The contents of this book are based primarily on my hands-on experiences in the corporate communications field over the past two decades. The book also represents a process of discovery, in which I sought the opinions and wisdom of numerous experts. In that respect, the book is a trove of collected knowledge and insight, enriched by persistent research and interviews with many expert sources, including Erin Byrne, Lauren Coleman, Yasmin Crowther, Patrick “Pat” Ford, Martis “Marty” Davis, Bronwyn Kunhardt, Eric McNulty, and Ame Wadler, who generously shared their stories and insight with me. I thank them sincerely for their time, their energy, their intelligence, and their kindness.

This book would not have been possible without the effort, attention, and steady guidance of Jeanine Moss, the founder and president of Turning Point Solutions. Jeanine is truly one of the best strategic communications advisors in the field, and I greatly value her friendship.

I owe a special debt of gratitude to Mike Barlow, who served as editorial director for this book. His advice and expertise were invaluable. Thank you, Mike!

I also extend my sincere thanks to Sheck Cho and Vincent Nordhaus, my editors at John Wiley & Sons, who had faith in the value of the project and were patient when I missed my deadlines.

Most of all, I want to thank my wife, Jan, and our son, Nicholas, for their love, support, and willingness to take this journey with me—thank you!

We live in a world of increasing transparency and high velocity communications. Information not only travels faster, it travels farther and is available everywhere. The rapid convergence of cloud, social, and mobile technologies has created a new generation of empowered and information hungry customers.

In today’s interconnected consumer economy, the notion that a company’s reputation can be “managed” as a simple commodity or one-dimensional artifact is dangerously outdated. Every morsel of information—no matter how trivial or seemingly innocuous—has the potential to go viral in a heartbeat. Reputations that took decades to build can be destroyed in mere moments.

Brand Does Not Equal Reputation

Great companies discern the critical difference between brand and reputation. Let’s take a moment to examine this difference, because it is vitally important. As customers, our impression of a brand is usually formed by our direct experiences with a company’s products or services.

A company’s reputation, however, is formed by a collective belief system about quality or character. These beliefs are typically formed from hearing or reading the opinions of other people—friends, experts, and even total strangers—which today are relayed across an ever-widening array of media platforms and channels.

Indeed, the difference between brand and reputation is huge, and not yet fully appreciated. The management of a brand is a multidimensional function ranging from communications to product marketing. It involves complex and interrelated programs with often fuzzy mechanisms for measuring results or gleaning data that would improve future efforts. The reputation of a brand, on the other hand, is affected by additional factors that are independent of marketing-oriented brand management activities. Market conditions, CEO performance, and employee churn are all examples of variables that affect corporate reputation.

With that in mind, it’s fair to say that the reputation of a brand reflects a broad and fluid set of perceptions, beliefs, and expectations held by all of an organization’s stakeholders. It is the sum of their opinions, based largely on what they see, read, hear, and experience.

Reputation Strategy: The Proof of a Successful Brand Management Program

Until fairly recently, the downside risk of confusing brand and reputation, or not understanding how the mechanics of brand management and Reputation Strategy differ, was relatively minor. However, the Internet, broadband networks, and handheld mobile devices have changed all of that. Now, the risks are higher and the downsides are considerably steeper.

Before the era of 24/7 media, reputational damage could be managed and mitigated by skillful public relations teams or corporate communications executives. In the rapidly evolving global information landscape, however, stakeholders have greater access to information and can easily uncover actions, behaviors, decisions, or values that are incongruous with communications of the organization. Today, news travels faster and farther than ever before and communications professionals need the support of additional capabilities and tools to be effective.

The complexity of managing this “always on” environment can cause one to lose perspective, focusing on the deluge of big data while losing sight of the larger story that the data tells. But Reputation Strategy becomes the tangible proof of how well the brand is doing and the beacon lighting the way by detecting the big ideas in the data details.

