The document outlines an agenda for a seminar on managing corporate reputation. It discusses what corporate reputation is, how it is shaped by corporate identity, image, and trust. It highlights the importance of reputation for attracting talent, customers, and investment. Examples are given of how Tesco rebuilt its reputation over a decade. The challenges of managing reputation in today's always-on world are also discussed.

1. Managing Corporate Reputation
Kingston MBA Seminar
Dr Sam Knowles
10am-1pm, 13 July 2013
Contents are proprietary and confidential.

2. Today’s agenda
10.00-10.15 Introductions
10.15-11.00 What is corporate reputation?
11.00-11.30 Coffee break
11.30-12.20 Team exercise
12.20-12.50 Team presentations
12.50-13.00 Learnings and takeaways
2 Contents are proprietary and confidential.

5. Our Mission
5 Contents are proprietary and confidential.

6. Our Fuel
6 Contents are proprietary and confidential.

7. What is corporate reputation?
Contents are proprietary and confidential.

8. 8 Contents are proprietary and confidential.

9. The tweet that started it
9 Contents are proprietary and confidential.

10. Defining reputation
10 Contents are proprietary and confidential.

11. • The symbols and nomenclature an organisation
uses to identify itself to people
• For example, corporate name, logo, advertising
slogan, livery, etc.
What? | Corporate Identity

12. Images and associations
12 Contents are proprietary and confidential.

13. • The evaluation (comprised of a set of beliefs &
feelings) a person has about an organisation
• For example, is the organisation authentic? is it
honest? is it responsible? does it have integrity?
What? | Corporate Image

14. Shaping perceptions of
authenticity at Unilever
14 Contents are proprietary and confidential.

15. • The trust, confidence and support that flows from
stakeholders’ image of and trust in an organisation
• For example, confidently expecting a service from
a company, accepting an organisation’s
expertise, giving support to an organisation
What? | Corporate Reputation

16. Barclays’ reputation in the firing line
16 Contents are proprietary and confidential.

17. Does a bad reputation matter to a bank?
17 Contents are proprietary and confidential.

18. Rebuilding corporate reputation
18 Contents are proprietary and confidential.

19. Key factors determining corporate reputation
19 Contents are proprietary and confidential.•Contents are proprietary and confidential.
Corporate
culture
Internal
Controls
Critical Self
Analysis
Quality of
Management
Disclosure &
Transparency
Organizational
Agility
Corporate Culture – the way we do
things around here
Internal Controls – the rules that
govern employee behaviors
Critical Self Analysis – asking
Why? not just How? When?
Quality of Management – do we really
have the best leaders for the job?
Disclosure & Transparency – do we
tell our stakeholders what we are doing?
Organizational Agility – are we nimble
enough to stay ahead of the curve?

20. Why does reputation matter?
Recruit & retain talent
Productivity
Innovation
Enhanced
Charge a premium price
Investment potential
Higher NPD acceptance
Sustained investor support
Supply chain relationships
Market confidence
Diminished
Attract & keep customers
Cost of winning new business
Third-party partnerships
Internal
External
Business Value Increase Decrease

21. Tesco | What a difference a decade makes
Circa 1992 Circa 2002
From this To this

22. Tesco | A decade of change
1992 19971993 1995 1996 2000 2004

23. Tesco | Reputation has real value
0
125
250
375
500
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Year
Sharevalue£
Tesco share price FTSE 100 Av.

24. And Tesco today?
24 Contents are proprietary and confidential.

25. 0
50
100
150
200
250
300
350
400
450
500
1/1/2010
2/1/2010
3/1/2010
4/1/2010
5/1/2010
6/1/2010
7/1/2010
8/1/2010
9/1/2010
10/1/2010
11/1/2010
12/1/2010
1/1/2011
2/1/2011
3/1/2011
4/1/2011
5/1/2011
6/1/2011
7/1/2011
8/1/2011
9/1/2011
10/1/2011
11/1/2011
12/1/2011
1/1/2012
2/1/2012
3/1/2012
4/1/2012
5/1/2012
6/1/2012
7/1/2012
8/1/2012
9/1/2012
10/1/2012
11/1/2012
12/1/2012
1/1/2013
2/1/2013
3/1/2013
4/1/2013
5/1/2013
6/1/2013
7/1/2013
Tesco share price, 2010-2013

