Tesis Corporate Excellence
The concept of corporate image has had critical influence in the evolution of methodologies for measuring reputation. More than 40% of dimensions and attributes are directly linked to this concept, leading to an underestimation of the impact of corporate identity on the reputation.
The doctoral thesis titled Creating a New Multistakeholder Methodology for Measuring Corporate Reputation analyses dimensions and attributes, or variables that constitute the main existing methodologies: Fortune AMAC, Fortune WMAC, Merco, Corporate Reputation Quotient (CRQ) and RepTrak, in an attempt to create a new methodology and determine the weight of both concepts โ identity and image
The authors of the book Dircom: Comunicar para transformar (CCO, Communicate to Transform), professors and researchers Pilar Buil and Pablo Medina, from the University of Navarra, wonder which strategies are the best to be successful on the long term considering intangible assets such as reputation. Thus, companies need to do things right and then tell about it to be able to consider the perceptions of their stakeholders.
It is also important to try to raise the communication discourse and include it in the agenda of the senior management because it needs to be long-term oriented and sustainable. In this book, Buil and Medina analyse the situation and offer a communication foresight based on interviews with CCOs from some of the biggest Spanish companies (Banco Santander, Repsol, Gas Natural Fenosa, Acciona, Inditex, CaixaBank, Mercadona, Telefรณnica and Mutua Madrileรฑa).
It addresses important issues such as internal communication, circles of trust, reputation rankings or communication goals in this new context.
The role of the Corporate Communication Director or Chief Communications Officer is gaining more weight in organisations, combining various strategic functions from managing some key intangibles, such as brand and reputation, to communication
Marketing is not effective and no longer yields expected results, advertising has become trite and ineffective, traditional public relations fail to reach new audiences and digital communities, communication tools used by companies in the past lost a good part of their capacity to generate value and are no longer useful for companies because the rules of the game have changed.
This document was prepared by Corporate Excellence โ Centre for Reputation Leadership and contains references, among other sources, to the statements made by Joan Costa, an expert on communication, design, sociology, profesor of the University of Mexico and a member of the Corporate Excellence Board, during the panel discussion titled โCommunication Innovations in Business and the Mass Mediaโ, organised at the Faculty of Information Sciences, Complutense University in Madrid, on April 10, 2012, and his book โEl Dircom hoyโ (Communications Director Today) published by CPC Editor.
Branding evolved from the focus on the visual design, logos, symbols, colours and fonts to a broader concept, where strategy plays a fundamental role. Brands became the drivers of differentiation and reputation and a key action tool.
Brands are essential for establishing relations between companies and their stakeholders. They generate links and create connections, which enable companies to obtain support, trust and cooperation of their stakeholders and thus create value and become the cornerstones of the business strategy.
Traditional communication is giving way to innovative approaches and tools that are shaping a new kind of communication focused on people.
Corporate communication is transforming into a dialogue that promotes listening and learning due to the social changes accelerated by new technologies, stakeholdersโ extensive experience of relations with companies, globalization and the opening of different markets.
Communication and reputation management are based currently on a positive promotion and need to be open to share its business experience, culture and projects. Now the aim is to create real connections and achieve explicit support by upholding causes that go beyond purely business and economic goals.
According to Interbrand, brand accounts for 38% of a companyโs total value and it is important ton consider it as a key element that forms commitment and long-term attachment by stakeholders.
There are ten dimensions determine a brandโs strength and its position in the market and the society: relevance, authenticity, accessibility, differentiation, consistency, exposure, clarity, commitment, responsiveness and protection.
Companies need to understand that brands can transform and improve societies. But in order to achieve this level, organizations need to behave seriously, coherently and ethically to improve their reputational profile in the eyes of the society and their stakeholders.
To better understand how this affects communication, this document explains the case of Nestlรฉ: Several years ago some brand attributes of the company started deteriorating because they were associated with some burning international problems, such as child labour and fair trade. This delivered a blow to the companyโs reputation and urged the company to strengthen its leadership in the area, reinstating its positive and ethical association with nutrition.
Besides, the role of the Communications Director is acquiring increasingly strategic and holistic perspective which in practice means the following: more globalization and responsibility, more listening and transparency, more coordination and reputation, more development and adaptation.
Communication in its traditional form is no longer useful. Pure communication is not able to create a link with the stakeholders and influence the society. In order to achieve it, companies simply have to do what they say rather than talk about what they will do in future. Intangible assets, especially identity and reputation, allow companies to align the discourse and the project in a mutually beneficial dialogue. Values should not only be stated, but also practiced in everyday activities.
Thesis Corporate Excellence
The image of Spain, generated and maintained by the most influential business periodicals in the world, has suffered a progressive and profound setback during the last several years. Such is the conclusion of the author of The Image of Spain in the Leading Economic Periodicals PhD thesis, which analyses around 1,300 articles about Spain published in The Wall Street Journal and The Financial Times in 2007, 2008, 2009 and 2010.
If in the end of 2007 Spain projected an image of an attractive, dynamic and solvent country, largely due to the dynamic activity of its enterprises abroad, in the following years the perception changed radically, and according to the author, the evaluation of Spain today may be labelled as unfavourable.
Thus the image of Spain has suffered a profound setback which may accelerate in the medium term. However, despite this general deterioration of the image, Spanish companies such as Banco Santander, BBVA, Telefรณnica and Iberia have managed to distance themselves from the negative image of the country and have been given neutral or positive treatment by the two analysed periodicals
Corporate Excellence - Centre for Reputation Leadership ha organizado una conferencia para el prรณximo 30 de enero que contarรก con la participaciรณn del acadรฉmico Cees van Riel, profesor de Comunicaciรณn Corporativa en la Rotterdam School of Management y vicepresidente de Reputation Institute.
El acto se desarrollarรก en el Auditorio de ESADE. En el acto presentaremos una investigaciรณn muy relevante sobre los factores de รฉxito que marcarรกn el futuro de los Directores de Comunicaciรณn.
Se trata de una investigaciรณn internacional en la que han participado 117 Directores de Comunicaciรณn de las empresas mรกs reputadas de Estados Unidos, Reino Unido, Alemania, Francia, Espaรฑa, Italia, Paรญses Bajos, y paรญses relevantes de Amรฉrica Latina, como Brasil, Mรฉxico, y Chile.
Las plazas son limitadas por lo que te animamos a que reserves la fecha en tu agenda y contactes lo antes posible con Marina Fernรกndez (marina.fernandez@corporateexcellence.org) para garantizar tu plaza.
Cases Corporate Excellence
What is key for making social activity an important element in developing a CSR policy? How can these policies be aligned with business objectives? How can one differentiate social activity from pure marketing or sponsorship?
In the recent debate, it seems that those are right who believe that the objective of CSR is risk management and creating opportunities in the social, economic, environmental and labour dimensions of the enterprises. But if this management is being developed only as a function of a companyโs interests with the objective to improve its performance and financial results, it may help to achieve management excellence, but will not make the company a socially responsible actor. In order to be recognized as a socially responsible company, itโs important to take into account not only internal benefits, but also the benefits of various stakeholders, especially the benefits of the society itself.
These observations are especially important in the context of an increased activity of foundations pertaining to different companies
The authors of the book Dircom: Comunicar para transformar (CCO, Communicate to Transform), professors and researchers Pilar Buil and Pablo Medina, from the University of Navarra, wonder which strategies are the best to be successful on the long term considering intangible assets such as reputation. Thus, companies need to do things right and then tell about it to be able to consider the perceptions of their stakeholders.
It is also important to try to raise the communication discourse and include it in the agenda of the senior management because it needs to be long-term oriented and sustainable. In this book, Buil and Medina analyse the situation and offer a communication foresight based on interviews with CCOs from some of the biggest Spanish companies (Banco Santander, Repsol, Gas Natural Fenosa, Acciona, Inditex, CaixaBank, Mercadona, Telefรณnica and Mutua Madrileรฑa).
It addresses important issues such as internal communication, circles of trust, reputation rankings or communication goals in this new context.
The role of the Corporate Communication Director or Chief Communications Officer is gaining more weight in organisations, combining various strategic functions from managing some key intangibles, such as brand and reputation, to communication
Marketing is not effective and no longer yields expected results, advertising has become trite and ineffective, traditional public relations fail to reach new audiences and digital communities, communication tools used by companies in the past lost a good part of their capacity to generate value and are no longer useful for companies because the rules of the game have changed.
This document was prepared by Corporate Excellence โ Centre for Reputation Leadership and contains references, among other sources, to the statements made by Joan Costa, an expert on communication, design, sociology, profesor of the University of Mexico and a member of the Corporate Excellence Board, during the panel discussion titled โCommunication Innovations in Business and the Mass Mediaโ, organised at the Faculty of Information Sciences, Complutense University in Madrid, on April 10, 2012, and his book โEl Dircom hoyโ (Communications Director Today) published by CPC Editor.
Branding evolved from the focus on the visual design, logos, symbols, colours and fonts to a broader concept, where strategy plays a fundamental role. Brands became the drivers of differentiation and reputation and a key action tool.
Brands are essential for establishing relations between companies and their stakeholders. They generate links and create connections, which enable companies to obtain support, trust and cooperation of their stakeholders and thus create value and become the cornerstones of the business strategy.
Traditional communication is giving way to innovative approaches and tools that are shaping a new kind of communication focused on people.
Corporate communication is transforming into a dialogue that promotes listening and learning due to the social changes accelerated by new technologies, stakeholdersโ extensive experience of relations with companies, globalization and the opening of different markets.
Communication and reputation management are based currently on a positive promotion and need to be open to share its business experience, culture and projects. Now the aim is to create real connections and achieve explicit support by upholding causes that go beyond purely business and economic goals.
According to Interbrand, brand accounts for 38% of a companyโs total value and it is important ton consider it as a key element that forms commitment and long-term attachment by stakeholders.
There are ten dimensions determine a brandโs strength and its position in the market and the society: relevance, authenticity, accessibility, differentiation, consistency, exposure, clarity, commitment, responsiveness and protection.
Companies need to understand that brands can transform and improve societies. But in order to achieve this level, organizations need to behave seriously, coherently and ethically to improve their reputational profile in the eyes of the society and their stakeholders.
