The presentation is based on the Reputation Management
Certificate Program (2017) of the Public Relations Society of
America (PRSA)
Slides include content presented by:
Laura Kane, Chief Communications Officer, PRSA
Anthony Johndrow, CEO, Reputation Economy Advisors
Leslie Gaines-Ross, Chief Reputation Strategist, Weber Shandwick
Leigh Horner, Vice President, Corporate Communications & Corporate Social Responsibility, Hershey
Jim Issokson, Senior Vice President, North American communications, Mastercard
Billy Mann, Partner, Quadrant Strategies
Pamela Gill Alabaster, Senior Vice President, Corporate Communications & Corporate Social
Responsibility, Revlon Inc.
Lisa Ryan, Senior Vice President, Heyman Associates
TR Straub, Senior Vice President, Heyman Associates
Mike Fernandez, CEO, Burson-Marsteller USA
Reputation Management is cruecial for corporates. Chief Reputation/communications strategist has to be part of the senior executive management.
Reputation Management can provide Competitive advantage and sustainability to the corporates.
This document discusses reputation management. It defines reputation as the beliefs or opinions generally held about someone or something. Reputation management is the practice of understanding and influencing how an individual or business is perceived. Maintaining a good reputation provides benefits like attracting customers and employees. The reputation management process involves building, maintaining, and recovering reputation. Strategies for addressing reputational damage depend on whether the organization has a good or bad existing reputation. Overall, reputation is important for long term business success.
This document discusses the importance of reputation both personally and professionally. It defines reputation as the opinion and social evaluation of a person, group, or organization held by the public. Reputations are based on facts, perceptions, relationships, and key associations. They take a lifetime to build but can be lost quickly. Both personal reputations and organizational reputations are shaped by goals, values, behaviors, relationships, competencies, and responses to adversity. Maintaining a good reputation through consistent actions is important as it builds trust and supports an individual or brand during both good and bad times. The document provides tips for assessing one's current reputation and developing a plan to improve and defend it over time.
John loaned a large sum of money to his friend who promised to repay it within two months. Four months have now passed with no repayment or response from his friend. John is facing financial troubles without the repayment. He discovers that his neighbor also lent money to the same friend, which was instead used to pay a gambling debt. When John confronts his friend, he finds him embracing his neighbor's wife, damaging his reputation in the community.
This document discusses business ethics and provides examples of both ethical and unethical behaviors. It begins by asking the reader if they have engaged in various unethical acts and then discusses ethics in business. Examples of both ethical and unethical behaviors by employees and managers are given. The document emphasizes that having a clearly defined code of ethics is important for enhancing employee morale, reducing turnover, and gaining loyalty. It also notes that a lack of ethics can result in lost customers, employees, and reputation. Reasons why companies may not always act fairly are explored. The document concludes by discussing factors shaping business ethics in India and obstacles to ethical conduct, along with the importance and benefits of behaving ethically.
How to deal with the media after a failure. Guidelines for development of a crisis management program with details for everyone in the company to understand the importance and value of the plan.
The document defines key concepts related to corporate identity, image, and reputation. It discusses how corporate identity is the tangible manifestation of a corporate personality and is communicated through symbols, behaviors, and communication. Corporate image is stakeholders' immediate impression, while corporate reputation develops over time based on past performance and communication. The role of the corporate communicator is to align identity, image, and reputation by researching how stakeholders view the actual and desired positioning of the organization.
Business ethics can be defined as written and unwritten codes of principles and values that govern decisions and actions within a company.
In the business world, the organization’s culture sets standards for determining the difference between good and bad decision making and behavior.
Reputation Management is cruecial for corporates. Chief Reputation/communications strategist has to be part of the senior executive management.
Reputation Management can provide Competitive advantage and sustainability to the corporates.
This document discusses reputation management. It defines reputation as the beliefs or opinions generally held about someone or something. Reputation management is the practice of understanding and influencing how an individual or business is perceived. Maintaining a good reputation provides benefits like attracting customers and employees. The reputation management process involves building, maintaining, and recovering reputation. Strategies for addressing reputational damage depend on whether the organization has a good or bad existing reputation. Overall, reputation is important for long term business success.
This document discusses the importance of reputation both personally and professionally. It defines reputation as the opinion and social evaluation of a person, group, or organization held by the public. Reputations are based on facts, perceptions, relationships, and key associations. They take a lifetime to build but can be lost quickly. Both personal reputations and organizational reputations are shaped by goals, values, behaviors, relationships, competencies, and responses to adversity. Maintaining a good reputation through consistent actions is important as it builds trust and supports an individual or brand during both good and bad times. The document provides tips for assessing one's current reputation and developing a plan to improve and defend it over time.
