This document was developed by Corporate Excellence – 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.
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 – 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 “Communication Innovations in Business and the Mass Media”, organised at the Faculty of Information Sciences, Complutense University in Madrid, on April 10, 2012, and his book “El Dircom hoy” (Communications Director Today) published by CPC Editor.
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 company’s 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.
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 – 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.
From Employee Communications to Workforce EngagementMWWPR
In today’s environment, the need to engage and activate employees is paramount. In order to achieve the necessary and desired business outcomes, companies must move from the static, one-way message delivery that has traditionally driven the practice of Employee Communications to a more dynamic form of communication: Employee Engagement.
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 company’s own corporate reputation makes to product brands.
This document has been prepared by Corporate Excellence – 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 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 – 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 “Communication Innovations in Business and the Mass Media”, organised at the Faculty of Information Sciences, Complutense University in Madrid, on April 10, 2012, and his book “El Dircom hoy” (Communications Director Today) published by CPC Editor.
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 company’s 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.
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 – 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.
From Employee Communications to Workforce EngagementMWWPR
In today’s environment, the need to engage and activate employees is paramount. In order to achieve the necessary and desired business outcomes, companies must move from the static, one-way message delivery that has traditionally driven the practice of Employee Communications to a more dynamic form of communication: Employee Engagement.
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 company’s own corporate reputation makes to product brands.
This document has been prepared by Corporate Excellence – 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 Brand University - How to make a sustainable, successful brandMinter Dial
The world of branding has, over a very condensed period of time, undergone a virtual and very real revolution as far as both the consumer and the employee are concerned. The challenge that companies are now facing is how to adapt effectively and efficiently to several convergent paradigm shifts. This white paper reviews some of the major changes and raises questions about the implications for today’s leaders. This paper’s position is that, more than ever before, companies need to evolve into Learning Organizations and that instituting a company-wide Brand University can offer a compelling way to accompany such a change.
This document was developed by Corporate Excellence – 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.
It explains how both sides of the brain connect when we take decisions and how this fact shapes our beliefs and trust on certain companies and people.
Brand Psychology studies the new relation models and analyzes the different techniques to be developed by brands to reach their stakeholders.
Thus, the text dives into what happens in the left hemisphere, which controls rational elements, and in the right one, which controls emotional aspects and relates this explanation with brand managament, value creation and shared beliefs.
Gabay also provides a list of values that a brand can give to all its stakeholders and which can be summarized as: functional, social, emotional, epistemic and conditional.
Individual subconscious and general unconscious mind are also important in the right side of the brain, specially, when it comes to assess things.
Jonathan Gabay uses the theories by pshycologist Karl Gustav Jung to explain how we link both sides of the brain when taking decisions and how our subconscious mind is the result of the connection between general inconscious mind and personality.
The book also talks about expectations and explains that dealing with them is essential to be able to manage reputation. Expectations mean opportunities but also risks and demand constant innovation. Despite all the information that companies can have now, it is even more important to know the expectation of their stakeholders and how to gain their trust.
Today, brand reputation and the fact that people believe and trust in a brand depend on the decisions where emotional and rational memories crash.
That's why emotions control our decisions and look for a logical reason in the left hemisphere (a logos or argumentation) that is coherent with the emotional reason that they have found already in the left side (a pathos or emotion), everything supported by an ethos or moral conviction. These three elements are necessary to obtain a good reputation as a brand in the current context.
We explore "Universal " consumer brand relatinships and how they contribute to key marketing and business metrics in Mexico and the United states. The assessment is based on new research out of the field in May 2014.
a few key findings:
1. There are Universal Consumer Brand Relationships but there are also cultural variations
2. Differentiation is more active in Mexico and more passive in the USA.
3. Relevance is a necessary condition for CBR to help in driving acquisition in Mexico, not so in the USA.
4. The "Reinforcement" brand relationships plays a much bigger role in marketing in Mexico. The force behind "reinforcement is the notion of customers experience of the brand "valuing me" and allowing me feel "self esteem"
Please open the deck for much more insight
BlackBar Consulting's branding models connect the development of consumer franchises with brand relationships to strengthen market position and valuation multiples.
This document was prepared by Corporate Excellence – 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.
www.ExpandYourImpact.org-- What is Positive Change Marketing? And why should you incorporate it into your nonprofit marketing strategy? Ways to improve current marketing plans using evidence-based marketing analysis. How to truly appeal to your target audience.
Relational branding – A New Paradigm for Modeling Marketplace Effects of CBRBlackBar Consulting
Presented by keynote speaker Max Blackston at Susan Fournier's Consumer Brand Relationships conference on May 17,2013 at Simmons College in Boston Mass.
Brands are managed and defined by people much more than by organizations themselves: employees shape how brands are seen and clients support or attack brands according to their personal experience and have an impact on companies’ reputation.
‘Brand Together’ by Nicholas Ind, Professor at the Business School in Oslo (Norway), written together with Clare Fuller and Charles Trevail defends that companies won’t reach their stakeholders and be successful by relying on mass advertising but through an authentic engagement and co-creation processes that build stronger bonds between brands and stakeholders by talking and collaborating with them.
Nowadays, communication is a two-side path, employees have much more to say and brand managers have to fuel that relationship and get stakeholders to engage and feel that they also “own” the brands.
Brands want to innovate, surprise and be admired. However, it is not only a matter of launching new products and services, but new processes, models and ideas. Trust is key factor when trying to create a constant and permanent creativity and innovation atmosphere, since it helps to dialogue and exchanging, main basis of a collaboration process.
The character and DNA of a company should be expressed through their actions and ideas, and those will shape the view that customers, stakeholders and society have about the brand. The sum of these considerations will be translated into the reputation of the brand. Hence, the important role of co-creation and innovation when promoting a brand.