26. Who cares about corporate reputation?
• PR/Comms – communicating news, strategy
• IR – convincing the city, securing finance
• Public Affairs – dealing with Government, regulators
• Marketing – selling to customers and consumers
• Social media – engaging with the world
• Internal comms – retaining and inspiring employees
• C-suite – increasingly common KPI
• Everyone in the company – the corporate glue
26 Contents are proprietary and confidential.

27. Measurement =/ management
Contents are proprietary and confidential.
27

28. Contents are proprietary and confidential.

30. Contents are proprietary and confidential.

31. Reputation in an always-on world
• Media landscape increasingly diverse
and chaotic
• Brand management no longer owned by
brand custodians – if it ever was
• Connected/influential
consumers, customers and stakeholders
can break corporate, brand reputation
• Always-on consumer and stakeholder
groups require new ways of working
• Wall of big data provides wealth of new
information to drive strategy
31 Contents are proprietary and confidential.

32. <50 Drive Conversation Share for Most Brands
32 Contents are proprietary and confidential.
Thousands of
key phrases.
Millions of
webpages.
100+ Metrics.
Hundreds of
Outlets.
200 Top
Influencers.
Have complete clarity into
who influences your world, and how to engage
them with your people, ideas and content.

33. Understanding the Chain of Influence
33 Contents are proprietary and confidential.
Tablet Smartphone Laptop Ultrabook
Dana Wollman [2]
www.engadget.com
51.7, #58
Donald Melanson [1]
www.engadget.com
52.5, #55
Josh Smith [2]
notebooks.com
64.5, #28
Chippy [1]
umpcportal.com
50.7, #66
Joanna Stern [11]
[ www.engadget.com ]
The Verge
68.0, #18
Nilay Patel [7]
[ www.engadget.com ]
47.8, #81
Tim Stevens [7]
www.engadget.com
53.8, #47
Thomas Ricker [6]
[ www.engadget.com ]
The Verge
60.7, #33
Brad Linder #2
liliputing.com
160/118
8
258/88372

34. Web 2.0 and corporate reputation management
• Shift from broadcast to engagement
• Change in style, content, tempo and language
• Measurement in real time
• Evidence-based marketing communications
• Test and learn
• Openness and transparency
• Live up to your promises
• No more siloes any more
34 Contents are proprietary and confidential.

35. Corporate reputation
• Based on perceptions and understanding of financial
performance, business ethics, value as employer etc.
• Collective folk memory of the words and deeds of the
organisation
• Beliefs or opinions generally held about brand + history
• A company’s most valuable, intangible asset
• Hard to measure meaningfully (we’ll come back to that)
• And a real opportunity for you to make your mark
35 Contents are proprietary and confidential.

36. Contents are proprietary and confidential.

37. Welcome back
Contents are proprietary and confidential.

38. Team exercise
Boeing hits turbulence after 787 Dreamliner fire at Heathrow
Google is required to pay corporation tax on all UK revenue
Tesco lasagne is found to contain 100% horsemeat
38 Contents are proprietary and confidential.

39. 39

40. 40 Contents are proprietary and confidential.

42. Team exercise | What do you do?
• Today
• Tomorrow
• Within a month
• Within 6 months
• Set KPIs for what success looks like at every step
• You may use the internet
• You have 50 minutes
42 Contents are proprietary and confidential.

43. Exercise | Learnings
1. Manage crises with finesse, honestly, frankly
- But would Tylenol approach work today?
2. Fix it right the first time
- Don’t behave like the BBC over Saville
3. Never underestimate the public’s cynicism
- Beyond Petroleum, Bill Gates Foundation
4. Being defensive is offensive
- “United breaks guitars”
5. If all else fails, change your name
- Altria, Accenture, Consignia
43 Contents are proprietary and confidential.

44. Any questions?
44 Contents are proprietary and confidential.

45. Contents are proprietary and confidential.