John loaned a large sum of money to his friend who promised to repay it within two months. Four months have now passed with no repayment or response from his friend. John is facing financial troubles without the repayment. He discovers that his neighbor also lent money to the same friend, which was instead used to pay a gambling debt. When John confronts his friend, he finds him embracing his neighbor's wife, damaging his reputation in the community.
This document discusses business ethics and provides examples of both ethical and unethical behaviors. It begins by asking the reader if they have engaged in various unethical acts and then discusses ethics in business. Examples of both ethical and unethical behaviors by employees and managers are given. The document emphasizes that having a clearly defined code of ethics is important for enhancing employee morale, reducing turnover, and gaining loyalty. It also notes that a lack of ethics can result in lost customers, employees, and reputation. Reasons why companies may not always act fairly are explored. The document concludes by discussing factors shaping business ethics in India and obstacles to ethical conduct, along with the importance and benefits of behaving ethically.
How to deal with the media after a failure. Guidelines for development of a crisis management program with details for everyone in the company to understand the importance and value of the plan.
The document defines key concepts related to corporate identity, image, and reputation. It discusses how corporate identity is the tangible manifestation of a corporate personality and is communicated through symbols, behaviors, and communication. Corporate image is stakeholders' immediate impression, while corporate reputation develops over time based on past performance and communication. The role of the corporate communicator is to align identity, image, and reputation by researching how stakeholders view the actual and desired positioning of the organization.
Business ethics can be defined as written and unwritten codes of principles and values that govern decisions and actions within a company.
In the business world, the organization’s culture sets standards for determining the difference between good and bad decision making and behavior.
The document discusses social media engagement and provides guidance on how to develop an effective social media engagement strategy and process. It recommends starting with listening to understand brand conversations and perspectives, then developing a strategic plan focused on understanding engagement needs. It also emphasizes the importance of monitoring, measuring, understanding feedback and refining engagement approaches over time in order to effectively engage and empower brand audiences. A number of tools are also presented to help with listening, monitoring, measuring and managing an ongoing social media engagement process.
This document provides an overview of corporate reputation as a concept. It defines reputation as the collective perception of a company held by its stakeholders, which includes consumers, partners, employees, communities, and others. Reputation is formed over time through exchanges and is both an intangible asset as well as having tangible financial benefits. The document discusses how reputation can be measured through surveys and discusses best practices for managing reputation, including developing strong customer experiences, communication, and addressing public perceptions. It emphasizes that reputation is complex and dependent on many interconnected factors.
This presentation provides a unique view of crisis communications principles. It is based on the author's many years of experience in PR and corporate communications.
Online reputation management involves monitoring what is said online about a business to suppress negative mentions or push them lower in search results. It is important because prospects, competitors, customers, and unhappy customers are all online. The internet has changed communications from one-way to multi-directional, so everyone can now control messaging. Maintaining a good online reputation through proactive monitoring, responding to feedback, and distributing positive content can help businesses retain customers, attract new ones, and maintain a positive brand image, while a bad reputation can cause lost revenue.
This document provides an overview of corporate communication. It defines corporate communication as managing internal and external communications to create a favorable view among stakeholders. It identifies key internal and external stakeholders. It describes the main roles and objectives of corporate communication departments as overseeing communication strategy, media relations, crisis communications, and more to promote the company's identity and minimize discrepancies in marketing. It also provides examples of tools used in corporate communication like branding, publications, and websites.
Corporate communications involves managing internal and external communications to achieve business objectives. It includes functions like public relations, marketing communications, and internal communications. The goals are to position the organization, manage its reputation, and ensure employees and stakeholders are well-informed. Effective corporate communications requires understanding concepts like brand identity, corporate image, and stakeholder management. It also requires strong media relations, employee communications, and managing communications during crises.
History and evolution of digital marketingmaanikamili
Are you verified "History and Evolution of DIGITAL MARKETING". Here i will give history of DIGITAL MARKETING to see and put your comments.
For more information visit our site: https://goo.gl/KXf1Ne
Communication involves the exchange of thoughts, messages, or ideas through speech, signals, or writing to ensure clear understanding. There are one-way, two-way, and collaborative methods of communication. Effective communication can increase productivity, reduce stress, enhance relationships, and save time and money.
Corporate communication manages an organization's internal and external communications, including advertising, marketing communications, marketing, and public relations. Internal communication occurs within a company through meetings and publications, while external communication uses advertising, marketing, and public relations to engage with consumers, media, and the public. Successful corporate communicators today integrate skills in these areas and have management abilities.
The Media represents a critical constituency for business. It must therefore be courted strategically in order to help attain organisational objectives.
