1. Reputation Management
Essentials
Nguyen Thi Thanh Hang

2. Reputation vs. brand
• Brands are more controllable than reputations
• Leading consumer or high street brands are more
vulnerable to reputation damage.
• Reputation cannot be classed as an asset for
balance sheet purposes, yet a bad one is a
liability.
• A brand is manufactured by an organization to
sell to one stakeholder group & consumers while
a reputation is created by its stakeholders
• Reputation is ultimately a measure of trust.

3. Benefits of good reputations
3

4. Reputation management framework

5. Reputational Risk Management
5
Determinants
of
Reputational
Risk
Ways to
manage
Reputational
Risk
Reputation
Reality-Gap
Changing
beliefs &
expectations
Weak internal
coordination
Objectively
assess
reputation
versus reality
Access and
accept impact of
changing
expectations
Explicitly focus
on reputational
risk
Strong and sustainable reputation
Lack of policy
knowledge &
improper
implementation
Raise
awareness and
enforce
compliance

6. Holcim Vietnam Issues
Management
6
Determinants of
Reputational
Risk
Ways to
manage
Reputational
Risk
Reputation
Reality-Gap
Changing
beliefs &
expectations
Weak internal
coordination
- Clipping Report
- Stakeholders
need assessment
- Customers
survey
- Employees
survey
- CRM
- Call Center
- Media relations &
communication
campaign
- Stakeholders
meeting & CEP
- NPS
- Corporate
communicati
on in SD
under CEO
- Department
communicati
on
champions
- Crisis
communicati
on
Strong and sustainable reputation
Lack of policy
knowledge &
improper
implementation
- Constantly
monitor and
evolve
- Document
Management
System
- Compliance
Systems

7. Employees
Employees’
family
Consumer
Local
authoritiesLocal
community
Government
Ministry
Financial
Institutions
Media
X Industry
NGOs
Contractors
ors
Suppliers
Students
Universities
Academic
Mass
community
Low
Levelofinfluence(impact)
Level of interest
High interest Medium
interest
Low interest
Customers
Keep satisfied Focus efforts / Key players
Respond to request / Monitor Keep informed
Media
Sample Stakeholders Analysis

8. Typical causes of reputation risk

9. 10
9
8
7
6
5
4
3
2
10 9 8 7 6 5 4 3 2 1 1 2 3 4 5 6 7 8 9 10
1
2
3
4
5
6
7
8
9
10
1
More Severe
Less Severe
LessLikely
Quality / product
failure
Reputation
damage
Compliance
issue
Company
financial health
Accident with
lives lost
Biodiversity
Environmental
issue
Information services
– breakdown/leaks
Company policy
/ changes
Fuel Waste-
related
concerns
Serious natural
disasters
OH&S-related
issues
Industrial
disputes
Sample Risk Analysis

10. Scope of corporate communication influence
Issues Management, Holcim Vietnam Ltd,
Bao SD Nguyen, 2013-11-19

11. Functions of Corp. Com Strategy
11
Scan environment
to identify and
prioritize issues
and stakeholders’
expectations
Be instrumental
in setting up
social goals (in
line with social
strategy)
Build symbolic
and behavioural
relationships with
strategic
stakeholders
Engage strategic
stakeholders in
problem solving
and decision
making

12. Case studies
Issues Management, Holcim Vietnam Ltd,
Bao SD Nguyen, 2013-11-19
Concern
Disgust
Surprise
Outrag
e
Disappointmen
t

13. What is our level of RR management?
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