Reputation has enormous value and is a concern at the board level. 72% of respondents say their board believes reputation has a strong link to financial performance. While metrics are needed to value reputation efforts, proving a direct economic value is difficult. Non-economic KPIs related to performance, people, and influence may be sufficient if there is management buy-in. External agencies can help clients set measurable objectives and quantify reputation impacts.
Organizational Settings in Public RelationsBrett Atwood
Learn more about the structure and relationship of public relations to organizations in the U.S. This slideshow was prepared by Brett Atwood (clinical associate professor at Washington State University).
Learn more about the people who practice PR, as well as the roles that they play in this slideshow from Brett Atwood (clinical associate professor at Washington State University).
North Carolina General Assembly Fiscal Analyst Patrick McHugh, Ph.D., discusses economic incentives and related topics during this Dec. 5, 2013, discussion with the NCACC Economic Development Task Force.
Organizational Settings in Public RelationsBrett Atwood
Learn more about the structure and relationship of public relations to organizations in the U.S. This slideshow was prepared by Brett Atwood (clinical associate professor at Washington State University).
Learn more about the people who practice PR, as well as the roles that they play in this slideshow from Brett Atwood (clinical associate professor at Washington State University).
North Carolina General Assembly Fiscal Analyst Patrick McHugh, Ph.D., discusses economic incentives and related topics during this Dec. 5, 2013, discussion with the NCACC Economic Development Task Force.
Reputation Management is cruecial for corporates. Chief Reputation/communications strategist has to be part of the senior executive management.
Reputation Management can provide Competitive advantage and sustainability to the corporates.
Reputation Management for PR and Communications professionalsJessica Scopacasa
The presentation is based on the Reputation Management
Certificate Program (2017) of the Public Relations Society of
America (PRSA)
Slides include content presented by:
Laura Kane, Chief Communications Officer, PRSA
Anthony Johndrow, CEO, Reputation Economy Advisors
Leslie Gaines-Ross, Chief Reputation Strategist, Weber Shandwick
Leigh Horner, Vice President, Corporate Communications & Corporate Social Responsibility, Hershey
Jim Issokson, Senior Vice President, North American communications, Mastercard
Billy Mann, Partner, Quadrant Strategies
Pamela Gill Alabaster, Senior Vice President, Corporate Communications & Corporate Social
Responsibility, Revlon Inc.
Lisa Ryan, Senior Vice President, Heyman Associates
TR Straub, Senior Vice President, Heyman Associates
Mike Fernandez, CEO, Burson-Marsteller USA
We know people issues are a key strategic pillar of any organisation but the question is how strategic is HR?
Go to http://www.leadershipbydesign.co.nz
for more info
Ellwood Atfield: Key Success Factors for Advocates and Advocacy Teams - Genev...NataliaKurop
Author Mark Dober, Managing Director of Ellwood Atfield's Brussel's, office shares his latest research entitled: ‘Key Success Factors for Advocacy and Advocacy Teams’
Financial adviser businesses are often profitable and stable but commonly small in scale. Their owners want them to grow but they might be stuck - we look at why and explore how to break out of the high income but small business trap.
Randy Harrington blew PowWOW 2014 out of the water with his amazing keynote. He discussed the value of intelligence, opportunity, how me manage our relationships, and even our problem-solving strategies. We loved having Randy join us!
Awards vs. Employee Experience: What Really Makes a Great Workplace?BambooHR
Winning a "Best Place to Work" award might sound like pure HR gold, but an engaged and productive workforce is a much more worthwhile objective.
Join BambooHR’s Director of HR, Cassie Whitlock, and The Predictive Index’s CEO, Mike Zani, as they walk through the foundation and structure of an engagement-lifting workplace.
Regardless of which strategies used by researcher to present their qualitative data, the presentation will result in identifying and acknowledging the multiple perspectives of the participants and researcher and the readers may then consider all perspectives in their interpretation of the research. This Slideshare provides information, strategies and references on how qualitative data could be presented.
Reputation Management is cruecial for corporates. Chief Reputation/communications strategist has to be part of the senior executive management.
Reputation Management can provide Competitive advantage and sustainability to the corporates.
Reputation Management for PR and Communications professionalsJessica Scopacasa
The presentation is based on the Reputation Management
Certificate Program (2017) of the Public Relations Society of
America (PRSA)
Slides include content presented by:
Laura Kane, Chief Communications Officer, PRSA
Anthony Johndrow, CEO, Reputation Economy Advisors
Leslie Gaines-Ross, Chief Reputation Strategist, Weber Shandwick
Leigh Horner, Vice President, Corporate Communications & Corporate Social Responsibility, Hershey
Jim Issokson, Senior Vice President, North American communications, Mastercard
Billy Mann, Partner, Quadrant Strategies
Pamela Gill Alabaster, Senior Vice President, Corporate Communications & Corporate Social
Responsibility, Revlon Inc.