This document discusses various models and perspectives on corporate social responsibility (CSR). It begins with an overview of CSR and definitions. It then examines five models of CSR: minimalist, self-interested, social contract, stakeholder management, and stakeholder stewardship. Each model is defined in terms of its premises and critiques of alternative models. Examples are provided for each model. The document also discusses the relationship between CSR and ethics, and managing ethics and social responsibility in organizations.
Maple Leaf Foods and Cadbury both faced food contamination crises. Maple Leaf Foods handled the crisis well with immediate transparency, open communication, and a public apology from the CEO. In contrast, Cadbury was slow to notify the public and regulators, did not accept responsibility, and faced public backlash. Effective crisis management requires preparation, transparency, swift action, and upholding organizational values to maintain public trust.
Reputation Management and Social MediaPaul Marsden
This document provides an overview of reputation management and online reputation management. It discusses how reputation is defined as the collective representation of what others say about an organization over time. Reputation is important for organizational success, and those with strong reputations grow faster. The document outlines several strategies for online reputation management, including delivering valuable digital services, managing online visibility through sites like Google and social media, and providing helpful, real-time information during crises. It emphasizes that reputation cannot be manufactured but must be earned through consistently meeting and exceeding customer expectations.
This document discusses issues management and defines it as the process of identifying, monitoring, and analyzing emerging trends and public opinions that could mature into constraints for an organization through public policy or legislation. It notes that 44% of companies with public affairs functions have full-time staff dedicated to issues management. The document provides various definitions of issues management from literature and outlines a 5-step process for issues management: issue identification, analysis, developing strategy options, creating an action plan, and evaluating results. It contrasts issues management with crisis management, noting issues management is proactive while crisis management is reactive.
Sustainability is achieving economic development that benefits the environment and community. The triple bottom line (TBL) expands organizational and societal success metrics beyond economics to include environmental and social impacts. TBL accounting considers a company's responsibilities to stakeholders. The Global Reporting Initiative established a framework for standardized TBL reporting on economic, environmental, and social performance to make sustainability reporting routine like financial reporting. TBL reporting helps organizations strategically manage corporate social responsibility.
This ppt is made to study the marketing ethics. This ppt will tell us about the various wrong practices in market and what should be sone to stop them. Who to complain and what to do.
The document provides guidance on negotiation skills for HR professionals, including techniques to uncover underlying motivations, active listening skills like reflecting back and reframing, and asking clarifying questions. It discusses that your position is above the water line while motivations are below, and skilled negotiators spend more time understanding the other side's motivations. Examples are given of reflecting back messages and reframing statements in a productive, non-threatening way. Clarifying questions are also recommended to understand concerns and find resolutions.
The document provides an overview of the history and development of corporate communication as a field. It discusses key figures like Paul Garrett and Arthur Page who helped establish best practices. Early corporate communication focused on public relations within major companies. Over time, responsibilities expanded to include advertising, marketing, and issues management. The document also examines the roles, skills, and professional responsibilities involved in corporate communication today.
The pyramid of corporate social responsibilityNimantha Perera
The document describes Carroll's Pyramid of Corporate Social Responsibility, which depicts CSR as having four levels or types of responsibilities: economic, legal, ethical, and philanthropic. The pyramid establishes that economic responsibilities form the base as they are fundamental to business survival. Legal responsibilities are second as businesses must obey all laws. Ethical responsibilities are third and require businesses to do what is right and avoid harm. The top level, philanthropic responsibilities, involves businesses being good corporate citizens through community contributions. The pyramid illustrates that these responsibilities are interrelated and can conflict, such as economic priorities versus ethical or philanthropic obligations.
The document outlines concepts related to conflict and negotiation including defining conflict, reviewing views of conflict, contrasting functional and dysfunctional conflict, outlining the conflict process, studying conflict handling orientations, comparing bargaining strategies, and identifying biases that hinder negotiations. It provides learning objectives and details each stage of the conflict process from potential opposition to outcomes. The document also discusses negotiation, bargaining strategies, and issues that can impact the negotiation process.
This document discusses brand and reputation management from a leadership perspective. It makes the following key points:
1. CEOs and boards feel unprepared for managing reputation risk, but reputation is critical and needs to be strategically managed like other business risks.
2. Brand and reputation are interrelated but often misunderstood. A strategic process is needed to identify values, build stakeholder relationships, and connect brand to reputation to drive business outcomes.
3. Values, behaviors, and consistent communications both internally and externally are foundations for strong reputation. Financial returns are a proxy for strong employee and customer satisfaction and reputation.
Market based management: getting results from your organizationQuentin Christensen
Market-Based Management enables organizations to succeed in the long term by applying the principles that allow free societies to prosper - from the Charles Koch Institute. This is a summary of the key concepts of market-based management: vision, virtues and talents, knowledge process, decision rights, and incentives. This principles enable well run organizations.