Brand managers tend to overvalue reward influence but, as Ind says, what motivates professionals the most is to participate, socialize and do something that is worth it. It is an essential requirement to get employees engaged turning them into the most important brand ambassadors. Because of this, the organization will achieve three main goals: product and services innovation, brand value reinforcement and improvement of financial results.
Co-creation process can be divided into two stages (the thinking stage and the implementing stage) and help brands to be owned by users, by speaking and collaborating with them in order to create and develop those things that really affect them and are important for them
Documento elaborado por Corporate Excellence - Centre for Reputation Leadership citando, entre otras fuentes, la obra Brand Psychology
escrita por Jonathan Gabay, consultor y profesor británico experto en Marca, Reputación y Comunicación, y publicada por Kogan Page en 2015.
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 real–time 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.
Documento elaborado por Corporate Excellence – Centre for Reputation Leadership citando, entre otras fuentes, la sexta edición 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.
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
The Brand University - How to make a sustainable, successful brandMinter Dial
The world of branding has, over a very condensed period of time, undergone a virtual and very real revolution as far as both the consumer and the employee are concerned. The challenge that companies are now facing is how to adapt effectively and efficiently to several convergent paradigm shifts. This white paper reviews some of the major changes and raises questions about the implications for today’s leaders. This paper’s position is that, more than ever before, companies need to evolve into Learning Organizations and that instituting a company-wide Brand University can offer a compelling way to accompany such a change.
This document was developed by Corporate Excellence – 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.
It explains how both sides of the brain connect when we take decisions and how this fact shapes our beliefs and trust on certain companies and people.
Brand Psychology studies the new relation models and analyzes the different techniques to be developed by brands to reach their stakeholders.
Thus, the text dives into what happens in the left hemisphere, which controls rational elements, and in the right one, which controls emotional aspects and relates this explanation with brand managament, value creation and shared beliefs.
Gabay also provides a list of values that a brand can give to all its stakeholders and which can be summarized as: functional, social, emotional, epistemic and conditional.
Individual subconscious and general unconscious mind are also important in the right side of the brain, specially, when it comes to assess things.
Jonathan Gabay uses the theories by pshycologist Karl Gustav Jung to explain how we link both sides of the brain when taking decisions and how our subconscious mind is the result of the connection between general inconscious mind and personality.
The book also talks about expectations and explains that dealing with them is essential to be able to manage reputation. Expectations mean opportunities but also risks and demand constant innovation. Despite all the information that companies can have now, it is even more important to know the expectation of their stakeholders and how to gain their trust.
Today, brand reputation and the fact that people believe and trust in a brand depend on the decisions where emotional and rational memories crash.
That's why emotions control our decisions and look for a logical reason in the left hemisphere (a logos or argumentation) that is coherent with the emotional reason that they have found already in the left side (a pathos or emotion), everything supported by an ethos or moral conviction. These three elements are necessary to obtain a good reputation as a brand in the current context.
We explore "Universal " consumer brand relatinships and how they contribute to key marketing and business metrics in Mexico and the United states. The assessment is based on new research out of the field in May 2014.
a few key findings:
1. There are Universal Consumer Brand Relationships but there are also cultural variations
2. Differentiation is more active in Mexico and more passive in the USA.
3. Relevance is a necessary condition for CBR to help in driving acquisition in Mexico, not so in the USA.
4. The "Reinforcement" brand relationships plays a much bigger role in marketing in Mexico. The force behind "reinforcement is the notion of customers experience of the brand "valuing me" and allowing me feel "self esteem"
Please open the deck for much more insight
BlackBar Consulting's branding models connect the development of consumer franchises with brand relationships to strengthen market position and valuation multiples.
This document was prepared by Corporate Excellence – 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.
www.ExpandYourImpact.org-- What is Positive Change Marketing? And why should you incorporate it into your nonprofit marketing strategy? Ways to improve current marketing plans using evidence-based marketing analysis. How to truly appeal to your target audience.
Relational branding – A New Paradigm for Modeling Marketplace Effects of CBRBlackBar Consulting
Presented by keynote speaker Max Blackston at Susan Fournier's Consumer Brand Relationships conference on May 17,2013 at Simmons College in Boston Mass.
Brands are managed and defined by people much more than by organizations themselves: employees shape how brands are seen and clients support or attack brands according to their personal experience and have an impact on companies’ reputation.
‘Brand Together’ by Nicholas Ind, Professor at the Business School in Oslo (Norway), written together with Clare Fuller and Charles Trevail defends that companies won’t reach their stakeholders and be successful by relying on mass advertising but through an authentic engagement and co-creation processes that build stronger bonds between brands and stakeholders by talking and collaborating with them.
Nowadays, communication is a two-side path, employees have much more to say and brand managers have to fuel that relationship and get stakeholders to engage and feel that they also “own” the brands.
Brands want to innovate, surprise and be admired. However, it is not only a matter of launching new products and services, but new processes, models and ideas. Trust is key factor when trying to create a constant and permanent creativity and innovation atmosphere, since it helps to dialogue and exchanging, main basis of a collaboration process.
The character and DNA of a company should be expressed through their actions and ideas, and those will shape the view that customers, stakeholders and society have about the brand. The sum of these considerations will be translated into the reputation of the brand. Hence, the important role of co-creation and innovation when promoting a brand.
Brand managers tend to overvalue reward influence but, as Ind says, what motivates professionals the most is to participate, socialize and do something that is worth it. It is an essential requirement to get employees engaged turning them into the most important brand ambassadors. Because of this, the organization will achieve three main goals: product and services innovation, brand value reinforcement and improvement of financial results.
