Reputation Rules: Strategies for Building Your Company’s Most valuable Asset

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  • Edition: 1st
  • Format: Hardcover
  • Copyright: 2011-05-12
  • Publisher: McGraw-Hill Education

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Leverage your company's most important assetreputation! It's open season on the corporate world. With so many companies being caught and taken to task for faulty products, outrageous executive spending, and simply bad behavior, reputation is now one of a company's most important assetswhich is why you reputation management should be added to your overall strategy. In Reputation Rules, Kellogg School of Management professor Dr. Daniel Diermeier explains how to use reputation as a key strategic element. Real-life business scenarios from Mercedes, Shell, Enron, Toyota and others prove the need for reputation-management tools; Diemeier illustrates how they can be used to establish a culture that enables any organization to face any corporate mishap. Based on more than ten years of primary research, lecturing, and consulting in the area of reputation management, Reputation Rulesprovides the tools you need in a business world forever changed by headline debacles, corruption, and greed in corporate America.

Table of Contents

Forewordp. v
Preface: Two Items on the Ceo's Agendap. ix
Acknowledgmentsp. xvii
Introduction: Beyond the Obviousp. 1
Thomas off the Rails: The Decisive Moment and How to Miss itp. 9
Mercedes and the Moose: Brand Management beyond Customersp. 53
Shell Turns on the water cannons: The Growing Impact of the Second Circlep. 87
of Shower Curtains and Wastebaskets: Perks, Scandals, and Moral Outragep. 119
The Katrina Chronicles: Doing the Right Thing and Getting Credit for Itp. 139
The Terminator Gene: From Outrage to Fearp. 159
Beat the Grim Reaper: Strategic Anticipation and the Management of Reputational Riskp. 177
The Aim Team: How to Build a Sixth Sensep. 205
Andersen Before the Fall: Values, Culture, and the Teachable Momentp. 227
Conclusion: The Expert Trap: Reputation, People, and the Need for Strategic Thinkingp. 249
Notesp. 253
Indexp. 291
About The Authorp. 296
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