The document discusses social media engagement and provides guidance on how to develop an effective social media engagement strategy and process. It recommends starting with listening to understand brand conversations and perspectives, then developing a strategic plan focused on understanding engagement needs. It also emphasizes the importance of monitoring, measuring, understanding feedback and refining engagement approaches over time in order to effectively engage and empower brand audiences. A number of tools are also presented to help with listening, monitoring, measuring and managing an ongoing social media engagement process.
This document provides an overview of corporate reputation as a concept. It defines reputation as the collective perception of a company held by its stakeholders, which includes consumers, partners, employees, communities, and others. Reputation is formed over time through exchanges and is both an intangible asset as well as having tangible financial benefits. The document discusses how reputation can be measured through surveys and discusses best practices for managing reputation, including developing strong customer experiences, communication, and addressing public perceptions. It emphasizes that reputation is complex and dependent on many interconnected factors.
This presentation provides a unique view of crisis communications principles. It is based on the author's many years of experience in PR and corporate communications.
Online reputation management involves monitoring what is said online about a business to suppress negative mentions or push them lower in search results. It is important because prospects, competitors, customers, and unhappy customers are all online. The internet has changed communications from one-way to multi-directional, so everyone can now control messaging. Maintaining a good online reputation through proactive monitoring, responding to feedback, and distributing positive content can help businesses retain customers, attract new ones, and maintain a positive brand image, while a bad reputation can cause lost revenue.
This document provides an overview of corporate communication. It defines corporate communication as managing internal and external communications to create a favorable view among stakeholders. It identifies key internal and external stakeholders. It describes the main roles and objectives of corporate communication departments as overseeing communication strategy, media relations, crisis communications, and more to promote the company's identity and minimize discrepancies in marketing. It also provides examples of tools used in corporate communication like branding, publications, and websites.
Corporate communications involves managing internal and external communications to achieve business objectives. It includes functions like public relations, marketing communications, and internal communications. The goals are to position the organization, manage its reputation, and ensure employees and stakeholders are well-informed. Effective corporate communications requires understanding concepts like brand identity, corporate image, and stakeholder management. It also requires strong media relations, employee communications, and managing communications during crises.
History and evolution of digital marketingmaanikamili
Are you verified "History and Evolution of DIGITAL MARKETING". Here i will give history of DIGITAL MARKETING to see and put your comments.
For more information visit our site: https://goo.gl/KXf1Ne
Communication involves the exchange of thoughts, messages, or ideas through speech, signals, or writing to ensure clear understanding. There are one-way, two-way, and collaborative methods of communication. Effective communication can increase productivity, reduce stress, enhance relationships, and save time and money.
Corporate communication manages an organization's internal and external communications, including advertising, marketing communications, marketing, and public relations. Internal communication occurs within a company through meetings and publications, while external communication uses advertising, marketing, and public relations to engage with consumers, media, and the public. Successful corporate communicators today integrate skills in these areas and have management abilities.
The Media represents a critical constituency for business. It must therefore be courted strategically in order to help attain organisational objectives.
This document discusses various models and perspectives on corporate social responsibility (CSR). It begins with an overview of CSR and definitions. It then examines five models of CSR: minimalist, self-interested, social contract, stakeholder management, and stakeholder stewardship. Each model is defined in terms of its premises and critiques of alternative models. Examples are provided for each model. The document also discusses the relationship between CSR and ethics, and managing ethics and social responsibility in organizations.
Maple Leaf Foods and Cadbury both faced food contamination crises. Maple Leaf Foods handled the crisis well with immediate transparency, open communication, and a public apology from the CEO. In contrast, Cadbury was slow to notify the public and regulators, did not accept responsibility, and faced public backlash. Effective crisis management requires preparation, transparency, swift action, and upholding organizational values to maintain public trust.
Reputation Management and Social MediaPaul Marsden
This document provides an overview of reputation management and online reputation management. It discusses how reputation is defined as the collective representation of what others say about an organization over time. Reputation is important for organizational success, and those with strong reputations grow faster. The document outlines several strategies for online reputation management, including delivering valuable digital services, managing online visibility through sites like Google and social media, and providing helpful, real-time information during crises. It emphasizes that reputation cannot be manufactured but must be earned through consistently meeting and exceeding customer expectations.
This document discusses issues management and defines it as the process of identifying, monitoring, and analyzing emerging trends and public opinions that could mature into constraints for an organization through public policy or legislation. It notes that 44% of companies with public affairs functions have full-time staff dedicated to issues management. The document provides various definitions of issues management from literature and outlines a 5-step process for issues management: issue identification, analysis, developing strategy options, creating an action plan, and evaluating results. It contrasts issues management with crisis management, noting issues management is proactive while crisis management is reactive.