To better understand how this affects communication, this document explains the case of Nestlรฉ: Several years ago some brand attributes of the company started deteriorating because they were associated with some burning international problems, such as child labour and fair trade. This delivered a blow to the companyโs reputation and urged the company to strengthen its leadership in the area, reinstating its positive and ethical association with nutrition.
Besides, the role of the Communications Director is acquiring increasingly strategic and holistic perspective which in practice means the following: more globalization and responsibility, more listening and transparency, more coordination and reputation, more development and adaptation.
Communication in its traditional form is no longer useful. Pure communication is not able to create a link with the stakeholders and influence the society. In order to achieve it, companies simply have to do what they say rather than talk about what they will do in future. Intangible assets, especially identity and reputation, allow companies to align the discourse and the project in a mutually beneficial dialogue. Values should not only be stated, but also practiced in everyday activities.
Thesis Corporate Excellence
The image of Spain, generated and maintained by the most influential business periodicals in the world, has suffered a progressive and profound setback during the last several years. Such is the conclusion of the author of The Image of Spain in the Leading Economic Periodicals PhD thesis, which analyses around 1,300 articles about Spain published in The Wall Street Journal and The Financial Times in 2007, 2008, 2009 and 2010.
If in the end of 2007 Spain projected an image of an attractive, dynamic and solvent country, largely due to the dynamic activity of its enterprises abroad, in the following years the perception changed radically, and according to the author, the evaluation of Spain today may be labelled as unfavourable.
Thus the image of Spain has suffered a profound setback which may accelerate in the medium term. However, despite this general deterioration of the image, Spanish companies such as Banco Santander, BBVA, Telefรณnica and Iberia have managed to distance themselves from the negative image of the country and have been given neutral or positive treatment by the two analysed periodicals
Corporate Excellence - Centre for Reputation Leadership ha organizado una conferencia para el prรณximo 30 de enero que contarรก con la participaciรณn del acadรฉmico Cees van Riel, profesor de Comunicaciรณn Corporativa en la Rotterdam School of Management y vicepresidente de Reputation Institute.
El acto se desarrollarรก en el Auditorio de ESADE. En el acto presentaremos una investigaciรณn muy relevante sobre los factores de รฉxito que marcarรกn el futuro de los Directores de Comunicaciรณn.
Se trata de una investigaciรณn internacional en la que han participado 117 Directores de Comunicaciรณn de las empresas mรกs reputadas de Estados Unidos, Reino Unido, Alemania, Francia, Espaรฑa, Italia, Paรญses Bajos, y paรญses relevantes de Amรฉrica Latina, como Brasil, Mรฉxico, y Chile.
Las plazas son limitadas por lo que te animamos a que reserves la fecha en tu agenda y contactes lo antes posible con Marina Fernรกndez (marina.fernandez@corporateexcellence.org) para garantizar tu plaza.
Cases Corporate Excellence
What is key for making social activity an important element in developing a CSR policy? How can these policies be aligned with business objectives? How can one differentiate social activity from pure marketing or sponsorship?
In the recent debate, it seems that those are right who believe that the objective of CSR is risk management and creating opportunities in the social, economic, environmental and labour dimensions of the enterprises. But if this management is being developed only as a function of a companyโs interests with the objective to improve its performance and financial results, it may help to achieve management excellence, but will not make the company a socially responsible actor. In order to be recognized as a socially responsible company, itโs important to take into account not only internal benefits, but also the benefits of various stakeholders, especially the benefits of the society itself.
These observations are especially important in the context of an increased activity of foundations pertaining to different companies
As the old saying goes, if you donโt communicate, you donโt exist. Today, inorder to bring this idea up-to-date, we may say that we donโt exist if we donโt communicate internationally. Internationalization as well as the digital world and management of risks associated with these environments, are fundamental for a new communication that professionals are facing today.
This document was prepared by Corporate Excellence โ Centre for Reputation Leadership and contains references to the 2013 European Communication Monitor, drawn up by the European Public Relations Education and Research Association (Euprera), the European Association of Communication Directors (EACD), and sponsored by Ketchum-Pleon.
Communication and technology are proving to be the true engines for progress nowadays. Today, the big challenge for companies is to understand and manage their context.
Thus, the figure of influencers is essential for companies, who consider them as a basic active for brands because of their ability to influence through the new digital channels.
It is also important to understand that this new context promotes communication models based on the contents, corporate values or business ethics. Storytelling is, in this sense, an important element that helps audiences establish their view of reality, generate human emotions associated to the brand and in consequence create feedback as feelings, which favour the consumersโ engagement.
In this context, employee alignment is fundamental for any company. It is also very positive to have clearly defined mission, vision, and values. Working atmosphere is also important as it impacts on business outcomes and helps a company to gain a better reputation among its key stakeholders. It is essential to promote innovation and a values-oriented leadership.
This new upcoming landscape is based on the speed at which change overcomes, and a large volume of available, varied information. These three axes unveil a business management model in tune with the times and in a decidedly technological environment. Consequently, Big Data has transformed the world as we knew it, turning users into content managers. Besides, the new technological context and the arrival of Big Data have also had important consequences in the IT field. Besides, the new technological context and the arrival of Big Data has also had important consequences in the IT field.
Listening to the public is the governmentโs juridical responsibility and all management must display an integrating attitude, organising and managing the large volumes of available information that is within our reach. Technologic development becomes a useful tool to measure, evaluate and control the different scenarios that can arise in business but which, at the same time, current circumstances demand a very person-oriented focus.
Under this framework, companies need to bear in mind the important role employees play, vouching for their business project and their companyโs competitiveness within the market.
The phenomenon of brands has transformed the economy and peopleโs way of life all around the world. Brands constitute part of both the economic dimension (as a business tool) and the social dimension (as a sociological phenomenon) and have the power to change them.
Martin Kornberger, Professor at the Copenhagen Business School, in his book โBrand Societyโ defends that brands are used to obtain immediate economic returns rather than to transform the society and peopleโs lives that in turn would lead to economic results and itโs time to change the situation and try to establish close and well-coordinated relations between producers and consumers.
Nowadays, brands represent a new form of organising production and managing consumption and are transcending their habitual domain (organisation) and stretch the borders of influence. They should conform to a formula that combines magic and logic, this is, brands need to provide solutions for improving our lives and at the same time leave impressions in our lives.
The monopoly of businesses for instituting organisation and production is giving way to creativity of communities and social networks. Boundaries between the internal and external are disappearing, enabling greater interaction between stakeholders. Organisational culture is changing towards lower fragmentation and fewer internal divisions. Management is no longer governed by the ideas of authority and control, and includes more elements of autonomy and cooperation.
Regarding this aspect, brands challenge the traditional identity of companies, their capacity to innovate and their organisational culture by putting them in touch with new realities and needs and helping them to understand the changes in the society, economy and capitalism.
Capitalism used to be cold, rational and mechanical. Brands, on the contrary, encourage companies to be more approachable, emotional and organic and drive management through identity, values and life style and act as a link between business and culture that has been missing up until now,
Expectations of stakeholders, and customers in particular, have grown in what concerns design. Ikea, Apple, Google or Starbucks are some of the companies that have understood how to effectively associate the design with their brands and have understood that now brands have to express beauty and be beautiful.
To conclude, Kornberger explains the way psychology, sociology and economy converge; they
transform the way people live and consume as well as the way companies produce goods.
There is no doubt about the importance of brand, and yet more research is needed in the area in order to enable brands accomplish their mission: combine the social and economic dimensions in order to create value.
Profits for a company are like red blood cells for people, but are profits the only thing that matters? Life needs other motivation reasons that would inspire stakeholders to trust and love those companies that have a superior life purpose that determines their behaviour.
This document was prepared by Corporate Excellence โ Centre for Reputation Leadership, and contains references to Conscious Capitalism by John Mackey, Co-CEO of Whole Food Market, and Raj Sisodia published by Harvard Business Review Press in 2013.
Los analistas e inversores utilizan un gran nรบmero de indicadores e รญndices cada vez mรกs complejos para tomar decisiones en materia de inversiรณn. En este sentido, han proliferado distintos รญndices de sostenibilidad, de diferente naturaleza y con distintos objetivos y mecanismos de evaluaciรณn (tales como el Dow Jones Sustainability Index, FTSE4 Good, MSCI Index, Goldman Sachs GS Sustain, Carbon Disclousure Project, Sustainalytics, entre otros). En este contexto existe una clara necesidad, por parte de las empresas, de disponer de metodologรญas y herramientas que faciliten el tratamiento y gestiรณn de la informaciรณn publicada por los principales Analistas de Sostenibilidad. Informaciรณn que es relevante para la empresa y que afecta a la toma de decisiones por parte de los inversores a la hora de operar en el mercado.
El รndice Sintรฉtico de Sostenibilidad, una iniciativa de BBVA y PwC, responde a esta necesidad.
This document analyses the role of the social media in communications about a companyโs innovations, identifies the most important tools that facilitate this communication and suggests how can innovation generate value for a brand, wondering what is the effective way of identifying innovation assets of a company from the viewpoint of communication.
In Spain reference models in social and professional terms are about search for secure employment in public administrations and large companies. Media in Spain pay less attention to entrepreneurship (especially when it comes to new companies or start-ups)
In order to achieve significant changes in this issue, it is necessary to change the existing paradigm and be able to transform information into knowledge.
This change implies stimulation of entrepreneurship and innovation at the family, school and public levels apart from the corporate level; emphasize close relationship between large, medium and small companies as well as the public and private sectors; provide incentives and financial support for news media that report about innovation; promote traditional and digital journalism specializing in these themes.
Objectives and strategy are the key starting points for planning communication that should conform to the general communication policy of the company. Once this is set, the rest of the key elements are related to creativity and implementation.
Thus innovation objectives should be linked to the companyโs strategy and all departments should actively participate in the process of innovation, removing traditional divisional barriers.
Storytelling is vital at the initial stage, and acts as a focal point that determines the rest of communication and content generation tools through platforms developed for co-creation with customers, face-to-face meetings, etc.
In all these media and channels, it is important to control all messages at all stages of the innovation value chain, aligning them with the character of the company and its values, especially those related to transparency, sincerity, the skills to be faster than competitors and be able to keep track of investments.
Managing information and sharing knowledge are key elements for any internal communication policy, and their importance increases when it comes to facilitating innovation and doing it openly, in conjunction with external professionals.