Co-creation process can be divided into two stages (the thinking stage and the implementing stage) and help brands to be owned by users, by speaking and collaborating with them in order to create and develop those things that really affect them and are important for them
Documento elaborado por Corporate Excellence - Centre for Reputation Leadership citando, entre otras fuentes, la obra Brand Psychology
escrita por Jonathan Gabay, consultor y profesor británico experto en Marca, Reputación y Comunicación, y publicada por Kogan Page en 2015.
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 real–time 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.
Documento elaborado por Corporate Excellence – Centre for Reputation Leadership citando, entre otras fuentes, la sexta edición 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.
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
This document was developed by Corporate Excellence – 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.
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.
As the old saying goes, if you don’t communicate, you don’t exist. Today, inorder to bring this idea up-to-date, we may say that we don’t exist if we don’t 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 – 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.
Corporate Excellence - Centre for Reputation Leadership ha organizado una conferencia para el próximo 30 de enero que contará con la participación del académico Cees van Riel, profesor de Comunicación Corporativa en la Rotterdam School of Management y vicepresidente de Reputation Institute.
El acto se desarrollará en el Auditorio de ESADE. En el acto presentaremos una investigación muy relevante sobre los factores de éxito que marcarán el futuro de los Directores de Comunicación.
Se trata de una investigación internacional en la que han participado 117 Directores de Comunicación de las empresas más reputadas de Estados Unidos, Reino Unido, Alemania, Francia, España, Italia, Países Bajos, y países relevantes de América Latina, como Brasil, México, 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 Fernández (marina.fernandez@corporateexcellence.org) para garantizar tu plaza.
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, Telefónica and Mutua Madrileña).
It addresses important issues such as internal communication, circles of trust, reputation rankings or communication goals in this new context.
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.
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, Telefónica 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
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 company’s 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, it’s 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
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, stakeholders’ 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 company’s 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 brand’s 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 Nestlé: 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 company’s 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.
The phenomenon of brands has transformed the economy and people’s 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 “Brand Society” defends that brands are used to obtain immediate economic returns rather than to transform the society and people’s lives that in turn would lead to economic results and it’s 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.
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 – identity and image
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 consumers’ 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 government’s 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 company’s competitiveness within the market.
This document analyses the role of the social media in communications about a company’s 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 company’s 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.
Emotional intelligence how to utilize emotional intelligence in the workplaceChloe Cheney
Emotional Intelligence is important for anyone who wants to excel in personal and professional life. Here's how to use emotional intelligence in the workplace:
This is the final report of my project that i made in my Fundamental management course. This report is all about emotional intelligence that how it is helpful in your life
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Managing Conflict: Audio Interviews
Healthy Conflict in Public Administration
Interviewer: Workplace conflict is a natural and healthy aspect of organizational success, but in some
instances, it can also be detrimental. From your perspective, should the public administrator promote a
culture where health conflict is expressed and utilized toward achieving organizational goals, and if so,
how should he or she do achieve this organizational culture?
Representative Keith Ellison
United States Congressman, 5th District of Minnesota
Washington, D.C.
Well, the public administrator has to understand that conflict is like gravity, it is there, it will be there,
there is no such thing as conflict-free environment, nor should there be.
The sales force wants to sell as many products as they can. The accounting group wants to make sure
that the organization is safe and sound and solvent. Sometimes these two goals are at cross purposes,
and they should be—what the administrator and the leader needs to do is to create an environment
where mistakes are OK, where conflict is OK, where people can disagree, where somebody can say that I
think that so-and-so is wrong and that so-and-so will have enough trust to know that it is, one, not
personal. Two, not designed to thwart their progress in the organization. Three, that it is sincerely
meant.
I mean, the leader needs to set that tone, and sometimes that means the leader needs to let people
critique them, and that sends a message that, critique and difference of opinion is OK here.
Now, of course at some point we need to get it together and make a decision, but you have got to make
a deliberate and conscious effort to make sure that you have an environment in which people can give
criticism and people can take it.
This is learned behavior. This does not just spring up overnight, this is learned behavior, and you have to
practice it and you have to deliberately implement a process for conflict resolution, honesty, and trust. In
that way you are always going to be able to anticipate problems as they arise. Conflict should be looked
at as early warning system.
State Senator Katie Sieben
Minnesota State Senator, District 57
St. Paul, MN
There is certainly no lack of conflict in the Minnesota Senate and it is not, as most people would think, it
is not along partisan lines always or has been usually. So I do not have any real good advice to how to
promote it because it just comes so naturally to us in the legislative setting.
Ms. Deborah Chase
City Council Member 1998 - 2003, Mayor 2002 - 2003
City of Kennmore
Conflict ignored always grows, so you absolutely have to address that. And providing a healthy
environment where it is okay to disagree or at least discuss the disagreement, so that everyone
understands where each other is coming from is critically important in order .
Emotions play a great role in our day-to-day lives. Harnessing emotions in social media campaigns is a winning tactic to grow your customer base to increase sales.
Emotional Intelligence and social skills are FOUR times more important than IQ alone when considering success and prestige in professional settings. This is one of the 10 Things Your May Not Already Know About Emotions and Emotional Intelligence.
People are happy when they get what they need. In the context of marketing, this means delivering product attributes and benefits that meet consumers' and shoppers’ needs, which is the focus of marketing today. While making people happy certainly contributes to a brand being liked and trusted, it doesn’t go far enough. Delivering emotional meaning is how brands will build real competitive advantage in the future. Meaning involves “understanding one’s life beyond the here and now.” For a brand to be meaningful, it must reflect consumers' and shoppers’ emotional truths relevant to the brand and its category.