Sustainability is achieving economic development that benefits the environment and community. The triple bottom line (TBL) expands organizational and societal success metrics beyond economics to include environmental and social impacts. TBL accounting considers a company's responsibilities to stakeholders. The Global Reporting Initiative established a framework for standardized TBL reporting on economic, environmental, and social performance to make sustainability reporting routine like financial reporting. TBL reporting helps organizations strategically manage corporate social responsibility.
This ppt is made to study the marketing ethics. This ppt will tell us about the various wrong practices in market and what should be sone to stop them. Who to complain and what to do.
The document provides guidance on negotiation skills for HR professionals, including techniques to uncover underlying motivations, active listening skills like reflecting back and reframing, and asking clarifying questions. It discusses that your position is above the water line while motivations are below, and skilled negotiators spend more time understanding the other side's motivations. Examples are given of reflecting back messages and reframing statements in a productive, non-threatening way. Clarifying questions are also recommended to understand concerns and find resolutions.
The document provides an overview of the history and development of corporate communication as a field. It discusses key figures like Paul Garrett and Arthur Page who helped establish best practices. Early corporate communication focused on public relations within major companies. Over time, responsibilities expanded to include advertising, marketing, and issues management. The document also examines the roles, skills, and professional responsibilities involved in corporate communication today.
The pyramid of corporate social responsibilityNimantha Perera
The document describes Carroll's Pyramid of Corporate Social Responsibility, which depicts CSR as having four levels or types of responsibilities: economic, legal, ethical, and philanthropic. The pyramid establishes that economic responsibilities form the base as they are fundamental to business survival. Legal responsibilities are second as businesses must obey all laws. Ethical responsibilities are third and require businesses to do what is right and avoid harm. The top level, philanthropic responsibilities, involves businesses being good corporate citizens through community contributions. The pyramid illustrates that these responsibilities are interrelated and can conflict, such as economic priorities versus ethical or philanthropic obligations.
The document outlines concepts related to conflict and negotiation including defining conflict, reviewing views of conflict, contrasting functional and dysfunctional conflict, outlining the conflict process, studying conflict handling orientations, comparing bargaining strategies, and identifying biases that hinder negotiations. It provides learning objectives and details each stage of the conflict process from potential opposition to outcomes. The document also discusses negotiation, bargaining strategies, and issues that can impact the negotiation process.
This document discusses brand and reputation management from a leadership perspective. It makes the following key points:
1. CEOs and boards feel unprepared for managing reputation risk, but reputation is critical and needs to be strategically managed like other business risks.
2. Brand and reputation are interrelated but often misunderstood. A strategic process is needed to identify values, build stakeholder relationships, and connect brand to reputation to drive business outcomes.
3. Values, behaviors, and consistent communications both internally and externally are foundations for strong reputation. Financial returns are a proxy for strong employee and customer satisfaction and reputation.
Market based management: getting results from your organizationQuentin Christensen
Market-Based Management enables organizations to succeed in the long term by applying the principles that allow free societies to prosper - from the Charles Koch Institute. This is a summary of the key concepts of market-based management: vision, virtues and talents, knowledge process, decision rights, and incentives. This principles enable well run organizations.
Unleashing Potential: Talent Management and Career Development Strategies for...Vanessa Theoharis
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This document outlines an HR-driven business sustainability development program with the following key objectives: provide strategic direction, equip employees, enhance engagement, and drive productivity and innovation. It details the contents, business results, and developmental phases of the program, focusing on organization development, process improvement, and talent development. Measurement and tools are provided to develop people and management competencies, culture, and engagement through training, coaching, and other interventions over a 5-year period.
May 2015 marked the final offering of Product Manager Imperatives at the University of Wisconsin-Madison’s Center for Professional and Executive Education. After 40 years of running these open enrollment corporate workshops on product management, UW-CPED has decided to focus exclusively on management and leadership training. This presentation is the condensed version of the final offering of Product Manager Imperatives. For a version of this presentation with links to videos, tutorials and other tidbits to demonstrate key points, look for this presentation at BrainSnacksCafe.
This document discusses strategies for improving business performance. It covers:
- Developing a strategy by setting objectives and getting a competitive position in the market.
- Understanding core competencies and how successful companies develop in unexpected ways based on these competencies.
- Defining the strategic path by analyzing the environment, possibilities, and core competencies to determine where to go.