In the world of Internet communication, content is key. But it is also necessary to identify the messages of this content or to know what media and channels are adequate for communications about innovation.
Estudio elaborador por el Instituto Korn/Ferry sobre la figura del Chief Communications Officer a partir de una encuesta global a los principales directivos de las compaรฑรญas de Fortune 500
Documento elaborado por Corporate Excellence - Centre for Reputation Leadership citando, entre otras fuentes, la obra Brand Psychology
escrita por Jonathan Gabay, consultor y profesor britรกnico experto en Marca, Reputaciรณn y Comunicaciรณn, y publicada por Kogan Page en 2015.
This document was developed by Corporate Excellence โ Centre for Reputation Leadership and among other sources contains references to
the book Brand Psychology written by Jonathan Gabay, British lecturer and expert in Brand, Reputation and Communication and published by Kogan Page in 2015.
Companies and institutions want to gain external credibility, but this is not possiblewithout achieving first internal credibility, without being coherent and consistent inregard to what is done inside and what is demonstrated outside. The goal is clear: ifreputation is contrasted with prescription, employees have to be the first defenders.
Due to the impact of the crisis in many Westerncountries, the benchmark for some companies thatwere unique in recognition because of its ability togenerate attraction and fidelity of talent has significantlydropped. The feeling of many employees ashostages in an unwanted situation, or the workersdismissal leads to rethink some of the bases onwhich people managing is based in organizations,according to the director of HR Reale Seguros,Alfredo Nรบรฑez.
This document was prepared by Corporate Excellence โ Centre for Repuation Leadership and contains references, among other sources, to the statements made by Pepa Rodrรญguez, Corporate Communications Manager of British American Tobacco), to Marina Gonzalez,Internal Communication Officer of Endesa, Conchita Gassรณ, Familiy Office of GAES, by Susana Gรณmez, Human Resources Director,Kellogg Iberia and Alfredo Nรบรฑez Director of HR Reale Seguros during the 32th Conference on Internal Communication Stewards heldby Instituto de Empresa and Corresponsables in Madrid on September 20, 2012.
Traditional institutions are undergoing a crisis of leadership as a result of reputational rows. Only one out of five people polled internationally for the Trust Barometer report carried out by Edelman every year believe that a business leader or a politician say the truth when facing a sensitive situation.
Alan Van der Molen, Edelmanโs Global Vice President, believes that these data clearly reflect that while trust in institutions โ companies and governments โ is low, it is even lower with respect to those people who manage and represent these institutions: in the case of politicians and governments the difference is 28 ppt. That is why leaders are advised to change their leadership style and introduce more open, participative and inclusive elements in their leadership behaviour, thus encouraging dialogue, transparency and awareness of the opinions of different stakeholder groups.
This document was prepared by Corporate Excellence โ Centre for Reputation Leadership and contains references to the statements of Alan Van der Molen, Edelmanโs Global Vice President, รngel Alloza, CEO of Corporate Excellence, Alberto Andreu, Telefรณnicaโs Director for Corporate Reputation, Institutional Relations and Social Innovations, Alberto Artero, Director of Elconfidencial.com, and Ana Sainz, General Director of Seres Foundatio, made during the presentation of 2013 Edelman Trust Barometer 2013 held in Madrid.
The processes of brand creation, development and positioning have changed a lot due to the changes in the environment. At the same time, the public and stakeholders grow increasingly diverse, active and omnipresent and there are more channels that people use to access information and interact. In this context, the most important challenge is to find the right meeting point between the brand and the stakeholder.
Companies need to better understand their stakeholders and break them down into groups to be able to adapt their messages and create a conversation. In the search for improved communication with their stakeholders, organizations sooner or later realize that the most efficient and optimal way of transmitting messages is the new approach that came to be known as โbrand journalismโ.
Brand journalism is defined as creation of a companyโs own information channels which help to establish a personal and direct contact with the stakeholders and even turn them from passive recipients of information into active interlocutors. This means that traditional media is losing their grip and turn into intermediaries when it comes to transmission of messages and informing stakeholders about issues related to organizations.
Companies have turned into a new communication medium and the main challenge for them is to ensure reliable and transparent communication and contents that are valuable for their stakeholders so they feel encouraged to voluntarily share them with their friends, family members and all persons and institutions they are linked to.
Since we are immersed in the economy of attention, content should add value and differentiate the company. Many companies are now co-creating content with their audiences. This helps to make the content truly relevant and turns stakeholders into a medium of their own.
Brand journalism is different from marketing, advertising and propaganda regarding format, content and goals. Brand journalism seeks to grow intangible assets such as exposure, reputation and branding. Positive perception of the company by the public then naturally leads to an increase in sales.
There are good examples to better understand brand journalism such as Red Bull's Stratos project with Felix Baumgartner jumping from the stratosphere, or the agreement between Unilever and The Guardian.
While the mass media industry is going through a severe crisis and a deep transformation, new links, mergers and business models and being formed between journalism and brands. Thus, using brand journalism to communicate with the company's stakeholders represents a great potential and offers new opportunities and benefits.
Llorente & Cuenca published a report titled Brand Journalism and Corporate Reputation, which highlights the ambiguities and challenges associated with these concepts. The report breaks its analysis of brand journalism down into six hypotheses explained in the full document.
Reputation is probably the most important asset owned by a company, and not only because it attracts and retains the best resources, but also because it leverages the value of the companyโs unique character and identity by showing how well the company manages to align its external perception with the internal reality.
This document was prepared by Corporate Excellence and among other sources contains references to Corporate Reputation and Competitiveness by Gary Davies and Rosa Chun, Professors at the University of Manchester (the UK) and the IMD Business School (Switzerland), respectively, and published by Routledge in 2003.
Corporate Reputation Review,Vol. 10, No. 4, pp. 261โ277ยฉ 2.docxfaithxdunce63732
ย
Corporate Reputation Review,
Vol. 10, No. 4, pp. 261โ277
ยฉ 2007 Palgrave Macmillan Ltd,
1363-3589 $30.00
Corporate Reputation Review Volume 10 Number 4
261www.palgrave-journals.com/crr
ABSTRACT
The need to investigate the link between rep-
utation and responsibility is well established.
This paper answers calls to conduct this com-
parison from a stakeholder perspective. In so
doing a literature review identified models of
reputation that engage with stakeholders from
their inception to measurement, while no such
models of corporate responsibility were found.
A qualitative study to conceptualize responsi-
bility from the perspective of stakeholders was
then conducted. Following this, a formal com-
parison between this conceptualization and
that of reputation models is undertaken. The
results suggest that there is considerable simi-
larity between the concepts of responsibility
and reputation. Implications may include the
use of reputation models as potential measures
for many of the aspects conceptualized as
responsibility. Questions about the causal
relationship between the two concepts are also
discussed.
Corporate Reputation Review (2007) 10, 261 โ 277.
doi: 10.1057/palgrave.crr.1550057
KEYWORDS: corporate reputation ; corporate
responsibility ; stakeholders
INTRODUCTION
In recent years, practitioners and academics
have become increasingly interested in rep-
utation and how it relates to other concepts
such as responsibility (eg Brammer and
Pavelin, 2006 ; Fombrun, 2005 ; Andriof and
Waddock, 2002 ). In part, this is because ele-
ments of responsibility have been viewed as
key drivers of reputation. Antecedents of
a good reputation have been suggested
to include embracing CSR standards
( Fombrun, 2005 ), philanthropic giving
( Brammer and Millington, 2005 ) and the
development of trusting relationships with
stakeholders ( MacMillan et al ., 2004 ;
Waddock, 2002 ; Jones, 1995 ).
On the other hand, some theorists suggest
that rather than being an antecedent of rep-
utation, issues relating to the responsibilities
of a business are key attributes in terms of
which an organization โ s reputation is judged.
Schnietz and Epstein (2005) , for example,
identify social responsibility as a key dimen-
sion of reputation; Tucker and Melewar
(2005) see social responsibility as a critical
element of reputation relevant to crisis man-
agement and Lindgreen and Swaen (2005)
Corporate Responsibility and Corporate
Reputation: Two Separate Concepts
or Two Sides of the Same Coin?
Carola Hillenbrand
The John Madejski Centre for Reputation, School of Reputation and
Relationships, Henley Management College , Greenlands,
Henley-on-Thames, Oxon , UK
Kevin Money
The John Madejski Centre for Reputation, School of Reputation and
Relationships, Henley Management College , Greenlands,
Henley-on-Tham.
A corporate brand is used not only to ensure the application of business strategy but also to design it. Brands are increasingly becoming cultures, manners of seeing life and ways of doing things that have to be shared with customers, although they first have to be cultures created and defended by employees.
There are still companies today that have yet to apply strategic management to their corporate brand, despite there being more and more companies, even in the mass commodity sector, that are beginning to use it as backing for their commercial brands. This approach to management ensures, on the one hand, the conveyance of meaning between the two and, on the other, the contribution the companyโs own corporate reputation makes to product brands.
This document has been prepared by Corporate Excellence โ Centre for Reputation Leadership based on the book Taking Brand Initiative: How Companies Can Align Strategy, Culture, and Identity Through Corporate Branding by Majken Schultz and Mary Jo Hatch.
As the old saying goes, if you donโt communicate, you donโt exist. Today, inorder to bring this idea up-to-date, we may say that we donโt exist if we donโt communicate internationally. Internationalization as well as the digital world and management of risks associated with these environments, are fundamental for a new communication that professionals are facing today.
This document was prepared by Corporate Excellence โ Centre for Reputation Leadership and contains references to the 2013 European Communication Monitor, drawn up by the European Public Relations Education and Research Association (Euprera), the European Association of Communication Directors (EACD), and sponsored by Ketchum-Pleon.
Communication and technology are proving to be the true engines for progress nowadays. Today, the big challenge for companies is to understand and manage their context.
Thus, the figure of influencers is essential for companies, who consider them as a basic active for brands because of their ability to influence through the new digital channels.
It is also important to understand that this new context promotes communication models based on the contents, corporate values or business ethics. Storytelling is, in this sense, an important element that helps audiences establish their view of reality, generate human emotions associated to the brand and in consequence create feedback as feelings, which favour the consumersโ engagement.
In this context, employee alignment is fundamental for any company. It is also very positive to have clearly defined mission, vision, and values. Working atmosphere is also important as it impacts on business outcomes and helps a company to gain a better reputation among its key stakeholders. It is essential to promote innovation and a values-oriented leadership.