Lisa Ryan, Senior Vice President, Heyman Associates
TR Straub, Senior Vice President, Heyman Associates
Mike Fernandez, CEO, Burson-Marsteller USA
We know people issues are a key strategic pillar of any organisation but the question is how strategic is HR?
Go to http://www.leadershipbydesign.co.nz
for more info
Ellwood Atfield: Key Success Factors for Advocates and Advocacy Teams - Genev...NataliaKurop
Author Mark Dober, Managing Director of Ellwood Atfield's Brussel's, office shares his latest research entitled: ‘Key Success Factors for Advocacy and Advocacy Teams’
Financial adviser businesses are often profitable and stable but commonly small in scale. Their owners want them to grow but they might be stuck - we look at why and explore how to break out of the high income but small business trap.
Randy Harrington blew PowWOW 2014 out of the water with his amazing keynote. He discussed the value of intelligence, opportunity, how me manage our relationships, and even our problem-solving strategies. We loved having Randy join us!
Awards vs. Employee Experience: What Really Makes a Great Workplace?BambooHR
Winning a "Best Place to Work" award might sound like pure HR gold, but an engaged and productive workforce is a much more worthwhile objective.
Join BambooHR’s Director of HR, Cassie Whitlock, and The Predictive Index’s CEO, Mike Zani, as they walk through the foundation and structure of an engagement-lifting workplace.
Regardless of which strategies used by researcher to present their qualitative data, the presentation will result in identifying and acknowledging the multiple perspectives of the participants and researcher and the readers may then consider all perspectives in their interpretation of the research. This Slideshare provides information, strategies and references on how qualitative data could be presented.
2017 ICON Melbourne Forum - Breakout 2: CRISIS AND REPUTATION MANAGEMENTICON
by Darren Behar, SenateSHJ
This session will focus on the latest research into crisis and reputation management, including the latest results from SenateSHJ’s own reputation research of Executive and Board views around Australia.
We will consider a model for staying ahead of the game – and being crisis ready. And we will explore why trust matters as a solid starting point for protecting reputations.
We will also assess the particular challenges of preparing for and managing a crisis as this relates to both traditional and social media.
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
Making the case for comms in your organisationCharityComms
Julie Kangisser, director, Think Communications
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Making the case for comms in your organisationCharityComms
Julie Kangisser, director, Think Communications
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Reputation Consultancy: Taking care of the futureSteve Leigh
We help you to take care of your future by actively managing the asset of reputation.
Our approach provides global reputation measurement and tracking, reputation coaching and creative communication strategies to better influence and manage the perceptions of stakeholders.
This means you achieve sustained success by growing meaningful and long term advantage that is good for you, your business, society and the environment.
Empower your employees to become social championsSiobhan Ward
Your employees are becoming your best marketing asset. Research shows that a person is 3x more likely to trust a post from a company’s employee than the company itself. That means that you have a trusted branding source right at your door.
How can you engage and lead your company’s employees - your most valuable asset in branding your business?
Join our webcast to learn how to:
• Lead a socially engaged team
• Empower your employees to become social champions
• Use social to help grow your business
Empower your employees to become social championsLinkedIn Europe
Your employees are becoming your best marketing asset. Research shows that a person is 3x more likely to trust a post from a company’s employee than the company itself. That means that you have a trusted branding source right at your door.
How can you engage and lead your company’s employees - your most valuable asset in branding your business?
Check out our presentation to learn how to:
• Lead a socially engaged team
• Empower your employees to become social champions
• Use social to help grow your business
Building an opportunity oriented reputation culture.
In order to answer questions about communications professionals’ current understanding of corporate reputation and how to build an organizational culture focused on proactive reputation building, Brunswick Insight, surveyed senior in-house European communications professionals. The results of our study suggest that the most forward-thinking organizations are positioning their entire organization to build reputation proactively.
Employee Engagement when Senior Leadership is the ProblemTalentMap
As an HR Leader or CEO, how do you deal with such a sensitive situation and what can you do to facilitate change?
Norm Baillie-David, SVP of Engagement and a seasoned Executive, who has coached leadership teams over the last 30 years, in this insightful webinar covered:
-How widespread is the issue? Are we alone?
