one second.
• Vision and values: A compilation of strategy,
integrity, innovation and consistency.
• Culture, character and commodities: The totality
of products and services, workplace, financials,
management team, and partners.
• Community and thought leadership: A
combination of philanthropy, social responsibility,
and industry/category.

30. Word of mouth
• Positive word of mouth and goodwill for the
company-the true currency of CR.
• CR as critical to achieving business goals and
staying competitive.
• R plays a significant role in driving share value,
influencing consumer decisions, commanding
premium pricing, and attracting and retaining
talent.

31. Syntehiss
• Synthesis of O stakeholder’s collective
opinions and attitudes expressed about the O.
• It is defined as self-descriptors/identity claims
for specifying-most central for the O.
• Enduring and/or most distinctive about the O.
• The role of PRs in the set of Management of O
social ecology, conceptualisations of OR
through the property of cultural selection.

32. Step 1
• Making communications a mission-critical part
of the merger planning and implementation
process.
• An effective communications strategy means
involving communications professionals in the
earliest stages of decisionmaking and allotting
the resources necessary to execute a
comprehensive campaign.

33. Step 2
• Tailoring a multi-platform external
communication strategy with a defined set of
goals and messages that clearly emphasizes the
business proposition behind the transaction.
• Communications positioning for the merger
should dovetail with business objectives,
underscoring the need for early and ongoing
interface btw a company’s financial, legal,
communications advisers.

34. Detailed media plan
• The key element to a successful
communications program, is a detailed media
plan.
• As the universal channel for all stakeholder
groups, the media could be a merger’s best
friend or worst enemy- a force for equalizing
the message to all constituents or
alternatively heaping fuel on the fire of
negative speculation.

35. Media function
• Understanding how the media function is vital to
crafting a strategy.
• The media operate as a pack.
• Setting the direction for content and tone of news
coverage across the country.
• In a scenario, where senior management’s time may be
limited, it is most effective to focus on a ‘lead steer’ in
the mainstream media as well as the trade organs that
cover the company’s specific business sector, ensure
that they hear the news firs, and provide them with
ample access to executives throughout the
announcement phase.

36. Which media
• Another important consideration is determining
which media-e.g., newspapers, TV, e-mails,
newsletters, Internet- are most useful in reaching
various audiences and accounting for the
nuances of the company’s particular industry.
• Identifying and addressing core issues directly
and quickly with clients, investors, vendors,and
community officials should assuage concerns and
make stakeholders less susceptible to external
influences, incorrect pundirtry, and competitive
saying.

37. Step 3
• Because of the importance of employees, there
must be an equally aggresive emphasis on
internal communications.
• High-frequency communications are the key to
successfully disarming an active employee.
• This includes sharing information as soon as
possible regarding what the merger means and,
perhaps more importantly, what it does not
mean, while reinforcing messages through
numerous channels on an ongoing basis.

38. Releases
• Public relations practitioners fundamentally operate as
frame strategies attempting to shape media coverage –
and indirectly, media reputation –through strategic
framing in news subsidies like releases.
• A framing entails selecting and highlighting some facets
of events or issues, and making connections among
them so as to promote a particular interpretation,
evaluation, and/or solution.
• However, this type of active framing also shares media
space with less predictable or controlled depictions.

39. Antidote
• Event the most strategic and substantive
communications program will not resonate or
achieve its desired results if employees and
management aren not preaching from the
same pulpit.
• Open lines of sincere, forthright
communication directly from the top
engender trust and serve as the antidote, and
the essence of CR.

40. Teambuilding
• A clearly outlined vision of benefits associated
with the merger fosters a sense of organizational
unity and helps employees vest in the future of
the new company.
• The concept of teambuilding within a merger
context is particularly crucial, because the media
can promote a sense of divisiveness by harping
on the often sizeable individiual compensation
packages of top executives while offering
sometimes ill-advised assumptions about
company-wide job security.

41. Monitor media
• The only way to truly assess the eficacy of and
make necessary adjustments to a
communicatinos program is through
benchmarking and measurement.
• A company should regularly monitor media
coverage, investor attitudes, customer
opinions, and employee feedback and fine-
tune the message whenever it appears the
desired messages are not going through.

42. News travel
• The following principles of issues management
are designed to restore trust and minimize
damage to reputation:
• Leveraging the media: In an era when news
travels fast, the media represents a powerful
force to get company positioning and messaging
across quickly.
• There are several possible ways to use the media,
including news conferences, one-in-one
interviews, op-ed articles, and press statements.

43. Media coverage
• Broad media coverage of key influence group
support will trickle down to all stakeholders,
potentially allaying some fears and casting the
transaction in a more positive light.
• Ensuring a solid integration process – The best
way to minimize damage to brand and
executive reputation in the long term is
through a thoughtful and systematic
integration process.

44. Human dynamic
• Developing a contingency plan.
• Managing the human dynamic is important.
• Misinformation and speculation among a
company’s key constituencies, first and
foremost employees, impedes sales and
productivity, tarnishes reputation, and
threatens the viability of the combination.

45. Multi-perspective
• The production of media reputation through
the interaction of multi-perspectives –public
relations output, media news values, type of
events.
• This concept of media reputation is apt to be
more disorderly and diffuse than strategic and
targeted, a collective concept connecting the
firm, media workers, stakeholders, sources of
news about firms, and the readers of news.