This new upcoming landscape is based on the speed at which change overcomes, and a large volume of available, varied information. These three axes unveil a business management model in tune with the times and in a decidedly technological environment. Consequently, Big Data has transformed the world as we knew it, turning users into content managers. Besides, the new technological context and the arrival of Big Data have also had important consequences in the IT field. Besides, the new technological context and the arrival of Big Data has also had important consequences in the IT field.
Listening to the public is the governmentโs juridical responsibility and all management must display an integrating attitude, organising and managing the large volumes of available information that is within our reach. Technologic development becomes a useful tool to measure, evaluate and control the different scenarios that can arise in business but which, at the same time, current circumstances demand a very person-oriented focus.
Under this framework, companies need to bear in mind the important role employees play, vouching for their business project and their companyโs competitiveness within the market.
The phenomenon of brands has transformed the economy and peopleโs way of life all around the world. Brands constitute part of both the economic dimension (as a business tool) and the social dimension (as a sociological phenomenon) and have the power to change them.
Martin Kornberger, Professor at the Copenhagen Business School, in his book โBrand Societyโ defends that brands are used to obtain immediate economic returns rather than to transform the society and peopleโs lives that in turn would lead to economic results and itโs time to change the situation and try to establish close and well-coordinated relations between producers and consumers.
Nowadays, brands represent a new form of organising production and managing consumption and are transcending their habitual domain (organisation) and stretch the borders of influence. They should conform to a formula that combines magic and logic, this is, brands need to provide solutions for improving our lives and at the same time leave impressions in our lives.
The monopoly of businesses for instituting organisation and production is giving way to creativity of communities and social networks. Boundaries between the internal and external are disappearing, enabling greater interaction between stakeholders. Organisational culture is changing towards lower fragmentation and fewer internal divisions. Management is no longer governed by the ideas of authority and control, and includes more elements of autonomy and cooperation.
Regarding this aspect, brands challenge the traditional identity of companies, their capacity to innovate and their organisational culture by putting them in touch with new realities and needs and helping them to understand the changes in the society, economy and capitalism.
Capitalism used to be cold, rational and mechanical. Brands, on the contrary, encourage companies to be more approachable, emotional and organic and drive management through identity, values and life style and act as a link between business and culture that has been missing up until now,
Expectations of stakeholders, and customers in particular, have grown in what concerns design. Ikea, Apple, Google or Starbucks are some of the companies that have understood how to effectively associate the design with their brands and have understood that now brands have to express beauty and be beautiful.
To conclude, Kornberger explains the way psychology, sociology and economy converge; they
transform the way people live and consume as well as the way companies produce goods.
There is no doubt about the importance of brand, and yet more research is needed in the area in order to enable brands accomplish their mission: combine the social and economic dimensions in order to create value.
Profits for a company are like red blood cells for people, but are profits the only thing that matters? Life needs other motivation reasons that would inspire stakeholders to trust and love those companies that have a superior life purpose that determines their behaviour.
This document was prepared by Corporate Excellence โ Centre for Reputation Leadership, and contains references to Conscious Capitalism by John Mackey, Co-CEO of Whole Food Market, and Raj Sisodia published by Harvard Business Review Press in 2013.
Los analistas e inversores utilizan un gran nรบmero de indicadores e รญndices cada vez mรกs complejos para tomar decisiones en materia de inversiรณn. En este sentido, han proliferado distintos รญndices de sostenibilidad, de diferente naturaleza y con distintos objetivos y mecanismos de evaluaciรณn (tales como el Dow Jones Sustainability Index, FTSE4 Good, MSCI Index, Goldman Sachs GS Sustain, Carbon Disclousure Project, Sustainalytics, entre otros). En este contexto existe una clara necesidad, por parte de las empresas, de disponer de metodologรญas y herramientas que faciliten el tratamiento y gestiรณn de la informaciรณn publicada por los principales Analistas de Sostenibilidad. Informaciรณn que es relevante para la empresa y que afecta a la toma de decisiones por parte de los inversores a la hora de operar en el mercado.
El รndice Sintรฉtico de Sostenibilidad, una iniciativa de BBVA y PwC, responde a esta necesidad.
This document analyses the role of the social media in communications about a companyโs innovations, identifies the most important tools that facilitate this communication and suggests how can innovation generate value for a brand, wondering what is the effective way of identifying innovation assets of a company from the viewpoint of communication.
In Spain reference models in social and professional terms are about search for secure employment in public administrations and large companies. Media in Spain pay less attention to entrepreneurship (especially when it comes to new companies or start-ups)
In order to achieve significant changes in this issue, it is necessary to change the existing paradigm and be able to transform information into knowledge.
This change implies stimulation of entrepreneurship and innovation at the family, school and public levels apart from the corporate level; emphasize close relationship between large, medium and small companies as well as the public and private sectors; provide incentives and financial support for news media that report about innovation; promote traditional and digital journalism specializing in these themes.
Objectives and strategy are the key starting points for planning communication that should conform to the general communication policy of the company. Once this is set, the rest of the key elements are related to creativity and implementation.
Thus innovation objectives should be linked to the companyโs strategy and all departments should actively participate in the process of innovation, removing traditional divisional barriers.
Storytelling is vital at the initial stage, and acts as a focal point that determines the rest of communication and content generation tools through platforms developed for co-creation with customers, face-to-face meetings, etc.
In all these media and channels, it is important to control all messages at all stages of the innovation value chain, aligning them with the character of the company and its values, especially those related to transparency, sincerity, the skills to be faster than competitors and be able to keep track of investments.
Managing information and sharing knowledge are key elements for any internal communication policy, and their importance increases when it comes to facilitating innovation and doing it openly, in conjunction with external professionals.
In the world of Internet communication, content is key. But it is also necessary to identify the messages of this content or to know what media and channels are adequate for communications about innovation.
Estudio elaborador por el Instituto Korn/Ferry sobre la figura del Chief Communications Officer a partir de una encuesta global a los principales directivos de las compaรฑรญas de Fortune 500
Documento elaborado por Corporate Excellence - Centre for Reputation Leadership citando, entre otras fuentes, la obra Brand Psychology
escrita por Jonathan Gabay, consultor y profesor britรกnico experto en Marca, Reputaciรณn y Comunicaciรณn, y publicada por Kogan Page en 2015.
This document was developed by Corporate Excellence โ Centre for Reputation Leadership and among other sources contains references to
the book Brand Psychology written by Jonathan Gabay, British lecturer and expert in Brand, Reputation and Communication and published by Kogan Page in 2015.
Companies and institutions want to gain external credibility, but this is not possiblewithout achieving first internal credibility, without being coherent and consistent inregard to what is done inside and what is demonstrated outside. The goal is clear: ifreputation is contrasted with prescription, employees have to be the first defenders.
Due to the impact of the crisis in many Westerncountries, the benchmark for some companies thatwere unique in recognition because of its ability togenerate attraction and fidelity of talent has significantlydropped. The feeling of many employees ashostages in an unwanted situation, or the workersdismissal leads to rethink some of the bases onwhich people managing is based in organizations,according to the director of HR Reale Seguros,Alfredo Nรบรฑez.
This document was prepared by Corporate Excellence โ Centre for Repuation Leadership and contains references, among other sources, to the statements made by Pepa Rodrรญguez, Corporate Communications Manager of British American Tobacco), to Marina Gonzalez,Internal Communication Officer of Endesa, Conchita Gassรณ, Familiy Office of GAES, by Susana Gรณmez, Human Resources Director,Kellogg Iberia and Alfredo Nรบรฑez Director of HR Reale Seguros during the 32th Conference on Internal Communication Stewards heldby Instituto de Empresa and Corresponsables in Madrid on September 20, 2012.
Traditional institutions are undergoing a crisis of leadership as a result of reputational rows. Only one out of five people polled internationally for the Trust Barometer report carried out by Edelman every year believe that a business leader or a politician say the truth when facing a sensitive situation.
Alan Van der Molen, Edelmanโs Global Vice President, believes that these data clearly reflect that while trust in institutions โ companies and governments โ is low, it is even lower with respect to those people who manage and represent these institutions: in the case of politicians and governments the difference is 28 ppt. That is why leaders are advised to change their leadership style and introduce more open, participative and inclusive elements in their leadership behaviour, thus encouraging dialogue, transparency and awareness of the opinions of different stakeholder groups.
This document was prepared by Corporate Excellence โ Centre for Reputation Leadership and contains references to the statements of Alan Van der Molen, Edelmanโs Global Vice President, รngel Alloza, CEO of Corporate Excellence, Alberto Andreu, Telefรณnicaโs Director for Corporate Reputation, Institutional Relations and Social Innovations, Alberto Artero, Director of Elconfidencial.com, and Ana Sainz, General Director of Seres Foundatio, made during the presentation of 2013 Edelman Trust Barometer 2013 held in Madrid.
The processes of brand creation, development and positioning have changed a lot due to the changes in the environment. At the same time, the public and stakeholders grow increasingly diverse, active and omnipresent and there are more channels that people use to access information and interact. In this context, the most important challenge is to find the right meeting point between the brand and the stakeholder.
Companies need to better understand their stakeholders and break them down into groups to be able to adapt their messages and create a conversation. In the search for improved communication with their stakeholders, organizations sooner or later realize that the most efficient and optimal way of transmitting messages is the new approach that came to be known as โbrand journalismโ.
Brand journalism is defined as creation of a companyโs own information channels which help to establish a personal and direct contact with the stakeholders and even turn them from passive recipients of information into active interlocutors. This means that traditional media is losing their grip and turn into intermediaries when it comes to transmission of messages and informing stakeholders about issues related to organizations.
Companies have turned into a new communication medium and the main challenge for them is to ensure reliable and transparent communication and contents that are valuable for their stakeholders so they feel encouraged to voluntarily share them with their friends, family members and all persons and institutions they are linked to.
Since we are immersed in the economy of attention, content should add value and differentiate the company. Many companies are now co-creating content with their audiences. This helps to make the content truly relevant and turns stakeholders into a medium of their own.
Brand journalism is different from marketing, advertising and propaganda regarding format, content and goals. Brand journalism seeks to grow intangible assets such as exposure, reputation and branding. Positive perception of the company by the public then naturally leads to an increase in sales.