-What is the cost of not acting?
-Which leadership behaviours distinguish the "best from the rest"?
-Broaching the subject – who, when and how to approach?
-What's our role and responsibility as HR leaders?
Building a positive culture in your companyKevin Withane
A positive workplace culture helps foster a strong culture of integrity, which ultimately is good for your people and your bottom line. This presentation looks at the need for psychological safety and trust to build a speak-up culture in your organization.
Corporate Politics - Turning a Negative Into a PositiveDarrin Murriner
This presentation is a summary of Chapter 6 of the book Corporate Bravery. You can learn more about how this chapter fits into the overall approach to eliminating fear-based decision making by visiting www.corporatebravery.com
There’s no doubt that organizations are increasingly reliant on external expertise. And that raises big questions for human resources: How clear is our strategy and philosophy of contingent staffing? How involved is HR in managing external expertise on behalf of their organizations, and how involved should it be? How well does our workforce planning incorporate external experts into a total workforce plan? How well do our systems and policies support our ability to attract the best external talent, and their productivity?
In this spotlight webinar, Norm Smallwood and Jon Younger, authors of “Agile Talent: How to Source and Manage Outside Experts” will deliver insight on how talent leaders can successfully manage, mobilize and maximize the contributions of agile talent.
During this Spotlight webinar, attendees will explore:
-The challenge of agile talent.
-What strategic agile talent management looks like.
-How leaders need to change how they think and act to make the most from this agile workforce.
-The role of HR now, and the implications of an HR strategic approach to agile talent.
Technical skill is important but building great teams requires a lot more than that. This brief breakfast presentation for the Australian Institute of Credit Management shares some of our thoughts and ideas covered in our more extensive workshops
Similar to Presentation of Research Findings, by YouGov’s Oliver Rowe, Director of Reputation, and Jane Carn, Qualitative Director (20)
The PRCA’s Digital PR Report 2013, produced in partnership with The Holmes Report and YouGov, provides a benchmark of how the PR industry is performing with digital communications.
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What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
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Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
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https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Implicitly or explicitly all competing businesses employ a strategy to select a mix
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involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
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Presentation of Research Findings, by YouGov’s Oliver Rowe, Director of Reputation, and Jane Carn, Qualitative Director
1.
2. Can you define „reputation‟?
• broad measure of intangible assets or
standalone element?
• can you get your definition agreed internally?
Can you define „economic contribution‟?
• cash amount or other KPIs?
Can you validly and reliably measure it?
• opinion research
• share price
• econometrics
Now you can
prove the value...
3. “On average, corporate reputation is now accounting for
around 33% of the value of a FTSE100 company.”
Falls to 20% among FTSE250 firms.
“5% improvement in strength of current reputation could
be expected to add close to 2.1% of shareholder value.”
Reputation Dividend, 2012 Dividend Study
Oxford Metrica
“…there is an 80% chance of a [global top 1,000] company losing at least 20% of its
value (over and above the market) in any single month, in a given five-year period.”
Impact of crisis: Winners – gain 10%, Losers – lose 15% of shareholder value.
“It is the first few days following an event that the market makes its judgement…”
4. Jonathan M Karpoff (Prof of Finance, Washington Univ)
“I define reputation as the present value of cash flows earned when an
individual or firm eschews opportunism and performs as promised on
explicit and implicit contracts.”
The value of doing „the right thing‟ comes in improved net cash flow
and lower cost of capital.
“Reputational losses occur when a firm‟s counterparties – that is, its customers,
suppliers, employees, and investors – change the terms by which they are
willing to do business with the firm. Counterparties make such changes when
they believe that the chance of being harmed by a firm‟s opportunistic behaviour
increases…by guarding their interests against the possibility of being cheated,
[counterparties] offer a firm less attractive terms of trade.”
5. • YouGov partnered with PRCA to interview 13 leading
in-house communication directors about the role and
importance of reputation
• Across public/private sector including charities,
membership organisations, financial services,
technology sectors
• Separately, 33 in-house communication managers/
directors were interviewed quantitatively
6. Delivering what is expected...
For reputation to be true and pure
it has to be authentic
(Membership org.)
We do not have a set definition but we want our
company to be trusted and be seen as good
performers, match our rhetoric and deliver
(Public service provider)
7. Reputation…
• Without it the business is nothing
• Gives you a licence to operate, it is hard to earn but it pays great dividends
• Gives you a voice and allows you to sit at the political table
• With reputation comes trust and integrity – with a weak reputation you
don‟t have it
Everything we do is a reputation issue
8. Base: 33 Caution: results from bases <50 should be treated as directional only
Q: Which of the following best represents the approach taken to corporate reputation by your Board of Directors?