My latest Communicate magazine piece "The future of communications is inherently a psychological and more mindful process. For business, developing engaging content is a psychological process, writes Hubert Grealish" ___ (get discounted iPad edition at http://lnkd.in/d4-c7tV)
__
#websummit #startup #dublin #techbiz #business #communicate #neuromarketing #marketing
19Reflection on Self-Assessment FindingRelationship manaAnastaciaShadelb
1
9
Reflection on Self-Assessment Finding
Relationship management, social awareness, and self-management are the four pillars of emotional intelligence. All four of these crucial elements are pivotal in helping executives manage their emotions and promote development. The capacity to understand and sympathize with others, particularly those from other origins and cultures, is known as social awareness. Self-awareness is the conscious effort to comprehend oneself via reflection. Relationship management is developing assertive, courteous, and non-defensive communication skills, notably when giving criticism or resolving interpersonal conflicts. With self-management, people can restrain impulsive thoughts and actions, manage their emotions healthily, take charge of their lives, keep their word, and adjust to the changed conditions. This reflection will be based on the self-assessment findings on emotional intelligence (Pinos et al., 2018).
Areas of Strength
One of my strength areas is relationship management. I effectively use my leadership skills to persuade others and maintain personal inter-relationship, which is critical for relationship management. Relationship management is typically characterized as skillfully managing relationships by leveraging one's understanding of their own emotions and those of others (Pinos et al., 2018). In addition, I am an aggressive, courteous, and non-defensive communicator, especially when giving feedback or resolving interpersonal conflicts.
Another strength is social awareness, whereby I effectively listen to others. I am also effective at respecting the ideas and contributions of others. This is enhanced by my active learning skills, which are critical in developing social awareness. Social awareness is the capacity to recognize the feelings of others and what is happening in their life (Pinos et al., 2018). As a leader, I must put my favorite pastimes on wait to engage in social awareness. The ability to comprehend and empathize with others' points of view, including those from cultural differences and origins, the ability to identify communal services and assistance, and social and ethical standards of behavior.
The final strength is based on self-awareness, whereby I effectively use a written communication strategy to express my thoughts. I also use another strategy to express myself. Self-awareness, or the ability to recognize and understand your sentiments, is one of the fundamental characteristics of emotional intelligence (Pinos et al., 2018). However, being aware of one's behaviors, mood, and feelings as they relate to other people, goes beyond simply being aware of one's sentiments. Self-awareness is the first significant ability connected to social-emotional learning (Pinos et al., 2018). Self-awareness refers to the ability to correctly recognize one's personal feelings, beliefs, and values and how they influence behavior (Pinos et al., 2018).
Areas of Weakness
One of the weaknesses is self-m ...
Similar to Reasons and Emotions that Guide Stakeholder's Decisions and Have an Impact on Corporate 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 éxito 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 transformación en el modo de relacionarnos con el resto de personas y con las organizaciones, el empoderamiento de los grupos de interés…
Entre las causas de la transformación se encuentran la emergencia y maduración de los medios sociales; la demanda para una mayor transparencia; la expansión global en la era del Big Data y de contenidos propios; y la creciente volatilidad social, política y económica, que hacen que el CCO deba estar preparado para liderar y pensar de forma diferente.
Según el informe El nuevo CCO existen cinco tendencias clave que reflejan cómo está cambiando la función de comunicación:
> Cambio en las inversiones
> Mayor integración
> Nuevas funciones
> Nuevas alianzas
> Nuevas métricas e indicadores clave de rendimiento (KPI)
Para liderar con éxito este nuevo ecosistema de relaciones y comunicación, 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 interés
La nueva realidad empresarial exige a los CCO que contribuyan a la dirección estratégica de la empresa, una tarea que implica asumir nuevas responsabilidades y desarrollar nuevas habilidades y conocimientos. Corporate Excellence – Centre for Reputation Leadership comparte los principios establecidos en el «Nuevo Modelo de Comunicación» impulsado por la Arthur W. Page Society, una de las asociaciones de directivos de comunicación más relevantes en el ámbito internacional, con la que además ha firmado un convenio de colaboración junto al Foro para la Investigación y el Conocimiento de la Comunicación, que reúne a las facultades de comunicación de un grupo de universidades españolas y latinoamericanas, para avanzar en la validación académica y empresarial del Modelo.
Informe de tendencias en gestión de intangibles elaborado por el Research Centre of Governance, Sustainability and Reputation, un centro de investigación independiente que tiene como objetivo promover la colaboración en el campo de la investigación, análisis, y formación sobre Riesgo Reputacional, Gobierno Corporativo y Sostenibilidad, y el impacto de estos dos últimos en la reputación.
El presente informe ha sido elaborado con la colaboración de Canvas Estrategias Sostenibles, firma de consultoría estratégica 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 publicación de referencia en torno a la reputación, el gobierno corporativo y la sostenibilidad.
A continuación recogemos los principales titulares del informe:
Tendencias Globales
– Se eleva la confianza pero crece la división social
– El cambio climático en un punto crítico
Tendencias en Sostenibilidad
– Alianzas estratégicas: you can’t do it alone
– Conectar con el consumidor aspiracional
– Inversión sostenible, fórmulas para el crecimiento
– ¿Nuevos modelos de negocio?
Tendencias en Reputación
– Tres riesgos reputacionales críticos
– El alcance real de la reputación
– Crece la investigación en torno a la reputación
– Nuevas competencias para la función directiva
– La evolución de las métricas
– Ganar autoridad entre los influencers
Tendencias en Gobierno Corporativo
– Nuevo Código Unificado de Buen Gobierno en España
– Riesgos del mal gobierno corporativo
5.ª Edición 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 reputación corporativa: Oferta, Innovación, Finanzas, Trabajo, Ciudadanía, Liderazgo y Gobierno.