There are good examples to better understand brand journalism such as Red Bull's Stratos project with Felix Baumgartner jumping from the stratosphere, or the agreement between Unilever and The Guardian.
While the mass media industry is going through a severe crisis and a deep transformation, new links, mergers and business models and being formed between journalism and brands. Thus, using brand journalism to communicate with the company's stakeholders represents a great potential and offers new opportunities and benefits.
Llorente & Cuenca published a report titled Brand Journalism and Corporate Reputation, which highlights the ambiguities and challenges associated with these concepts. The report breaks its analysis of brand journalism down into six hypotheses explained in the full document.
Reputation is probably the most important asset owned by a company, and not only because it attracts and retains the best resources, but also because it leverages the value of the companyโs unique character and identity by showing how well the company manages to align its external perception with the internal reality.
This document was prepared by Corporate Excellence and among other sources contains references to Corporate Reputation and Competitiveness by Gary Davies and Rosa Chun, Professors at the University of Manchester (the UK) and the IMD Business School (Switzerland), respectively, and published by Routledge in 2003.
Corporate Reputation Review,Vol. 10, No. 4, pp. 261โ277ยฉ 2.docxfaithxdunce63732
ย
Corporate Reputation Review,
Vol. 10, No. 4, pp. 261โ277
ยฉ 2007 Palgrave Macmillan Ltd,
1363-3589 $30.00
Corporate Reputation Review Volume 10 Number 4
261www.palgrave-journals.com/crr
ABSTRACT
The need to investigate the link between rep-
utation and responsibility is well established.
This paper answers calls to conduct this com-
parison from a stakeholder perspective. In so
doing a literature review identified models of
reputation that engage with stakeholders from
their inception to measurement, while no such
models of corporate responsibility were found.
A qualitative study to conceptualize responsi-
bility from the perspective of stakeholders was
then conducted. Following this, a formal com-
parison between this conceptualization and
that of reputation models is undertaken. The
results suggest that there is considerable simi-
larity between the concepts of responsibility
and reputation. Implications may include the
use of reputation models as potential measures
for many of the aspects conceptualized as
responsibility. Questions about the causal
relationship between the two concepts are also
discussed.
Corporate Reputation Review (2007) 10, 261 โ 277.
doi: 10.1057/palgrave.crr.1550057
KEYWORDS: corporate reputation ; corporate
responsibility ; stakeholders
INTRODUCTION
In recent years, practitioners and academics
have become increasingly interested in rep-
utation and how it relates to other concepts
such as responsibility (eg Brammer and
Pavelin, 2006 ; Fombrun, 2005 ; Andriof and
Waddock, 2002 ). In part, this is because ele-
ments of responsibility have been viewed as
key drivers of reputation. Antecedents of
a good reputation have been suggested
to include embracing CSR standards
( Fombrun, 2005 ), philanthropic giving
( Brammer and Millington, 2005 ) and the
development of trusting relationships with
stakeholders ( MacMillan et al ., 2004 ;
Waddock, 2002 ; Jones, 1995 ).
On the other hand, some theorists suggest
that rather than being an antecedent of rep-
utation, issues relating to the responsibilities
of a business are key attributes in terms of
which an organization โ s reputation is judged.
Schnietz and Epstein (2005) , for example,
identify social responsibility as a key dimen-
sion of reputation; Tucker and Melewar
(2005) see social responsibility as a critical
element of reputation relevant to crisis man-
agement and Lindgreen and Swaen (2005)
Corporate Responsibility and Corporate
Reputation: Two Separate Concepts
or Two Sides of the Same Coin?
Carola Hillenbrand
The John Madejski Centre for Reputation, School of Reputation and
Relationships, Henley Management College , Greenlands,
Henley-on-Thames, Oxon , UK
Kevin Money
The John Madejski Centre for Reputation, School of Reputation and
Relationships, Henley Management College , Greenlands,
Henley-on-Tham.
A corporate brand is used not only to ensure the application of business strategy but also to design it. Brands are increasingly becoming cultures, manners of seeing life and ways of doing things that have to be shared with customers, although they first have to be cultures created and defended by employees.
There are still companies today that have yet to apply strategic management to their corporate brand, despite there being more and more companies, even in the mass commodity sector, that are beginning to use it as backing for their commercial brands. This approach to management ensures, on the one hand, the conveyance of meaning between the two and, on the other, the contribution the companyโs own corporate reputation makes to product brands.
This document has been prepared by Corporate Excellence โ Centre for Reputation Leadership based on the book Taking Brand Initiative: How Companies Can Align Strategy, Culture, and Identity Through Corporate Branding by Majken Schultz and Mary Jo Hatch.
The study sought to evaluate the predominant leadership styles, the leadership effectiveness,
and the relationship between leadership effectiveness and innovation management of a group
of executives of several organizations.
A Study On The Relationship Between Corporate Reputation And Customer Loyalty...inventionjournals
ย
In recent years, the concept of reputation has proven to be one of the major innovative trends in corporate management. Both scholars and the popular press have become increasingly interested in the management of corporate reputation. Corporate reputation is the result of a signaling activity based on available information about a firmโs actions. Reputation is also a yardstick of the firmโs relative standing routinely used by both internal and external stakeholders when making firm-related decisions (Dentchev and Heene, 2004: 56). Several empirical studies also confirm the positive relationship between good reputation and competitive advantage. The purpose of this study is to determine the relationship between the corporate reputation and customer loyalty to the company in tourism industry. In this context, this study conducted in an active tourism firmโs customers in Turkey, finds that there are significant relations between the five dimensions of the corporate reputation and the loyalty of the customers
Article Corporate Excellence
Current economic environment forces companies to move towards coherent and rigorous management of the corporate reputation. A new role titled the Chief Reputation Officer has emerged, with the responsibility to develop strong and durable relations with the stakeholders.
During the last decade, we have been observing a change in the paradigm of power in the corporate world. We have entered an era that can be labelled โthe economy of reputationโ. This new paradigm is characterised by the understanding that power belongs to stakeholders and that the importance of their recommendations is increasing.
Similar to Creating a new multistakeholder methodology for measuring reputation (20)
Resumen ejecutivo realizado por Corporate Excellence a partir del informe The New CCO: Transforming Enterprises in a Changing World, elaborado por Arthur W. Page Society en 2016.
El informe pone de manifiesto la necesidad de una nueva forma de liderazgo para poder navegar con รฉxito en un nuevo contexto plagado de retos: competidores que se incorporan al mercado y reinventan los modelos de negocio tradicionales, formas de trabajo nunca antes vistas, la transformaciรณn en el modo de relacionarnos con el resto de personas y con las organizaciones, el empoderamiento de los grupos de interรฉsโฆ
Entre las causas de la transformaciรณn se encuentran la emergencia y maduraciรณn de los medios sociales; la demanda para una mayor transparencia; la expansiรณn global en la era del Big Data y de contenidos propios; y la creciente volatilidad social, polรญtica y econรณmica, que hacen que el CCO deba estar preparado para liderar y pensar de forma diferente.
Segรบn el informe El nuevo CCO existen cinco tendencias clave que reflejan cรณmo estรก cambiando la funciรณn de comunicaciรณn:
> Cambio en las inversiones
> Mayor integraciรณn
> Nuevas funciones
> Nuevas alianzas
> Nuevas mรฉtricas e indicadores clave de rendimiento (KPI)
Para liderar con รฉxito este nuevo ecosistema de relaciones y comunicaciรณn, se establecen los siguientes roles para los CCO del futuro:
> El CCO fundacional
> El CCO integrador
> El CCO creador de sistemas digitales de engagement con los grupos de interรฉs
La nueva realidad empresarial exige a los CCO que contribuyan a la direcciรณn estratรฉgica de la empresa, una tarea que implica asumir nuevas responsabilidades y desarrollar nuevas habilidades y conocimientos. Corporate Excellence โ Centre for Reputation Leadership comparte los principios establecidos en el ยซNuevo Modelo de Comunicaciรณnยป impulsado por la Arthur W. Page Society, una de las asociaciones de directivos de comunicaciรณn mรกs relevantes en el รกmbito internacional, con la que ademรกs ha firmado un convenio de colaboraciรณn junto al Foro para la Investigaciรณn y el Conocimiento de la Comunicaciรณn, que reรบne a las facultades de comunicaciรณn de un grupo de universidades espaรฑolas y latinoamericanas, para avanzar en la validaciรณn acadรฉmica y empresarial del Modelo.
Informe de tendencias en gestiรณn de intangibles elaborado por el Research Centre of Governance, Sustainability and Reputation, un centro de investigaciรณn independiente que tiene como objetivo promover la colaboraciรณn en el campo de la investigaciรณn, anรกlisis, y formaciรณn sobre Riesgo Reputacional, Gobierno Corporativo y Sostenibilidad, y el impacto de estos dos รบltimos en la reputaciรณn.
El presente informe ha sido elaborado con la colaboraciรณn de Canvas Estrategias Sostenibles, firma de consultorรญa estratรฉgica en responsabilidad corporativa e intangibles empresariales. En el mismo aparecen reflejadas las principales tendencias globales que definen el presente y el futuro de los intangibles y aspira a convertirse en la publicaciรณn de referencia en torno a la reputaciรณn, el gobierno corporativo y la sostenibilidad.
A continuaciรณn recogemos los principales titulares del informe:
Tendencias Globales
โ Se eleva la confianza pero crece la divisiรณn social
โ El cambio climรกtico en un punto crรญtico
Tendencias en Sostenibilidad
โ Alianzas estratรฉgicas: you canโt do it alone
โ Conectar con el consumidor aspiracional
โ Inversiรณn sostenible, fรณrmulas para el crecimiento
โ ยฟNuevos modelos de negocio?
Tendencias en Reputaciรณn
โ Tres riesgos reputacionales crรญticos
โ El alcance real de la reputaciรณn
โ Crece la investigaciรณn en torno a la reputaciรณn
โ Nuevas competencias para la funciรณn directiva
โ La evoluciรณn de las mรฉtricas
โ Ganar autoridad entre los influencers
Tendencias en Gobierno Corporativo
โ Nuevo Cรณdigo Unificado de Buen Gobierno en Espaรฑa
โ Riesgos del mal gobierno corporativo
Trend Report on The Management of Intangible Assets developed by the Research Centre of Governance, Sustainability and Reputation, an independent research centre supported aimed to foster collaboration for reseach, analyis and training in the field of Reputation Risk, Corporate Governance and Sustainability.