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3 Proven Methods to Optimize Your 2018 Strategy and Goals through Culture and...Paige Pulaski
Change management is done through culture. Understanding the strengths of your human capital is imperative to fully implementing a plan and expecting successful execution. As you’re investing time, energy and budget into planning for 2018, you should be asking questions such as, “Do our current employees have the right skills? Do we have the right people in the right roles? If not, how do we remove these barriers?”
You’re checking the most important box – getting a plan in place that, when executed, will propel your organization to the next level. However, many organizations are failing to run the proper diagnostic before implementation to make sure all your assumptions are, in fact, true and in working order. Optimizing your plan is imperative, but execution in 2018 looks bleak without optimizing your workforce first.
In this webinar recording, Tanya Bakalov of BetterSkills, Inc. discusses how to achieve the most success with your plans for 2018 by giving three ways to fully assess the teams you’re trusting to execute.
You will learn how to:
>> Gauge the “do-ability” of your plan with your organization’s current skills
>> Delegate initiative assignments to use each employee in their best capacity
>> Motivate employees to be agents of change and dedicated to your organization’s success
Corporate and Personal Strategic Planning is a Process for Reaching Professional or Personal Goals. It can be used in coaching sessions for individuals, small businesses corporate teams or corportae planning to strategize action plans
Бренд и репутация. Строим безупречную коммуникациюbrandhouse
The document discusses excellence in corporate communications and reputation management. It makes three key points:
1. Communications strategies must be aligned with corporate strategies, stakeholder focused, and accountable through measurement of inputs, outputs, and outcomes. Quality staff and cross-functional cooperation are important.
2. A strong corporate brand and reputation provide long-term value by creating internal alignment and external bonding with stakeholders. Reputation is influenced by performance, communications, and external context and perceptions.
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The document discusses the key concepts of vision, mission, goals and strategies for organizations. It provides definitions and explanations for each concept: A vision describes an organization's aspirations and desired future state without specifying how to achieve it. A mission statement expresses the overriding purpose and reason for an organization's existence. Goals are qualitative targets an organization aims to achieve, and should be consistent, feasible, understandable and agreed upon. Objectives are specific, measurable targets with deadlines that help achieve goals and missions. Strategies are the plans and approaches used to pursue objectives and achieve the vision.
LinkedIn Talent Insights Launch Guide for Program ManagersPamela Foo
The way to a successful launch. This playbook will set your organization up for success as it rolls out Talent Insights.
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Day 5 Shaping organisational goals and strategiesAhmed Qadir
The document discusses the importance of strategy for public sector organizations. It defines strategy as actions taken today to meet tomorrow's objectives, involving defining where the organization is now, where it wants to be, and how it will get there. Effective strategy requires leadership to obtain resources, defend the organization's competence, infuse the organization with values, develop distinctive competencies, distribute incentives fairly, and structure to resolve conflicts. Communicating the organization's higher purpose and strategic direction is also important to motivate staff and gain support. Overall, the document emphasizes that strategy provides direction and focus for public sector organizations to achieve their objectives and demonstrate value.
The document discusses the roles and responsibilities of various departments in a business organization and how each contributes to business analysis activities. It identifies the major functions like general management, finance, operations, human resources, marketing, production, research and development, information technology, logistics, security, and risk management. For each function, it provides the main responsibility and how the department contributes to analysis of key metrics, performance, processes, and decision making to improve the business. Maintaining effective collaboration between departments is important for optimal organizational productivity and satisfaction of customer needs.
This document discusses key concepts in strategic management including vision, mission, goals, and objectives. It provides definitions and examples of each. A vision describes what an organization wants to become in the future, while a mission captures the essence of why an organization exists. Goals are intended outcomes that support the mission and vision, and objectives are specific, measurable targets that compel action. The document evaluates components of effective statements and examples of good and bad statements. It emphasizes the importance of alignment between goals and objectives across all levels of an organization.
Burson-Marsteller is a leading global public relations and communications firm with over 60 years of experience. It has offices across six continents and experts in areas like corporate responsibility, brand development, and crisis management. The document discusses the basics of corporate responsibility including definitions, key issues, and the business case for practicing it. It also provides an overview of how to implement a corporate responsibility strategy, including conducting a materiality analysis and developing goals and reporting. Case studies are presented on leading companies that demonstrate best practices in their corporate responsibility programs and reporting.
Reputation Consultancy: Taking care of the futureSteve Leigh
We help you to take care of your future by actively managing the asset of reputation.
Our approach provides global reputation measurement and tracking, reputation coaching and creative communication strategies to better influence and manage the perceptions of stakeholders.
This means you achieve sustained success by growing meaningful and long term advantage that is good for you, your business, society and the environment.
This document provides an overview of strategic management concepts including:
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- Outlining the strategic management process of analyzing the internal/external environment, formulating strategy, implementing strategy, and evaluating performance.