El informe ofrece un mapa de los stakeholders más 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 información sobre los contenidos que mayor relevancia tienen para las distintas audiencias y permite identificar las principales áreas de riesgo reputacional para las empresas.
En concreto, en esta edición 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 interés y entornos. De esta forma, el análisis permite identificar aquellos sectores, temas, stakeholders y espacios más y menos favorables en términos de notabilidad (cómo se valora) y notoriedad (cuánto se valora), ofreciendo insights estratégicos para diseñar estrategias de posicionamiento en Internet.
BEO 2016 ha sido aplicado a más de 70 compañías en todo el mundo y aspira a convertirse en un estándar internacional para la gestión de la reputación en Internet.
5.ª Edición 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 reputación corporativa: Oferta, Innovación, Finanzas, Trabajo, Ciudadanía, Liderazgo y Gobierno.
El informe ofrece un mapa de los stakeholders más 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 información sobre los contenidos que mayor relevancia tienen para las distintas audiencias y permite identificar las principales áreas de riesgo reputacional para las empresas.
En concreto, en esta edición 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 interés y entornos. De esta forma, el análisis permite identificar aquellos sectores, temas, stakeholders y espacios más y menos favorables en términos de notabilidad (cómo se valora) y notoriedad (cuánto se valora), ofreciendo insights estratégicos para diseñar estrategias de posicionamiento en Internet.
BEO 2016 ha sido aplicado a más de 70 compañías en todo el mundo y aspira a convertirse en un estándar internacional para la gestión de la reputación en Internet.
La auditoría ha cambiado su tradicional enfoque de control de costes a otro más global de gestión de riesgos, gobernanza, creación de valor y cultura organizacional. La auditoría representa la cultura corporativa al definir cómo las empresas piensan y actúan, pero son las decisiones de los directivos las que reflejan realmente cómo piensa y se comporta una organización. De esta forma, esta área amplía su importancia al participar directamente en la gestión de riesgos y generación de valor
This document was developed by Corporate Excellence – Centre for Reputation Leadership from the book Contabilidad simultánea. Valoración y control de los intangibles en la gestión 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 Márquez and Esteve Sitges and published by ACCID and Accounting Economists from the Consejo General de Economistas.
Documento elaborado por Corporate Excellence – Centre for Reputation Leadership a partir del manual Contabilidad simultánea. Valoración y control de los intangibles en la gestión integral escrito por Salvador Guasch, director del Instituto de Intangibles y experto internacional en contabilidad financiera y no financiera, con la colaboración de los profesores Antonio Márquez y Esteve Sitges, y editado por ACCID y Economistas Contables del Consejo General de Economistas.
Documento elaborado por Corporate Excellence – 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 búsqueda 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 históricamente desde una sola perspectiva, desde un solo ángulo a través del cual ver el ejercicio de la autoridad en las organizaciones, por un lado, o el desarrollo y guía personal, por el otro. Sin embargo, a juicio de los profesores del Departamento de Ciencias Sociales de ESADE, Ángel Castiñeira y Josep Maria Lozano, el liderazgo es algo poliédrico, es decir, no se trata de una lucha entre lo bueno y lo malo, entre lo ético y lo eficaz, sino que ambas cosas son combinables.
Documento elaborado por Corporate Excellence – Centre for Reputation Leadership citando, entre otras fuentes, la obra El poliedro del liderazgo: una aproximación a la problemática de los valores en el liderazgo de Àngel Castiñeira y Josep Maria Lozano, la obra Creating Leaderful Organizations de Joe Raelin, y la obra Leadership Brand de Dave Ulrich.
Hemos sido testigos de cómo el fenómeno de las marcas ha transformado la
economía y la manera en que viven los ciudadanos en todo el mundo. Las marcas
forman parte, al mismo tiempo, de una dimensión económica –como herramienta
empresarial– y de una social –como síntoma sociológico–.
La salud del branding como disciplina profesional ha mejorado en los últimos años en España, pero aún queda mucho camino por recorrer.
Sin embargo, según los datos presentados en el estudio «La salud del branding en España», cada vez más directivos ven la marca corporativa como un activo intangible de alto valor estratégico y empiezan a reconocerse los valores como la esencia de las marcas, los empleados ganan mayor peso como grupo de interés clave y se considera la reputación el elemento principal para el éxito empresarial.
El estudio refleja la situación actual de la profesión en el país y ha sido realizado entre noviembre de 2013 y febrero de 2014 a partir de entrevistas a casi 100 directivos de grandes compañías con presencia internacional.
La marca representa la personalidad de la empresa y es un elemento diferenciador que consigue la implicación de los grupos de interés. Además de una cultura alineada y compartida, es esencial para el éxito de una marca corporativa contar con la implicación de todos los departamentos, especialmente la dirección.
También es necesario superar la visión cortoplacista y trabajar más en la línea de construir la reputación 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 acción, la información disponible a través de medios corporativos son importantes, así como los mensajes en el entorno laboral y los espacios físicos, las presentaciones internas, los manuales de marca y demás literatura corporativa, las convenciones de directivos y empleados y las actividades de formación.
La mayor parte de las compañías que respondieron al cuestionario tienen carácter multinacional y uno de los retos más importantes que señalan es la gestión de la marca corporativa en el complejo escenario de la globalización.
Es importante que en los procesos de internacionalización la estrategia de despliegue de la marca acompañe al negocio sin olvidar la realidad local.
La marca corporativa se está imponiendo poco a poco como estrategia de éxito y la creciente importancia de la reputación 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 estratégico de las empresas.