This report has been developed in collaboration with Canvas Estrategias Sostenibles, a strategic consulting firm focused on corporate responsibility and intangible assets in companies. It shows the main global trends, which define the present and future of intangible assets. Approaching the Future aspires to become a benchmark publication in the field of reputation, corporate governance and sustainability.
These are the headlines of the report:
Global Trends
- Trust increase, but also the social gap broadens.
- Climate change at a crucial tipping point
Sustainability Trends
- Strategic Partnerships: you can't do it alone
- Connect with aspiring shoppers
- Sustainable investment, growth formulas
- New business models?
Reputation trends
- Three critical reputation risks
- What is the real impact of reputation?
- Investment on Reputation growth
- New responsibilities for upper management
- Evolution of metrics
- Gain authority over influencers
5th issue of the Online Comments Report, developed by Corporate Excellence and LLORENTE & CUENCA. The Report analyses comments made voluntarily on the Internet as well as their impact on the dimensions that constitute corporate reputation: Products and Services, Innovation, Finance, Workplace, Citizenry and Leadership.
The Report contains a map of stakeholders that actively use the Internet and the networks that should be taken into account at the time of developing a strategy of positioning on the Internet: the realโtime network Twitter, the social network Facebook, the multimedia network YouTube, and the hyper-textual network Google. It also identifies relevant content for different audiences and helps map key reputational risk areas for companies.
In particular, this issue has evaluated the digital fingerprint of 71 brands of 15 sectors from a total of 88,950 URLs and 28,000 mentions.
The report assesses the 100 first findings that analysed brands positioned in four key environments on the Internet: Google, Facebook, Twitter and YouTube, and offers specific findings by sectors dimensions, stakeholders and networks. Thus, the analysis allows identifying those sectors, topics, stakeholders and networks that are most and least favourable in terms of recognition (how it is evaluated) and recognition (how much it is evaluated). It also offers strategic insights to design positioning strategies online.
BEO 2016 has been already applied to more than 70 companies around the world and aims to become an international standard to manage the reputation of organisations online.
5.ยช Ediciรณn del Balance de Expresiones Online elaborado conjuntamente por Corporate Excellence y LLORENTE & CUENCA. Este estudio analiza de forma rigurosa las expresiones que de forma voluntaria se emiten en Internet y su impacto en las dimensiones que configuran la reputaciรณn corporativa: Oferta, Innovaciรณn, Finanzas, Trabajo, Ciudadanรญa, Liderazgo y Gobierno.
El informe ofrece un mapa de los stakeholders mรกs activos en Internet y de los espacios a considerar para desarrollar una estrategia de posicionamiento en Internet: la red de tiempo real Twitter, la red social Facebook, la red multimedia YouTube y la red hipertextual Google. A su vez, te da informaciรณn sobre los contenidos que mayor relevancia tienen para las distintas audiencias y permite identificar las principales รกreas de riesgo reputacional para las empresas.
En concreto, en esta ediciรณn se ha valorado la huella digital de 71 marcas de 15 sectores diferentes a partir de un total de 88.950 URL y 28.000 menciones.
El estudio valora los 100 primeros resultados que las marcas analizadas posicionaban en cuatro entornos claves en Internet: Google, Facebook, Twitter y YouTube, y ofrece resultados concretos por sectores empresariales, dimensiones, grupos de interรฉs y entornos. De esta forma, el anรกlisis permite identificar aquellos sectores, temas, stakeholders y espacios mรกs y menos favorables en tรฉrminos de notabilidad (cรณmo se valora) y notoriedad (cuรกnto se valora), ofreciendo insights estratรฉgicos para diseรฑar estrategias de posicionamiento en Internet.
BEO 2016 ha sido aplicado a mรกs de 70 compaรฑรญas en todo el mundo y aspira a convertirse en un estรกndar internacional para la gestiรณn de la reputaciรณn en Internet.
5.ยช Ediciรณn del Balance de Expresiones Online elaborado conjuntamente por Corporate Excellence y LLORENTE & CUENCA. Este estudio analiza de forma rigurosa las expresiones que de forma voluntaria se emiten en Internet y su impacto en las dimensiones que configuran la reputaciรณn corporativa: Oferta, Innovaciรณn, Finanzas, Trabajo, Ciudadanรญa, Liderazgo y Gobierno.
El informe ofrece un mapa de los stakeholders mรกs activos en Internet y de los espacios a considerar para desarrollar una estrategia de posicionamiento en Internet: la red de tiempo real Twitter, la red social Facebook, la red multimedia YouTube y la red hipertextual Google. A su vez, te da informaciรณn sobre los contenidos que mayor relevancia tienen para las distintas audiencias y permite identificar las principales รกreas de riesgo reputacional para las empresas.
En concreto, en esta ediciรณn se ha valorado la huella digital de 71 marcas de 15 sectores diferentes a partir de un total de 88.950 URL y 28.000 menciones.
El estudio valora los 100 primeros resultados que las marcas analizadas posicionaban en cuatro entornos claves en Internet: Google, Facebook, Twitter y YouTube, y ofrece resultados concretos por sectores empresariales, dimensiones, grupos de interรฉs y entornos. De esta forma, el anรกlisis permite identificar aquellos sectores, temas, stakeholders y espacios mรกs y menos favorables en tรฉrminos de notabilidad (cรณmo se valora) y notoriedad (cuรกnto se valora), ofreciendo insights estratรฉgicos para diseรฑar estrategias de posicionamiento en Internet.
BEO 2016 ha sido aplicado a mรกs de 70 compaรฑรญas en todo el mundo y aspira a convertirse en un estรกndar internacional para la gestiรณn de la reputaciรณn en Internet.
Audits have changed their traditional focus from cost control towards a global strategy of risk management, governance, value creation, and organizational culture. Auditing is a representative element of corporate culture because it defines how companies think and act, but manage decisions are the true reflection of how a company thinks and acts. Thus, this area expands its importance thanks to its direct participation in risk management and value creation.
La auditorรญa ha cambiado su tradicional enfoque de control de costes a otro mรกs global de gestiรณn de riesgos, gobernanza, creaciรณn de valor y cultura organizacional. La auditorรญa representa la cultura corporativa al definir cรณmo las empresas piensan y actรบan, pero son las decisiones de los directivos las que reflejan realmente cรณmo piensa y se comporta una organizaciรณn. De esta forma, esta รกrea amplรญa su importancia al participar directamente en la gestiรณn de riesgos y generaciรณn de valor
This document was developed by Corporate Excellence โ Centre for Reputation Leadership from the book Contabilidad simultรกnea. Valoraciรณn y control de los intangibles en la gestiรณn integral (Simultaneous accounting. Intangible value assessment and control in integral management) written by Salvador Guasch, Head of the Institute of Intangibles and international expert on financial and nonfinancial accounting in collaboration with professor Antonio Mรกrquez and Esteve Sitges and published by ACCID and Accounting Economists from the Consejo General de Economistas.
Documento elaborado por Corporate Excellence โ Centre for Reputation Leadership a partir del manual Contabilidad simultรกnea. Valoraciรณn y control de los intangibles en la gestiรณn integral escrito por Salvador Guasch, director del Instituto de Intangibles y experto internacional en contabilidad financiera y no financiera, con la colaboraciรณn de los profesores Antonio Mรกrquez y Esteve Sitges, y editado por ACCID y Economistas Contables del Consejo General de Economistas.
This document was prepared by Corporate Excellence โ Centre for Reputation Leadership, and among other sources, contains references to the 6th edition of Corporate Communication, a book written by Professor Paul A. Argenti from the Tuck Business School of Dartmouth University, New Hampshire (USA) and published by McGraw Hill in 2013.
Documento elaborado por Corporate Excellence โ Centre for Reputation Leadership citando, entre otras fuentes, la sexta ediciรณn del libro Corporate Communication escrito por el profesor Paul A. Argenti de la escuela de negocios Tuck de la Universidad de Dartmouth en New Hampshire (EE. UU.) y publicado por McGraw Hill en 2013.
This document was developed by Corporate Excellence โ Centre for Reputation Leadership and among other sources contains references to the
book Brand Premium by Nigel Hollis, VP and Chief Global Analyst at Millward Brown. The book was published by Palgrave in 2013.
Documento elaborado por Corporate Excellence โ Centre for Reputation Leaderhip citando, entre otras fuentes, la obra Brand Premium escrita
por Nigel Hollis, Vicepresidente Ejecutivo y Director Global de Millward Brown, y publicada por Palgrave en 2013.
Hablar de liderazgo hoy es hablar de bรบsqueda de nuevos referentes, de ejemplaridad, honradez, compromiso y grandeza. Porque el liderazgo es hoy un activo social de primer orden capaz de transformar y mejorar las organizaciones y la propia sociedad
El liderazgo se ha considerado histรณricamente desde una sola perspectiva, desde un solo รกngulo a travรฉs del cual ver el ejercicio de la autoridad en las organizaciones, por un lado, o el desarrollo y guรญa personal, por el otro. Sin embargo, a juicio de los profesores del Departamento de Ciencias Sociales de ESADE, รngel Castiรฑeira y Josep Maria Lozano, el liderazgo es algo poliรฉdrico, es decir, no se trata de una lucha entre lo bueno y lo malo, entre lo รฉtico y lo eficaz, sino que ambas cosas son combinables.
Documento elaborado por Corporate Excellence โ Centre for Reputation Leadership citando, entre otras fuentes, la obra El poliedro del liderazgo: una aproximaciรณn a la problemรกtica de los valores en el liderazgo de รngel Castiรฑeira y Josep Maria Lozano, la obra Creating Leaderful Organizations de Joe Raelin, y la obra Leadership Brand de Dave Ulrich.
Hemos sido testigos de cรณmo el fenรณmeno de las marcas ha transformado la
economรญa y la manera en que viven los ciudadanos en todo el mundo. Las marcas
forman parte, al mismo tiempo, de una dimensiรณn econรณmica โcomo herramienta
empresarialโ y de una social โcomo sรญntoma sociolรณgicoโ.
La salud del branding como disciplina profesional ha mejorado en los รบltimos aรฑos en Espaรฑa, pero aรบn queda mucho camino por recorrer.