- Explaining the importance of strategic management in providing direction, coordination, and focus to achieve organizational goals.
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2. This presentation is based on the Reputation Management
Certificate Program of the Public Relations Society of
America (PRSA)
Certificate Program Modules presented by:
Laura Kane, Chief Communications Officer, PRSA
Anthony Johndrow, CEO, Reputation Economy Advisors
Leslie Gaines-Ross, Chief Reputation Strategist, Weber Shandwick
Leigh Horner, Vice President, Corporate Communications & Corporate Social Responsibility, Hershey
Jim Issokson, Senior Vice President, North American communications, Mastercard
Billy Mann, Partner, Quadrant Strategies
Pamela Gill Alabaster, Senior Vice President, Corporate Communications & Corporate Social
Responsibility, Revlon Inc.
Lisa Ryan, Senior Vice President, Heyman Associates
TR Straub, Senior Vice President, Heyman Associates
Mike Fernandez, CEO, Burson-Marsteller USA
More info the PRSA Program:
http://apps.prsa.org/Learning/Calendar/di
splay/7574/Reputation_Management_Cert
ificate_Program#.WYMbDoSGPIU
4. We operate in a Reputation Economy
In 2015, 84% of a
company value is made
of Intangible Assets:
1. Reputation
2. Intellectual property
3. Human know-how
In most industries the
reputation is the biggest
part of the intangible
assets.
83
68
32
20 16
17
32
68
80 85
1975 1985 1995 2005 2015
Intangible Assets Growth
40-YEAR MARKET BREACKDOWN OF S&P 500
Stockholders' Equity Intangible Assets
5. Reputation is Money
Today Reputation is the most important commodity of a company:
● Stakeholders increasingly care not only about “what” but also
about HOW companies create value.
● This also applies to employees, especially among younger
generations.
It’s not reputation for the sake of reputation:
Reputation matters because it tremendously impacts a
business or an organisation’s license to operate.
6. Reputation Risk is a Top Strategic Business Risk
Increasingly organisations of all sizes are rigorously measuring
reputation and connecting it to business impact
Crisis Plan
How to mitigate or limit
the damage
Reputation Risk Plan
How to reduce the
probability for the crisis to
happen - and should the
crisis happen, reduce the
impact not because of
how you handle it but
because of what you did
before
VS
9. CEO Reputation Matters
45%
% of company's reputation attributed to
CEO's reputation
44%
% of company's market value attributed
to CEO's reputation
50%
% expect CEO reputation to matter
more in the next few years
Respect in corporate leadership has declined. Yet,
CEO reputation is a premium form a currency, not just in big companies
but in medium sized companies as well.
10. CEO Reputation Matters
66%
% of consumers believe that perception of the
CEO impacts the perception they have of the
company
77%
% of global executives believe CEO
reputation is key in attracting new talent
CEO reputation has a strong impact on global consumers too and plays a
crucial role in talent gain
12. How to increase CEO visibility
● Speak at industry related confernces
to highlight CEO competency
● Be accessible to news media
● Be visible on company website
● Share new insights and trends with the public
● Be active in local community
● Be visible on the company video/YouTube channel
● Hold position of leadership outside the company
● Publicly take positions on issues that affect society at large:
46% of people believe that companies should express opinions or
take actions on controversial issues
“One thing that you’re seeing is that there is a third [political] party
emerging in this country, which is the party of CEOs”
- Marc Benioff, CEO Salesforce.com
14. Enterprise Risk Management (ERM) is not enough
Today, ERM covers issues identification and prioritization BUT:
● Outputs lack depth and strategic planning
● CFOs and Chief Risk Officers are uncomfortable with the Breadth
and Subjectivity of Reputational Risk
● CCOs are only empowered to do Crisis Planning
● Other functions (business units) lack accountability: silos block
their views
15. The new approach
CCOs to action Reputation Management:
● Enterprise Risk Management (ERM) owned process, with Risk
Identification, Evaluation, Prioritization
● Analyze: Evaluate Cause and Business Impact
● Report: Document and deliver to senior management
● Develop an Action Plan
● Ensure Cross-functional collaboration for plan execution
(marketing, sales, operations, etc)
● Monitor Identified Risk and have a crisis plan in place; build an
infrastructure with colleagues to mitigate risk
16. Reputation Manager’s key responsibilities
● Social listening
● CEO reputation
● Reputation risk
● Breaking down silos to facilitate inter-department
communications
● Measurement and KPIs
● Social Engagement
● CSR strategy
● Digital influencers
MasterCard's Social Listening Infrastructure for Success
19. Define your North Star
● Understand who you are
● Understand what you stand for
● Define where you are going
Use these answers as the organising principle for reputation
management
Current Reality &
Desired Future
What makes your
company, Your
Company?
