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

by Griffin, Andrew

• ISBN13: 9780749456337
• ISBN10: 0749456337
• Format: Paperback
• Copyright: 2009-10-28
• Publisher: Kogan Page Ltd

Summary

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

Acknowledgements	p. vii
Introduction	p. 1
Reputation management today	p. 9
Reputation terminology	p. 11
Reputation evaluation	p. 12
Joined-up thinking?	p. 16
Aspects of managing reputation risk	p. 18
Reputation management: some company caricatures	p. 25
Summary	p. 18
The Corporation under fire	p. 31
The world is freer and smaller	p. 34
It is a world of fear	p. 36
It is a world of information	p. 39
Individuals are empowered	p. 48
NGOs are empowered	p. 50
Governments remain powerful, whilst corporate power is waning	p. 53
TomorrowÆs world	p. 56
Summary	p. 58
Regaining the reputation initiative	p. 61
Changing the corporate mindset	p. 64
Putting reputation at the heart of the business	p. 72
Redrawing the corporate stakeholder map and engagement plan	p. 75
Summary	p. 77
Crisis management-leadership in a tried and tested system	p. 79
Crisis management-easy in theory	p. 80
Crisis management is about substance, not spin	p. 83
YouÆre not alone	p. 89
Prepare your people as well as your process	p. 92
Practice makes perfect	p. 94
Leadership is the key differentiator	p. 96
Crisis management-an action plan for change	p. 106
Issues management-shaping the agenda	p. 111
Issues management-difficult in theory	p. 113
Categorizing and prioritizing issues	p. 114
Issues management is as important as crisis management, but requires different skills and tools	p. 117
Local issues can now have global consequences	p. 120
Issues management is about agenda control	p. 121
Global issues need (uncharacteristic) long-term thinking	p. 127
Social responsibility-your initiatives on your initiative	p. 137
What is CSR?	p. 139
CSR is about business, but not controlled by business	p. 140
CSR does not shield companies from reputation risk	p. 144
CSR reports are a waste of time and trees	p. 152
The concept of corporate citizenship is more helpful than that of CSR	p. 154
Performance matters more	p. 155
Turning the corner-the corporation on the couch	p. 161
Notes from the psychologistÆs couch	p. 161
Follow change or make change?	p. 162
Leading change in reputation management	p. 163
Further reading and information	p. 165
Index	p. 169
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