9. • Most agree it is their remit to plan both strategic and tactical
reputation management
• Reputation is increasingly higher on the agenda of the board and
management team than in the past – even more so in the future
• Communications teams are trusted to manage reputation more
proactively, particularly as the landscape is increasingly complex
due to social media
It has changed over my career to
boards trusting the PR person, working
in house more. When a crisis happens
they tend to want to take control but
when they see it is a competent team
they are more confident to let them
deal with it (Charity)
Reputation is top of mind as it impacts
the bottom line. I have monthly
meetings with the chief exec. On
reputation (Professional service)
We have total confidence from the
board in how the communications
team manages reputation
10. • Social media has impacted upon the speed that reputation
issues can spread, the reach and also the level of interaction
with customers and stakeholders
• This brings both fears and opportunities – managing it well
can reap reputation rewards, but in a crisis situation news
travels faster than ever
• There was no consistent way of managing social media
activity, but an overall tendency to hold in-house due to
required speed of response and intimate knowledge of the
business – keeping reputation close
• This has impacted on the relationship with external
agencies, as more tasks are managed internally
• Some are concerned/cautious around social media and steer
clear from communicating about company values and CSR
activities as this is “too risky”
It can be hard to combat and
manage…it can be incredibly
dangerous. To manage it well
you need to invest a lot into it
and have dedicated staff.
11. Reputation
Influence
Performance
People
As a charity people
choose to support us
due to our reputation.
If our reputation is
damaged it has a
massive financial
impact on our
operation. (Charity)
We have examples of where a
commissioner has told us that they
have chosen to work with us
because of our reputation and
you have done a good job here,
here and here. (Public Services)
Reputation is very important for people
to listen, it brings credibility – when
we are lobbying people are not going
to listen to us if we don’t have a good
reputation. (Membership Organisation)
Attract and maintain the
best staff. Staff want to feel
proud of their organisation
and thrive in organisations
with a healthy reputation.
12. 24% believe there to be an
extremely strong link
48% believe there to be a
reasonably strong link
6% believe there to be a reasonably
weak link
9% believe there to be no link at all
12% don‟t know
24%
48%
6%
9%
12%
Base: 33 Caution: results from bases <50 should be treated as directional only
Q: How much do you believe your Board of Directors think corporate reputation
is linked to the overall financial performance of your organisation?
13. Index is an average of 6
measures:
• Impression
• Quality
• Value
• Satisfaction
• Advocacy
• Corporate Reputation
Index is a longer-term measure –
it‟s great for looking at whether a
high impact event (which causes
short-term changes in Buzz) affects
a brand‟s equity in the longer term
What’s Index?
*4 week moving average
13/01 – Horsemeat
scandal hit the press
Tesco experienced the biggest hit amongst
the retailers in reputation during the crisis
– yet to fully recover it’s position by the
end of August 2013.
14. • Majority of organisations have some tools for measuring one
or more aspects of reputation
– Sentiment analysis
– Staff barometer
– Customer satisfaction
– Stakeholder surveys
– Qualitative research
• BUT most feel that it is a challenge to prove the impact of reputation on the
bottom line. Most examples are „anecdotal‟ rather than using data to support
Data is an indicative, but it cannot be prescriptive –
you cannot make conclusions from it, you can use
the data to understand perceptions of the
organisation, to inform strategy, understand priorities
15. Expertise Support
You need experts to hold up the mirror
and help us understand and improve
External agencies are excellent in the
time of reputational crisis. They can
ground you and understand how it will
play out. They can hold your hand when
the internal team is in a hail storm
16. External agencies are at a disadvantage
Trust is something you earn, so if they don‟t know the agency that well it is
difficult to have that trust. They want someone in house on top of this.
The industry itself has a questionable
reputation and is bad at communicating
about itself
We are precious about our reputation – they
(external agencies) don‟t have the same
passion or investment in the business
They won‟t know as much as an insider,
they are not as close to the decision
making process
17. Reputation has enormous value: it is a board level concern
and 72% say the board believes it has a strong link to financial
performance.
Metrics must be in place to value your effort and prove the
industry‟s worth.
A hard economic value will always be difficult to isolate but
„loss‟ is a good place to start.
Non-economic KPIs may be sufficient if have management
buy-in (e.g. Barcelona Principles). Think about Performance,
People & Influence. Aim high.
Agencies can have a role in this process, helping clients to set
measureable, economic objectives and then quantify them.