Brand & Reputation: A Leadership Perspective Reputation Conference 2008 Henley Business School John Madejski Centre for Reputation November 25, 2008 Elliot S. Schreiber, Ph.D. Clinical Professor Bennett S. LeBow College of Business Drexel University Philadelphia, Pennsylvania, USA [email protected]
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Brand & Reputation: A Leadership Perspective & Reputation: A Leadership Perspective Reputation ... Reputation Management are typically ... The Brand-Reputation-Business
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organisation wants to be perceived anddifferentiated from competitors
What factors create positive and differentiated perceptions?
How can we influence those factors?
ORGANISATION REPUTATION• The “vote” by stakeholders as to
whether or not the brand attributes andbehaviours resonate
Analysts
Communities
CoreAttributes
&behaviours
The Brand-Reputation-BusinessOutcome Value-Chain Model
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Satisfaction
Retention/Attraction
Trust
Satisfaction
Reputation
Turnover
Trust
CorporateBrand
SymbolsCommunications
Behaviour
EmployeePerspective
CustomerPerspective
•Salary•Career•Culture
OrganisationCulture,Values&Strategy
Reputation
• Price• Quality• Service
Adapted from Gary Davies, Corporate Reputation and Competitiveness, p 76.
Fea
r, U
ncer
tain
ty &
Dou
bt
Complexity of Information in DecisionLow High
High
Brand and Reputation Strategies Dependon The Nature of the Organization
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Driver: Personal Need Brand Strategy: House of BrandsDemand Created by: Advertising & Direct MailValue of Corporate Reputation: VERY LOWValue of Product Brand: VERY HIGH (P&G, Unilever)
Driver: Social AcceptanceBrand Strategy: Endorsed Brands Demand Created by: Advertising & Product EndorsementsValue of Corporate Reputation: LOW to MODERATEValue of Product Brand: HIGH (Air Jordan, Martha Stewart, )
Driver: Safety & SecurityBrand Strategy: Branded HouseDemand Created by: Relationships and 3rd
Party ReferralsValue of Corporate Reputation:
VERY HIGHValue of Product Brand: VERY LOW (Dell, Cisco, AT&T)
Driver: Ingredient PerformanceBrand Strategy: Sub-Brands Under a MasterbrandDemand Created by: Integrated Communications & ReferralsValue of Corporate Reputation: HIGHValue of Product Brand: HIGH (Intel, Pharmaceuticals, Marriott)
Financial Returns are a Proxy ofEmployee and Customer Satisfaction
Employee satisfaction and commitment are related to how employees’perceive their organisation is seen externally (Carmeli & Freund,Corporate Reputation Review, 2002)
There is a strong relationship between employee & customersatisfaction, and the interaction between these drives financial value(Girouard, Waukesha, Stowers, Barr & Franklin, Chicago School ofProfessional Psychology, 2007)
Companies perceived as good places to work earn returns double thatof others (Alex Edmunds, Knowledge@Wharton, 2007)
HOWEVER Schultz & Hatch, The Expressive Organisation (2007) found that 90%
of employees did not understand the company’s brand; 70% were notcommitted it
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The EBP is an internal brand for employees, bothcurrent and future prospects
Builds understanding and actions of employees withthe external brand
Addresses two questions: 1. Why would a talented person want
to work here versus someplace else?
2. What can employees do to help enhancestakeholder value?