New Strategies for Reputation Management : Gaining Control of Issues, Crises and Corporate Social Responsibility

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  • Format: Paperback
  • Copyright: 2009-10-28
  • Publisher: Kogan Page Ltd

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Only 31% of people trust business leaders to tell the truth according to a survey conducted by the Institute of Business Ethics. A damaged reputation can have severe knock-on effects on the bottom line, and most corporates value their reputations accordingly. New Strategies For Reputation Managementshows you how to take the initiative and ensure your company's reputation can withstand the major crises and unforeseen events which may try to engulf it. Author Andrew Griffin shows that standard thinking on reputation management is often inadequate for today's information age. With international case studies and hundreds of examples drawn from the author's extensive experience in the field, New Strategies For Reputation Managementwill demonstrate how you can deal effectively with unexpected crises, and what strategies you should be implementing to build your company's good reputation at other times.

Author Biography

Andrew Griffin is corporate reputation specialist. He advises some of the worldss leading companies and most trusted brands on crisis management, issues management and corporate citizenship. Andrew is managing director of Regester Larkin, the international reputation risk management consultancy, which is credited with building best practice across all sectors in the specialist discipline.

Table of Contents

Acknowledgementsp. vii
Introductionp. 1
Reputation management todayp. 9
Reputation terminologyp. 11
Reputation evaluationp. 12
Joined-up thinking?p. 16
Aspects of managing reputation riskp. 18
Reputation management: some company caricaturesp. 25
Summaryp. 18
The Corporation under firep. 31
The world is freer and smallerp. 34
It is a world of fearp. 36
It is a world of informationp. 39
Individuals are empoweredp. 48
NGOs are empoweredp. 50
Governments remain powerful, whilst corporate power is waningp. 53
TomorrowÆs worldp. 56
Summaryp. 58
Regaining the reputation initiativep. 61
Changing the corporate mindsetp. 64
Putting reputation at the heart of the businessp. 72
Redrawing the corporate stakeholder map and engagement planp. 75
Summaryp. 77
Crisis management-leadership in a tried and tested systemp. 79
Crisis management-easy in theoryp. 80
Crisis management is about substance, not spinp. 83
YouÆre not alonep. 89
Prepare your people as well as your processp. 92
Practice makes perfectp. 94
Leadership is the key differentiatorp. 96
Crisis management-an action plan for changep. 106
Issues management-shaping the agendap. 111
Issues management-difficult in theoryp. 113
Categorizing and prioritizing issuesp. 114
Issues management is as important as crisis management, but requires different skills and toolsp. 117
Local issues can now have global consequencesp. 120
Issues management is about agenda controlp. 121
Global issues need (uncharacteristic) long-term thinkingp. 127
Social responsibility-your initiatives on your initiativep. 137
What is CSR?p. 139
CSR is about business, but not controlled by businessp. 140
CSR does not shield companies from reputation riskp. 144
CSR reports are a waste of time and treesp. 152
The concept of corporate citizenship is more helpful than that of CSRp. 154
Performance matters morep. 155
Turning the corner-the corporation on the couchp. 161
Notes from the psychologistÆs couchp. 161
Follow change or make change?p. 162
Leading change in reputation managementp. 163
Further reading and informationp. 165
Indexp. 169
Table of Contents provided by Ingram. All Rights Reserved.

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