La era de la hipertransparencia está llevando a los presidentes de las compañías a incrementar su papel en la escena pública: participar en eventos, estar disponible para los medios, ser accesible a través de las redes, compartir nuevas ideas y tendencias, estar presente en la sociedad o ser protagonista del vídeo corporativo son los comportamientos más valorados
En este documento se detallan los porcentajes de diferentes aspectos que demuestran la interdependencia de la reputación del CEO, la reputación de la empresa y el valor total de mercado basándose en el estudio The CEO Reputation Premium: Gaining Advantage in the Engagement Era elaborado por Weber Shandwick en colaboración con KRC Research en 19 países del mundo a partir de encuestas a más de 1.700 directivos de compañías con facturación igual o superior a los 500 millones de dólares.
Además, se explican las actitudes del CEO que generan apoyos favorables y cuáles son las competencias clave del CEO para obtener una buena reputación.
Se habla de las percepciones sobre el máximo poder ejecutivo en función del género, aunque, al margen de las pequeñas diferencias, todos los casos son muy similares.
Por último, se ofrecen una serie de consejos para conseguir que el CEO maximice su presencia pública en beneficio de la reputación de su empresa.
Tanto desde el ámbito institucional, como desde el académico y el sector privado, se exige un nuevo marco para el desarrollo y crecimiento de la economía en el que se valore el crecimiento sostenible a largo plazo y se incluyan aspectos de interés general para todas las partes: empresa y grupos de interés. En este sentido, cobra fuerza la ética como eje vertebrador de un nuevo sistema basado en dos grandes pilares: la ética social y medioambiental para poder garantizar un sistema económico eficiente en un entorno estable y propicio para el crecimiento del negocio y las inversiones.
La Nueva Economía Institucional (NEI) no pretende romper con la economía de mercado sino aplicar nuevas fórmulas a problemas que se derivan de esta.
Las instituciones han de ser capaces de garantizar la justicia social, la sostenibilidad medioambiental y el crecimiento económico a largo plazo. En este momento de coyuntura económica y crisis institucional, el foco está orientado a la legitimación de las propias instituciones, que tendrán que esforzarse por responder a los intereses y demandas de todos los actores.
El paradigma de la economía social supone una herramienta eficaz a la hora de incorporar principios éticos 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 economía social no es extrapolable de manera íntegra a las sociedades de capital, este sí puede servir de inspiración aportando valor al modelo de negocio a través de las políticas de recursos humanos y de responsabilidad social corporativa.
El contexto de coyuntura actual exige, tanto a empresas como a ciudadanos, la creación de nuevos modelos de liderazgo ético. Hoy en día, los estados han perdido peso en favor de la sociedad civil. La posición que ahora ocupan empresas y ciudadanía 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 ciudadanía debe por tanto asumir esta responsabilidad y adoptar valores como la solidaridad, el respeto y, especialmente, el diálogo.
Resulta imposible aprehender en toda su complejidad el poder transformador de la actual ciudadanía sin entender las claves del nuevo entorno en el que estamos jugando: La economía de la reputación, un entorno donde el público cada vez presta mas atención a las empresas que están detrás de los productos y servicios que adquieren. En este sentido la gestión de la reputación se convierte en la gestión de las relaciones con los stakeholders, clave para generar valor corporativo.
Promoting multidimensional teams has a positive impact on business outcomes. Female presence in company's executive bodies is essential to build business projects that are successful and long-term oriented.
During the meeting held by Woman's Week foundation and the Association of Directors of Communication in Spain (Dircom), Chief Communication Officer and companies, committed to equal opportunities and diversity, professionals discussed about CSR regarding gender diversity.
We are indeed living a shift of paradigm where companies are more sensitive to the economic importance of their role as social actors and the strategic and integrated management of key intangible assets such as reputation, brand, communication or public issues. We are immersed in the so-called "reputation economy".
The main advantages of promoting diversity within the corporation are the greater capacity of attracting and retaining talent, improvement of leadership and innovation strategies and a closer approach to key stakeholders for the company. In fact, the main idea of the concept of diversity is to optimize human resources presented by heterogeneous groups, this is to say, diverse regarding the gender, age, race or nationality of their members.
We are making progress in integrating diverse teams in the organization, but we are still below the goal of 40 % female board managers in companies set out by the European Parliament and the European Commission.
This insight addresses the current situation and future leadership, where diversity will play a major role for sure.
¿Se puede apoyar España en la fortaleza de las marcas de sus compañías exitosas en todo el mundo para fortalecer y sacar a flote la propia marca país en un momento especialmente difícil de crisis? ¿Cuáles son las palancas que hay que utilizar para lograrlo, sobre qué sectores y a partir de qué premisas poner las bases de un proyecto llamado España?
Para lograr reconstruir la marca España en el exterior, además de mejorar la reputación del país cambiando la realidad interna del mismo, es necesario alinear el prestigio y reconocimiento que obtienen las marcas de empresas españolas en el extranjero, así como la de sus profesionales de toda índole, con la del propio país, creando sinergias y transfi riendo signifi cados y valores entre ambas.
Pero para ello, es necesario también mejorar la marca España. Solo así, será posible recuperar su propia reputación, dañada en los últimos años debido a la crisis económica, además de mejorar los aspectos más ‘duros’ de la misma, relacionados con la calidad, la innovación y la productividad, en los que España tiene todavía terreno por recorrer.
La reputación, desde el punto de vista de la biología, puede ser considerada como un mecanismo de selección social que permite avanzar en la medida en que se produzcan los comportamientos esperados por el entorno. Desde esta perspectiva, la reputación actúa como mecanismo auto-regulador de un sistema, el social.