Sin embargo, segรบn los datos presentados en el estudio ยซLa salud del branding en Espaรฑaยป, cada vez mรกs directivos ven la marca corporativa como un activo intangible de alto valor estratรฉgico y empiezan a reconocerse los valores como la esencia de las marcas, los empleados ganan mayor peso como grupo de interรฉs clave y se considera la reputaciรณn el elemento principal para el รฉxito empresarial.
El estudio refleja la situaciรณn actual de la profesiรณn en el paรญs y ha sido realizado entre noviembre de 2013 y febrero de 2014 a partir de entrevistas a casi 100 directivos de grandes compaรฑรญas con presencia internacional.
La marca representa la personalidad de la empresa y es un elemento diferenciador que consigue la implicaciรณn de los grupos de interรฉs. Ademรกs de una cultura alineada y compartida, es esencial para el รฉxito de una marca corporativa contar con la implicaciรณn de todos los departamentos, especialmente la direcciรณn.
Tambiรฉn es necesario superar la visiรณn cortoplacista y trabajar mรกs en la lรญnea de construir la reputaciรณn de la marca en el medio y largo plazo y para ello, se debe apostar por una cultura de marca corporativa potente, enraizada en el seno de la empresa y comunicada proactivamente.
Para activar la marca y ponerla en acciรณn, la informaciรณn disponible a travรฉs de medios corporativos son importantes, asรญ como los mensajes en el entorno laboral y los espacios fรญsicos, las presentaciones internas, los manuales de marca y demรกs literatura corporativa, las convenciones de directivos y empleados y las actividades de formaciรณn.
La mayor parte de las compaรฑรญas que respondieron al cuestionario tienen carรกcter multinacional y uno de los retos mรกs importantes que seรฑalan es la gestiรณn de la marca corporativa en el complejo escenario de la globalizaciรณn.
Es importante que en los procesos de internacionalizaciรณn la estrategia de despliegue de la marca acompaรฑe al negocio sin olvidar la realidad local.
La marca corporativa se estรก imponiendo poco a poco como estrategia de รฉxito y la creciente importancia de la reputaciรณn contribuye al crecimiento de la importancia de la marca corporativa. Los resultados del estudio de AEBRAND reflejan claramente el reconocimiento de su valor como principal recurso estratรฉgico de las empresas.
La era de la hipertransparencia estรก llevando a los presidentes de las compaรฑรญas a incrementar su papel en la escena pรบblica: participar en eventos, estar disponible para los medios, ser accesible a travรฉs de las redes, compartir nuevas ideas y tendencias, estar presente en la sociedad o ser protagonista del vรญdeo corporativo son los comportamientos mรกs valorados
En este documento se detallan los porcentajes de diferentes aspectos que demuestran la interdependencia de la reputaciรณn del CEO, la reputaciรณn de la empresa y el valor total de mercado basรกndose en el estudio The CEO Reputation Premium: Gaining Advantage in the Engagement Era elaborado por Weber Shandwick en colaboraciรณn con KRC Research en 19 paรญses del mundo a partir de encuestas a mรกs de 1.700 directivos de compaรฑรญas con facturaciรณn igual o superior a los 500 millones de dรณlares.
Ademรกs, se explican las actitudes del CEO que generan apoyos favorables y cuรกles son las competencias clave del CEO para obtener una buena reputaciรณn.
Se habla de las percepciones sobre el mรกximo poder ejecutivo en funciรณn del gรฉnero, aunque, al margen de las pequeรฑas diferencias, todos los casos son muy similares.
Por รบltimo, se ofrecen una serie de consejos para conseguir que el CEO maximice su presencia pรบblica en beneficio de la reputaciรณn de su empresa.
Tanto desde el รกmbito institucional, como desde el acadรฉmico y el sector privado, se exige un nuevo marco para el desarrollo y crecimiento de la economรญa en el que se valore el crecimiento sostenible a largo plazo y se incluyan aspectos de interรฉs general para todas las partes: empresa y grupos de interรฉs. En este sentido, cobra fuerza la รฉtica como eje vertebrador de un nuevo sistema basado en dos grandes pilares: la รฉtica social y medioambiental para poder garantizar un sistema econรณmico eficiente en un entorno estable y propicio para el crecimiento del negocio y las inversiones.
La Nueva Economรญa Institucional (NEI) no pretende romper con la economรญa de mercado sino aplicar nuevas fรณrmulas a problemas que se derivan de esta.
Las instituciones han de ser capaces de garantizar la justicia social, la sostenibilidad medioambiental y el crecimiento econรณmico a largo plazo. En este momento de coyuntura econรณmica y crisis institucional, el foco estรก orientado a la legitimaciรณn de las propias instituciones, que tendrรกn que esforzarse por responder a los intereses y demandas de todos los actores.
El paradigma de la economรญa social supone una herramienta eficaz a la hora de incorporar principios รฉticos al modelo de negocio, logrando que el conjunto de stakeholders perciba la labor como beneficiosa y positiva para el entorno en el que se desarrolla. Si bien es cierto que el modelo planteado por la economรญa social no es extrapolable de manera รญntegra a las sociedades de capital, este sรญ puede servir de inspiraciรณn aportando valor al modelo de negocio a travรฉs de las polรญticas de recursos humanos y de responsabilidad social corporativa.
El contexto de coyuntura actual exige, tanto a empresas como a ciudadanos, la creaciรณn de nuevos modelos de liderazgo รฉtico. Hoy en dรญa, los estados han perdido peso en favor de la sociedad civil. La posiciรณn que ahora ocupan empresas y ciudadanรญa juega un papel clave en la salida de la crisis actual y por eso es fundamental asumir nuevas responsabilidades derivadas del rol que ambas han adoptado.
La ciudadanรญa debe por tanto asumir esta responsabilidad y adoptar valores como la solidaridad, el respeto y, especialmente, el diรกlogo.
Resulta imposible aprehender en toda su complejidad el poder transformador de la actual ciudadanรญa sin entender las claves del nuevo entorno en el que estamos jugando: La economรญa de la reputaciรณn, un entorno donde el pรบblico cada vez presta mas atenciรณn a las empresas que estรกn detrรกs de los productos y servicios que adquieren. En este sentido la gestiรณn de la reputaciรณn se convierte en la gestiรณn de las relaciones con los stakeholders, clave para generar valor corporativo.
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Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Creating a new multistakeholder methodology for measuring reputation
1. Thesis
Strategy Documents
T04 / 2011
Marta Carriรณ i Sala
Metrics
Creating a New
Multistakeholder
Methodology for Measuring
Corporate Reputation
The concept of corporate image has had critical influence in the evolution of
methodologies for measuring reputation. More than 40% of dimensions and
attributes are directly linked to this concept, leading to an underestimation of the
impact of corporate identity on the reputation.
The doctoral thesis titled Creating a New According to this research, there are four
Multistakeholder Methodology for Measuring major dimensions around which all attributes
Corporate Reputation analyses dimensions of reputation are structured:
and attributes, or variables that constitute the
main existing methodologies: Fortune AMAC, 1. Quality
FortuneWMAC, Merco, Corporate Reputation 2. Productivity (performance, profit)
Quotient (CRQ) and RepTrak, in an attempt to 3. Responsibility
create a new methodology and determine the weight 4. Appeal
of both concepts โ identity and image.
In this context, and in order to develop an updated
Analysis of these dimensions and attributes as theoretical framework, three key concepts have
well as their comparison is valid at the time of been identified:
evaluating the impact of identity and image on
corporate reputation. 1. Corporate Identity: this is a subjective concept
that represents the forms in which a company
In 2004, Professor Manfred Schwaiger views itself compared to other companies and
(Germany) published a text analyzing which manifests itself through its actions, the
components and parameters used for studying way they are performed and the way they are
and evaluating reputation around the world. explained. It incorporates culture, beliefs, values,
The document is prepared by Corporate Excellence-Centre for Reputation Leadership and is based on the thesis of Marta Carriรณi Sala
(Doctor of Communication at the Pompeu Fabra University, Barcelona), supervised by Dr. Josep Fernรกndez Cavia and the Communication
Department of the University in 2011.
2. Creating a New relations between internal stakeholders as well turnover (10 companies per sector).
Multistakeholder as experiences and prospects.
Methodology for The sample includes executives, managers and
Measuring Corporate
Reputation 2. Corporate Image: this concept brings together all financial analysts of each sector who are familiar
meanings, beliefs and feelings that an individual with the companies that are being evaluated.
associates with an organization, the ideas used Interviews are held by phone or by e-mail and are
to explore and record it, including visual aspects structured in the following way:
and external signs that visualize its personality,
perception of all this by different individuals. 1. Companies of the sector that you admire most
Thatโs why we do not speak about one universal 2. Evaluation by eight attributes on a scale from 1
corporate image. Instead, there are different (low) to 10 (high):
corporate images, stemming from the multitude a. Innovation
of perceptions, impressions and experiences of b. Quality of management
different persons. c. Long-term investment
d. Social responsibility
3. Corporate Reputation: there are three major e. People management
approaches that define reputation from different f. Quality of products/services
perspectives or angles: g. Financial soundness
h. Use of corporate assets
a. Evaluation school: reputation as evaluation of
the organizationโs productivity. Key stakeholders Therefore, global reputation rating is based on
are finance professionals (analysts, investors objective measurements obtained through valuation
and shareholders) and top managers. Ranking is by attributes made by the respondents.
based exclusively on these stakeholdersโ views.
The focus is on finance. Criticisms of this methodology point to the fact
that the dimensions were not defined empirically,
b. Impression school: reputation as the consider only some stakeholders, valuations may
impression made by the organization. Key not correspond to the reality (there are important
stakeholders are individuals (usually clients discrepancies between the evaluation results and
and/or employees). Ranking is based on the data on profitability or corporate responsibility
these stakeholdersโ views. The focus is on provided by the companies themselves) and do not
marketing, HR and communication. incorporate multistakeholder vision, which takes
into account relations between different groups
c. Relational school: reputation as a gap between of stakeholders, their emotions, thus articulating
the views held by internal stakeholders and aligning behaviour and communication - an
(identity) and external stakeholders (image) important point at the heart of the doctoral thesis.
who are seen as the key group. Ranking is
based on the views of multiple stakeholders. Fortune WMAC
The focus is on the link between the identity Developed by Fortune in 1997 to extend AMAC
and the image, and between the image and (Americaโs Most Admired Companies) to the rest
the reputation. of the world, and carried out in cooperation with
the worldโs leading HR consultant Hay Group,
On the basis of these concepts and after analyzing the rating attempts to identify best practices and
existing models, the author develops a new determines which ones are reputation drivers and
methodology. Five models are analysed: useful tools.