Power of Purpose
in Creating
Shareholder Value
20. Understand your Reputation Value Equation
1. Start with the END in mind (outcomes, business results)
2. Ask the right questions:
● What behaviors should I change to achieve that outcome?
● What perception should I change to achieve that behavior?
● Do we have an awareness problem?
● What’s the best channel to get that message across?
21. Research
Managing reputation starts with MEASURING:
● You need to understand what your reputation is, both
quantitatively and qualitatively
● You need to benchmark
● You need to know what drives it, what its weaknesses are and
what to do about it
The research approach must be based on data that provides an
actionable strategy:
“Research for action” & “Forward-focused research”
Use advanced analytics that reveal HIDDEN DRIVERS (vs stated
drivers), strong drivers of consideration but not top-of mind: this is
where real value comes from for communicators
22. Research results
1. Figure out strengths you can win with (and what you can’t afford
to lose)
2. Identify vulnerabilities to monitor or inoculate against
3. Flag potential issues to watch
4. Define audiences at risk
5. Establish the starting numbers against which future waves will
be compared (Benchmark numbers to monitor progress)
Message Testing Poll. Based on the above, brainstorm, write
messages, test and then create a strategy:
● Score the messages on a series of metrics - consideration intent,
purchase intent, favorability
● Create a message scoring table, look for the trends, understand
Why some messages work more than others, calculate a score
based on a combination of these metrics to determine winning
messages
23. Keep tracking
Reputation Tracking Poll: check if you are hitting the goals, if the
strategy works.
● Set targets for short, medium and long term
● Use tracking polling to measure progress
● If numbers are not improving, research will identify why and can
determine how to course correct (use also open ended questions)
Social listening: use analytics tools to pull conversations from
around the web to develop actionable insights.
● Check tone of conversation VS competitors
● Global to Local Insights
● Brands & Topics Comparisons
● Flag potential issues
● Measure media reputation
25. Why do companies invest in CSR?
Gl Global Macro Forces
Declining resources
(energy, water access)
Climate Change Wealth inequality
Radical Transparency: everyone has access to
a mobile or smart device. No good or bad deed
goes unnoticed. Leverage sustainability as a
risk management strategy
Population growth and
demographic changes
(e.g. aging population)
Short Termism:
Focus on quarter, making business
decision on short term is not good for
reputation. There’s a need for long-
term business decisions
26. From defending value to creating value
CSR creates value for both the society and the business:
Sustainability enhances brand value through differentiation,
consumer preference, loyalty and trust.
CSR development over time
Mitigate risk
Enhance
reputation
Drive Top Line
growth
(alignment of
business and
sustainability
strategy)
Lead the Industry
(full integration of
sustainability into
main function)
You
become
the game
changer
27. How to create value
● Reduce costs (e.g. energy saving) and avoid waste by managing
resources and environmental impact
● Protect the brand and the bottom line by proactively managing
risks (understand weaknesses first)
● Improve reputation and benefit from goodwill, stakeholders’
preference, loyalty and trust
● Attract top talent and enhance employee performance and
retention (remember to be transparent on where you are on the
journey and the way to go)
● Drive growth with sustainable innovations that deliver value and
differentiate from competitors (e.g. Tesla)
● Stronger financial performance: companies with ESG policies
(environmental, social and corporate governance) outperform
peers in the stock market.
28. Roadmap to developing a CSR Vision & Plan
Don’t be too ambitious – Think first where you can really make a
difference.
5 forces impacting the business:
○ Global Macro Forces
○ Competitive Insights (are my competitors leaders? Are they audacious? How do we
practice compared to them?)
○ Stakeholder Insights (what do our stakeholders feel? Media, employees, regulators,
etc. What are their expectation?)
○ Value Chain impact (sourcing or end of life
and waste disposal)
○ Materiality Assessment
(what is significant and likely to happen based
on the above info? What is more material to the
sustainability strategy? Check where are you
today with your practice, focus and prioritize
Materiality Prioritizations and Gap analysis
Business Success
ImportancetoStakeholders
30. In practice
● Milestones and KPIs need to be based on business objectives
● Be transparent
● Empower employees, executives and influencers to be vocal
about the brand BUT only do that once you’ve created clear
guidelines for what they should/could be talking about and how
they should be talking about it
● Ask for feedback
● Don’t hide from criticism
● Calibrate the right level of ambition
● Build internal alignment
● Monitor what the audience is sharing and saying
● React quickly BUT only when you’re ready
● Address issues head-on
31. “It takes 20 years to build a
reputation and five minutes to
ruin it.
If you think about that, you'll do
things differently.”
Warren Buffet