En muy poco tiempo, el poder y la influencia están pasando de manos de los que poseen el dinero o detentan el poder nominal a aquellos que disponen de la mejor reputación y cuentan con amplias y sólidas redes. La legitimidad y la confianza se obtienen a través de los iguales, aquellos compañeros, amigos, familiares con los que se interactúa a diario, también en las redes sociales. Es un cambio que se está produciendo en estos momentos a una velocidad de vértigo.
¿Se puede apoyar España en la fortaleza de las marcas de sus compañías exitosas en todo el mundo para fortalecer y sacar a flote la propia marca país en un momento especialmente difícil de crisis? ¿Cuáles son las palancas que hay que utilizar para lograrlo, sobre qué sectores y a partir de qué premisas poner las bases de un proyecto llamado España?
Para lograr reconstruir la marca España en el exterior, además de mejorar la reputación del país cambiando la realidad interna del mismo, es necesario alinear el prestigio y reconocimiento que obtienen las marcas de empresas españolas en el extranjero, así como la de sus profesionales de toda índole, con la del propio país, creando sinergias y transfi riendo signifi cados y valores entre ambas.
Pero para ello, es necesario también mejorar la marca España. Solo así, será posible recuperar su propia reputación, dañada en los últimos años debido a la crisis económica, además de mejorar los aspectos más ‘duros’ de la misma, relacionados con la calidad, la innovación y la productividad, en los que España tiene todavía terreno por recorrer.
El rol de las marcas corporativas está adquiriendo un valor creciente en la gestión de las grandes compañías como motor de diferenciación y creación de valor en un entorno cada vez más globalizado y competitivo. La reputación juega un papel importante a la hora de competir en la nueva economía del siglo XXI.
Empresas internacionales como Philips, Repsol o Telefónica están apostando fuerte por una arquitectura de marca crecientemente monolítica: la marca corporativa o ‘master brand’ actúa de paraguas, guía y eje transmisor de la identidad de la marca al conjunto de negocios y actividades de la empresa. Pero, ¿es útil esa estrategia a la hora de reposicionar marcas históricamente ligadas al gran consumo como Philips, para simplificar y hacer real la convergencia tecnológica para el cliente como en Telefónica o incluso para actuar en un mayor número de mercados y adquirir nuevas empresas como Repsol?
La evolución de los consejos de administración a uno y otro lado del Atlántico ha sido históricamente divergente dadas las diferencias de las realidades estadounidense y española, especialmente por la cultura empresarial en ambos países y por la legislación que afecta al gobierno corporativo de las compañías presentes en los mercados de valores.
Una de las primeras diferencias es el nivel de rotación de los consejeros, mucho mayor en el caso de los EE.UU. que en el de España, según se desprende de los informes de 2011 elaborados en ambos mercados por la consultora, auditora y firma legal PricewaterhouseCoopers (en adelante “PwC”). Según Mario Lara, socio responsable del programa de Consejos de Administración de PwC, dicha diferencia responde a un nivel de profesionalización y exigencia mayor en los consejos americanos.
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Reasons and Emotions that Guide Stakeholder's Decisions and Have an Impact on Corporate Reputation
1. In the 21st century, neuroscience agrees with most
of the findings of social psychology in the second
half of the past century: to be able to trust, first it is
necessary to emotionally believe and to have faith
and hope in those beliefs, that is to say, we can
only trust what we believe. Understanding the link
between neural networks and behavioural patterns
allow us to see how brand psychology works.
As we learn more about something and gain broader
experience, our feeling —and need— of purpose
and meaning also increases. According to Jonathan
Gabay, British lecturer, expert in Reputation and
Communication and author of Brand Psychology,
brands make us internalise those beliefs and purpose
and enable us to identify with something and feel
motivated and united.
New relation models
Brands cannot longer depend on traditional
marketing and branding strategies. Nowadays,
people don’t look what a brand does, its benefits,
how it makes them feel or how it identifies with
them... Today the spotlight is on what brands share
with their stakeholders.
Things such as design, logos, packaging, contact
points, promises, experiences or purposes still
are —and will be— important, but at this time
conversations, content, relationships, stories and
reputations carry more weight. Gabay says that
today, authenticity is the more powerful link
between emotional and rational aspects and moves
further away from the false and untrustworthy
promises we have experienced until now.
Why is it easier to trust certain companies and people rather than others? How can
trust be built through our beliefs? How are emotions and logical thinking connected?
What areas of the brain are affected at the same time in both hemispheres?
Strategy Documents
L16/2015
Reasons and Emotions that
Guide Stakeholder’s Decisions
and Have an Impact on
Corporate Reputation
Brand
Book Summaries
This document was developed by Corporate Excellence – 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.
2. Book Summaries 2
Reasons and
Emotions that
Guide Stakeholder’s
Decisions and
Have an Impact on
Corporate Reputation
People no longer feel addicted and attached to
celebrities, movie stars, athletes and important
business people, instead of that, they now feel
closer —both physical and emotionally— to other
people like them: employees, friends, colleagues and
acquaintances.
Gabay claims that this is not only happening in
the business or commercial field, actually it also
occurs in the personal, professional, cultural or
institutional spheres. Jonathan Gabay defends
that transparency is another basic element that
links emotional and rational aspects by reporting
falsehood and dishonest messages, which are not
coherent with the behaviours stated.
The left hemisphere of the brain
The left-brain is in charge of carrying out logic
thinking, numbers, writing, and language, this is,
the rational elements. Thus, values, rational trust,
mission, promises and personal interests (ego) are
located in this hemisphere.
However, thanks to neuroscience, we know that
deductive or rational thinking begins with an idea
—an emotional belief— that has been assumed
true. From this idea, that principle that socially
has a moral character (we see what we believe), we
interpret and judge different situations. The theory
of reasoned action, proposed by Azjen and Fishbein
within the social psychology field in the 70s and 80s
explained something similar.
