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Reputation Management
Frankfurt Conference 2013
8 October 2013
Alexandra Durnford
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What we’ll cover
2
Introduction to Regester Larkin
Reputation management:
• Reputation enhancement
• Reputation protection
• Crisis management
• Crisis communications
Reputation management and social media:
• The opportunities
• The challenges
Summary
Exercise discussion
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Some introductions …
3
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Introduction to Regester Larkin
4
• Specialist reputation strategy and management consultancy
• Five service areas:
• Intelligence and Insight
• Strategy and Communication
• Policy and Positioning
• People and Performance
• Crisis Management
• Headquarters in London; regional offices in:
• Americas (Houston, Washington DC)
• Middle East (Abu Dhabi, Doha)
• Asia-Pacific (Singapore)
• Team with diverse backgrounds: risk management; corporate communications;
government relations; policy; business continuity; contingency planning
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Reputation management
5
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How do we manage an organisation’s reputation?
6
Four key steps:
1. By understanding what ‘reputation’ is
2. By understanding how reputations develop over time
3. By defining what you want a reputation for, and with whom
4. By developing a strategy that reflects the internal and external drivers and levers
of reputation
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How do we manage an organisation’s reputation?
7
1. By understanding what ‘reputation’ is …
“The collective representation
of what stakeholder groups
think or feel about you”
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How do we manage an organisation’s reputation?
2. By understanding how reputations develop over time …
8
REPUTATION
WHAT YOU
SAY/INTENT
WHAT YOU
DO/ACTION
DIRECT
EXPERIENCE OF
YOU
WHAT YOU ARE
SEEN TO DO
PEER
PERSPECTIVES
• Vision
• Value/ethics
• Purpose
• Brand promise
• Advertising/PR
• Actions
• Decisions
• Response to
challenge/
adversity
• Performance
• Behaviours
Perceived:
• Actions
• Decisions
• Response to
challenge/
adversity
• Performance
• Behaviours
• Product/service
sales
• Customer
service
experiences
• Direct
encounters with
you
• Views of
friends/families
• Social network
assessments
The collective representation of
what stakeholder groups think /
feel about you
CONTROL INFLUENCE
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How do we manage an organisation’s reputation?
9
3. By defining what you want a reputation for, and with whom …?
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How do we manage an organisation’s
reputation?
10
4. By developing a strategy that reflects the internal and external drivers and levers of
reputation …
Protects reputation
Enhances reputation
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Reputation enhancement
11
Outstanding performance
Philanthropy and corporate
responsibility
Sponsorship Thought leadership
Proactive PR
Marketing
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Reputation protection
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1. Predict reputation
challenges over the
long-term
2. Prevent those
challenges from
materialising
3. Prepare to mobilise a
response to a reputation
challenge
4. Resolve challenges
internally and externally
5. Respond to
reputation challenges
6. Recover corporate
reputation
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Reputation protection
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Pre
ssu
re / S
cru
tin
y
INCIDENT
CRISIS
MANAGEMENT
ISSUE
TRIGGER
ISSUE
RESOLUTION
CRISIS PREPAREDNESS
ISSUES MANAGEMENT
PREDICT PREPARE PREVENT RESOLVE RESPOND RECOVER
• Horizon
scanning
• Learning from
others
• Reputation risk
register
• Scenario
planning
• Internal
reporting &
transparency
• Crisis management
preparedness
• Training & exercises
• BCP
• Emergency &
incident response
preparation
• Manuals,
procedures & tools
• Build goodwill &
relationships
• ‘Performance’
• Culture
• Whistle-blowing &
education
• Training &
awareness
• Intervention &
control
• Reputation factored
into decisions
• Issues management
• Issues
resolution
• Change
• Crisis
management
• Incident &
emergency
response
• Reputation recovery
• Post-crisis review
• Learning lessons
• Opportunity to
change
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Crisis management
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Dependent on:
• Good leadership
• Clear structures
• Competent people
• Clear and understood processes
• A culture that understands and values reputation
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Crisis communications
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• Communicate widely: The media is a conduit, not an audience. Use the
channels your most important stakeholders use
• Communicate early: Set the tone from the beginning - own the story and show
you are in control
• Communicate often: Ensure stakeholders know they can rely on getting up-to-
date, honest information from you
• Communicate intelligently: Think ahead – understand how the story could
develop and make sure you are prepared for it
• Communicate sensitively: Your style and tone matter
“It is not what you say that matters but the manner in which you
say it; there lies the secret of the ages.” William Carlos Williams, American poet
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Crisis communications
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“You are what you do, not what you say
you'll do.” C.J Jung
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Reputation management
and social media
17
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The opportunities
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Dynamic
Direct
Demotic
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The challenges
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Speed
Volume
Diversion /
distraction
Evolving
Variety
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Managing reputation using social media
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• Understand your audiences: what social media do they use, how do they
receive information online, and with whom do they share this information?
• Know your influencers: which of your important offline stakeholders use/get
their information from social media? And who is an important online influencer?
What opinions do they hold about your sector, and about your organisation?
• Understand the platforms and channels: which platforms/channels do what?
What are they particularly good at, and in what circumstances? Which
audience(s) do they target? Do you share audiences?
• Understand the rules of engagement on social media: emphasis on
authenticity; honesty; informality. Non-hierarchical. Online disinhibition/Godwin’s
Law.
Use this information to determine:
1) Rules for using social media (ownership and accountability)
2) Your organisation’s social media ‘voice’
3) Peace time social media strategy: proactive, reactive or below-the-line
4) Crisis social media strategy: proactive, reactive or below-the-line
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Summary
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To wrap up
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• Reputation is a highly valuable corporate asset. It is central to an organisation’s
licence to operate.
• Reputation is in the eye of the beholder. Organisations need to understand what
aspects of reputation they can control and take advantage of them.
• Good reputation management relies on hard (structures and processes) and
soft (behaviours and competences) elements. This is true in peace-time and in
crisis.
• Social media has increased the range of stakeholders interested in crises, and
the speed at which they develop. But the basic principles of crisis
communication (audience, message and medium) remain the same.
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Any questions?
23