1. Fortune AMAC (Americaโs Most The rating is based on 1,000 leading North
Admired Companies). American companies, complemented with 500
2. Fortune WMAC (Worldโs Most international companies, which are not based in
Admired Companies). the USA or foreign companies present in the USA.
3. Merco (Monitor Empresarial de 55 sectors and 33 countries are analysed with the
Reputaciรณn Corporativa, Business final sample of 670 companies. The poll is held
Monitor of Corporate Reputation) via phone interviews or e-mail, and respondents
4. Corporate Reputation Quotient (CRQ). include managers, executives and analysts, who
5. RepTrak. evaluate the companies by eight listed attributes
and one more attribute: effectiveness of business at
Fortune AMAC o Fortune 500 the international level.
This rating is published by a renowned North
American magazine, Fortune, and is the result of an Criticisms of this model are similar to the ones of the
internal contest of ideas held in the 80s. The rating previous model, with an addition that correlation
is based on evaluation of 500 largest U.S. companies between some of the attributes is high, which may
in terms of financial results, best performance and mean that they are not sufficiently operational: it is
Thesis 2
3. Creating a New hard to differentiate between them, since all of them It is based on surveying general population and aims
Multistakeholder are strongly dependent on the financial result. to find out which companies are liked and respected
Methodology for by individuals, and for what reasons. Its 20 attributes
Measuring Corporate
Reputation Merco are grouped into 6 dimensions:
Developed in Spain in 1999, by Professor Justo
Villafaรฑe from the University Complutense de 1. Emotional appeal.
Madrid, in cooperation with his consultancy 2. Products and services.
Villafaรฑe & Asociados, Anรกlisis e Investigaciรณn and 3. Financial result.
Grupo mediรกtico Prisa later renamed Vocento. 4. Vision and leadership.
5. Working environment.
The methodology is based on six dimensions: 6. Social responsibility.
1. Quality of products and services The sampling is performed in two stages:
2. Innovation identification of important companies via phone or
3. Internal reputation e-mail interviews with general population and an
4. Ethics and CSR online questionnaire on the scale from 1 to 7 by 20
5. Global dimension and international presence. attributes.
6. Economic and financial performance.
RepTrak
The weight of the dimensions depends on the value Developed by the Reputation Institute, this method
that managers (used as the base in the same way emerged in 2006 as a replacement for its predecessor
as stakeholders by Fortune) attach to them in their (Corporate Reputation Quotient), and is the result
own ranking, as they are the first to be contacted of an international research aimed to analyse the
in the course of the poll via post. They evaluate evolution of the reputation knowledge over the
companies (excluding their own company) that last decade around the world. It contains new
they consider the most reputed and decide which dimensions and new attributes. Seven dimensions
two attributes (out of six that are broken down into of this model are presented below:
18 subcategories) are the most relevant.
1. Governance.
Then two most reputed companies are identified 2. Products and services.
and experts step in (analysts, trade union activists 3. Leadership.
and journalists), who evaluate the companies that 4. Performance.
have been included in the preliminary list (only 5. Innovation.
evaluating an attribute which they have expertise 6. Workplace.
in, with criteria based on their experience). Finally, 7. Citizenship.
they draw up a questionnaire on merits, based on
specific data about the results of the policies applied The evaluation is held in the form of a poll in
by the companies. Then this is compared to a sample different countries, with respondents looking at
of consumers, thus yielding an overall ranking of one, two or three companies that they are familiar
the best companies to work for (Merco Personas) of with, continuously throughout the year, grading it
the previous year, which in its turn is based on the on a Likert scale from 1 to 7.
results of Merco Empresas of the previous year.
Critics of the two models developed by the
Criticisms of this methodology are similar to the Reputation Institute point out that general public
criticisms of Fortune ratings given the fact that the does not have sufficient information in order to have
Fortune methodology was used as the basis. The an informed opinion. Besides, for many companies
attributes are seen as too focused on behaviour and sectors, consumers are not the most important
and business competence and overlook appeal and stakeholders. Thatโs why it is important to adjust
identification. It may also overlook the opinion reputation measurements to the size and the sector.
of other stakeholders due to high emphasis on
top management, leaving beyond its scope such Comparison of the five models
important groups are regulators and suppliers, According to the author of the thesis, comparison
who play a key role in some sectors. It is also of dimensions and attributes leads one to suggest
questionable that trade unions are representative of that the evaluation in fact refers to the image and is
the employeesโ opinion as well as associations are based on external perception ignoring the appraisal
representative of the consumersโ opinion. by internal stakeholders (and paying more attention
to the identity). Other groups of stakeholders, such
Corporate Reputation Quotient (CRQ) as suppliers and regulators, are marginalised, as, for
Developed by the Reputation Institute jointly with example, in the case of Monitor Merco.
Harris Interactive in 1998, it aimed to overcome the
shortcomings of the Fortune methodology in terms Similarly, we observe lack of attention to emotional
of inadequate representation of all stakeholders. aspects, which play an important role in evaluation
Thesis 3
4. Creating a New of the reputation and are only taken into account what the organisation is, and desired identity, what
Multistakeholder by the Corporate Reputation Quotient. Evaluation it says it is or what its internal stakeholders say it is)
Methodology for thus is dominated by cognitive and subjective and the image (what external stakeholders say it is),
Measuring Corporate
Reputation aspects, and overlooks emotional responses. as understood by the relational school described in
In conclusion, the thesis groups analysed models by the beginning of this document, the gap between
two factors: these two visions and their interaction may be the
key to reputation management.
1. Characteristics and variety of
stakeholders involved in evaluation:
a. Unistakeholder view: Fortune Reputation Elements
AMAC and Fortune WMAC.
b. Partial multistakeholder view:
Merco, CRQ and RepTrak. Identity โ what the
organisation is
2. Value attached to different dimensions:
a. Emphasis on performance: Fortune.
b. Emphasis on performance
and quality: Merco. Gaps
c. Emphasis on quality: CRQ.
d. Emphasis on quality and
responsibility: RepTrak. Image โ what external
Desired Identity โ what
stakeholders say the
the organisation says it is
organisation is
A new multistakeholder methodology
All five methodologies share 11 Source: Marta Carriรณ, 2011.
common attributes, which the author
grouped into seven dimensions:
The connection between the internal and external
1. Products and services. dimensions is a fundamental aspect for reputation
2. Vision and leadership. management (a company can be considered reputed
3. Workplace context. on the global level if its reputation is recognised
4. Social and environmental responsibility. both by its clients, shareholders, suppliers and
5. Economic and financial performance. consumers in terms of purchasing, investing,
6. Transparency. supplying or consuming, and by its employees, in
7. Emotional appeal. terms of working).
Using this classification as a starting point, the new This is the aspect suggested by the methodology
methodology suggests 4 dimensions subdivided into presented here, which includes both
attributes: perspectives and tries to assign different weights
to different dimensions and different value to
1. Quality: different groups of stakeholders, which enables
a. Employees. one to bring together sufficient elements for
b. Management managing corporate reputation, and determine
c. Products and services. appropriate actions to improve recognition by
d. Focus on customer. each stakeholder.
Performance:
a. Results. In order to solidify the methodology, in-depth semi-
b. Investments. structured and structured interviews have been held
c. International expansion. with experts, managers, consultants and professors
d. Leadership. (first round) and employees, partners, investors,
Appeal: mass media, trade unions and administration
a. Admiration. (second round) as well as a structured online poll
b. Trust. broken down into 42 items with a scale of 11
c. Attractive for potential employees. categories and offered to respondents during the
Responsibility: same two rounds.
a. Social and environmental.
b. Ethics. It was found that quality, financial result and
c. Reliability. responsibility are the three items associated with
d. Transparency. reputation. Thus, it was necessary to include nine
corresponding attributes that capture evaluation by new
Conclusions: the gap between the theory stakeholders that have not been considered before.
of reputation and its practical application
If reputation is โ as suggested by most of the theories The new suggested methodology is structured as
in the field โa link between the identity (real identity, shown in the following figure, and includes the
Thesis 4
5. Creating a New Dimensions and attributes of the new multi-stakeholder approach to measure corporate
Multistakeholder reputation
Methodology for
Measuring Corporate Dimension Attributes
Reputation
Quality Quality of managerial staff
Quality of employees
Meeting the stakeholder commitments
Attention to different stakeholders
Management based on quality criteria
Appeal Admiration
Trust
Attractive to work for
Authentic
Attractive for different stakeholders (suppliers, partners, etc.)
Offered experience
Loyalty of employees
Performance Economic and financial results
Capacity for investment
Growth potential
International expansion
Leadership on the market
Degree of innovation
Effect of CSR activities
Responsibility Social and environmental responsibility
Ethical behaviour
Reliability
Transparency
Behaviour towards internal and external stakeholders and society in
general
Legitimacy
Legality
Source: Marta Carriรณ, 2011.
dimension โappealโ, which is the most emotional that more weight is given to the views of employees
aspect in evaluation of the reputation. and the identity in evaluating reputation.
Finally, according to this thesis, there is a need to The thesis concludes by suggesting further steps:
evaluate reputation by sectors rather than in general, the need to analyse whether the new methodology
assigning different weights to each dimension contains correlations that enable to reduce the
depending on the sector in which the company number of items that it includes and identify specific
operates in accordance with the results obtained in values for each stakeholder group in each industry,
two rounds and to give different value to the opinions and, finally, whether stakeholders in each sector are
of stakeholders depending on the dimension, the different depending on the country and what are
sector, the size or the country, thus incorporating a the factors that allow one to compare reputations of
truly multistakeholder vision, especially in the sense companies that operate in different countries.
Thesis 5
6. ยฉ2011, Corporate Excellence - Centre for Reputation Leadership
Business foundation created by large companies to professionalize the management of intangible assets and contribute to the development
of strong brands, with good reputation and able to compete in the global market. Its mission is to be the driver which leads and consolidates
the professional management of reputation as a strategic resource that guides and creates value for companies throughout the world.
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