Consequently, abductive reasoning (from a fact
to an hypothesis) justifies our actions and ponders
commonly accepted behaviours before issuing
a specific judgement; while inductive reasoning
passes general judgements from particular examples.
On the other hand, new behaviours are easily
acquired through continuous exposure to new
routines and the interpretation of messages depends
more on the context where those messages are issued
than on what they literally say. Again, context and
emotions give meaning to reasons.
The right hemisphere of the brain
The right side of the brain controls feelings, senses,
images or space, this is, it is dominant for emotion.
Beliefs, faith, purpose, expectations or public
interest (altruism) can be found in this hemisphere.
Beliefs are based on a logic premise developed by
stories and conversations (that’s why storytelling
has become so common). Contents show the
brand narrative to stakeholders and lead the way
to share beliefs and faith by telling stories that are
captivating and sustainable over time.
But those beliefs need to be supported or opposed
by the brand values. There are five values that
a brand can give to its consumers or customers,
but also employees, shareholders and the rest of
stakeholders:
1. Functional: what it does for me or to me.
2. Social: what it does for the rest.
3. Emotional: what feelings it makes me arise.
4. Epistemic: anticipated reward for trying
another brand.
5. Conditional: the fulfilment given by living an
authentic experience.
Individual subconscious and general unconscious
mind also play an important role in the right side of
the brain, specially, when it comes to evaluations.
Both rational elements or judgements (related to
introverted functions such as thinking or feeling)
and emotional elements or perceptions (related to
extroverted functions such as intuition) are highly
significant in this regard.
Jonathan Gabay uses the theories by psychologist
Karl Gustav Jung to explain how we link both
sides of the brain when taking decisions and how
«Today,
neuroscience
agrees
with social
psychology:
to be able to
rationally trust
in something,
first you need
to emotionally
believe in it,
have faith and
hope»
Figure 1: From brand features to brand inclusion
Source: Brand Psychology
Brand
Features
WHAT IT
HAS
1900s
Brand
Benefits
WHAT IT
DOES
1930s
Brand
Experience
HOW YOU
FEEL
1960s
Brand
ID
WHO YOU
ARE
2000s
Brand
Inclusion
WHAT WE
SHAPE
NOW
3. Book Summaries 3
Reasons and
Emotions that
Guide Stakeholder’s
Decisions and
Have an Impact on
Corporate Reputation
our personal subconscious mind is the result of the
connection between general unconscious mind and
personal ego or personality.
It is true that everyone uses introverted and
extroverted elements when taking decisions, but
the archetypes described by Jung (acquired through
the general unconscious mind and expressed in
personality) define how we identify ourselves with
one specific brand and which elements (thoughts
and sensations or feelings and intuitions) are
more important in our decisions and in previous
perceptions.
After years of experience treating his patients, Jung
collected enough empiric information to claim that
individual perceptions are essentially irrational and
are based on universal or general archetypes that
are shared socially and for which there is a prior
opinion or default position.
Expectation management is particularly important
in brand reputation management. Expectations
represent how strong a person believes in his or
her ability to get emotional rewards (intrinsic
motivation) as material rewards (extrinsic
motivations). Hence, this is a subjective way to
measure self-confidence when achieving the results
expected that, at the same time, depend also on
other people’s actions.
For this reason, surpass standard expectations of
the competitors and the whole market improves
reputation. However, the risk of not being able to
reach those expectations or doing it when that level
is already assumed as a new standard is high and can
be very damaging. Thus, it is important to promote
a constant and disruptive innovation in reputation
management.
The reason can be found at
the cingulate cortex
Why people do what they do? What guides and
establishes our behaviour? By knowing the reason
for human mind means, we know the reasons and
feelings and understand that the link between
both sides guides our expectations, perceptions,
attitudes and behaviours.
However, the amount of information that brands
are storing thanks to the digital world —the Big
Data —or the different algorithms used to analyse
«“Emotions
control
decisions and
search the
logic reason
in the left side
of the brain
(a logos) that
fits with the
emotional
reason
found in the
right side (a
pathos)»
Figure 2: Jung´s map of the psyche
Source: Brand Psychology
OUTER WORLD
INNER WORLD
PERSONAL
Consciousness
Personal
Unconscious
Collective
Unconscious
Consciousness
Personal
Unconscious
Collective
Unconscious
Anima-Animus
EGO
SELF
SHADOW
4. Book Summaries 4
Reasons and
Emotions that
Guide Stakeholder’s
Decisions and
Have an Impact on
Corporate Reputation
that information are almost useless if brands ignore
their stakeholders’ expectations or are unable to
gain their trust.
According to Gabay, human’ search of common
sense goes beyond all the usual questions in
political and corporate field that until now insisted
on asking what, where, when, how or who.
But today, brand reputation and the fact that
people believe in and trust a brand depend on the
decisions where emotional and rational memories
crash. The cingulate cortex, which surrounds and
connects both sides of the brain, is responsible
of shaping the emotions that process the data
related to learning, behaviour or memory and that
anticipate perceptions, attitudes and subsequent
behaviours.
That’s why emotions control our decisions and
look for a logical reason in the left hemisphere (a
logos or argumentation) that is coherent with the
emotional reason that they have found previously
in the left side (a pathos or emotion). On top of
that, everything is supported by an ethos or moral
conviction. These three elements are necessary to
gain a good reputation as a brand. It is with good
reason that Aristotle considered logos, pathos and
ethos the essential conditions for a good speech
that is, at the same time, a project in itself, a reality.
Figure 3: The cingulate gyrus enables the brain´s left and right lobes to perform a wide
variety of tasks
Source: Brand Psychology
cingulate
gyrus