A Delicate Balance of Multiple Inputs

Reputation is an outcome of organizational behavior, values, decisions, and actions. Unlike traditional tangible assets, it is both multidimensional and fluid. Although intangible, reputation management can be integrated into business planning and operationally embedded into organizational approaches across business units and geographies to positively affect a company’s valuation, sales, employee morale, performance, partnerships, and a host of other critical areas.

Reputation can be leveraged for strategic advantage through insights gained from the scientific application of real-time big data analytics and multidisciplinary approaches.

Building reputation is not an entirely new idea. But the application of scientific methods incorporating advanced analytics brings new capabilities for prediction and optimization, which reveal new opportunities and genuine advantages.

More than just a technique for managing reputation, Reputation Strategy is derived from a carefully orchestrated set of scientific processes that create and sustain competitive advantage in a turbulent world.

Reputation is not monolithic. It is assembled from thousands of data points across stakeholder groups and markets. Thus, reputation is complex and cannot be simplified to a single score or index. A forward-thinking organization will take deliberate steps to monitor and analyze data that might affect its reputation. More important, it will take proactive steps to build its reputation on a solid foundation, one brick at a time.

I believe that data is the key to successful Reputation Strategy at virtually every level. Our ability to ingest and integrate multiple data sets from a wide variety of sources is changing the practice of communications. Organizations that are using data and data science to support communications in these ways will be more competitive and the insights generated will inform a more effective strategy.

New Tools for Extracting Value from Streams of Data

The rise of big data and data science has given us new tools and techniques for extracting value from information, revealing hidden patterns, and uncovering fresh insights. New database technologies and advanced analytics solutions enable us to blend knowledge and expertise from multiple industries and markets, improving business outcomes and driving faster cycles of innovation in hyper-competitive markets.

In today’s communications environment, big data acts like an accelerant. Issues that took years or months to unfold now spin wildly out of control in hours or minutes. Clipping newspaper articles, holding focus groups, commissioning surveys, hiring mystery shoppers, or trying to embargo stories—those kinds of tactics worked fine in an age when there were only three major television networks and essentially one national telephone company.

Events happen much more quickly now; news travels much faster. As a result, opinions are formed more quickly, and reputations can be damaged or destroyed within days or hours.

Given the dynamics of today’s interconnected global culture, Reputation Strategy requires a blend of business intelligence, big data analytics, predictive modeling, and forecasting capabilities. Traditional reputation management tools and approaches are often inadequate for dealing with modern day challenges.

Reputation Strategy is a combination of business acumen and scientific expertise. It should be used as an ongoing strategy to propel and protect business objectives, but it cannot be conjured up or improvised at the last moment or in the face of a crisis. It must be staffed and fully functioning before the crisis. Waiting until the emergency arises virtually guarantees a bad outcome.

Reputation Exists in a Complex Communications Ecosystem

Reputation cannot be judged, described, or distinguished at a glance. Multiple streams of data from multiple sources must be collected, integrated, analyzed, evaluated, and harvested for insight that can be used to develop meaningful responses to changes or shifts in reputation. Since reputation is built from an aggregate of many components, different approaches are required for different companies and different markets.

Reputation Strategy is composed of multiple action steps and processes based on environmental factors as well as factors within an organization’s sphere of influence (Figure I.1). Through the application of Reputation Strategy, scalable, repeatable, reliable, and predictable actions can be taken.

Every organization has a unique set of attributes that can be classified into those that could affect existing value or those that could generate new value. This allows organizations to address risks and issues as well as proactively identify and address opportunities.

For example, reputation can be leveraged to create business advantages in supply chain relationships, executive talent recruiting, sales, sourcing, finance, and other functional areas of the modern enterprise.

In a recent engagement with a global firm, we integrated multiple types of data into a single model, making it possible for our client to recognize how each issue contributed to its reputation and how those issues affected the firm’s reputation across its ecosystem of stakeholders.

Based on our analysis, we identified activities that should be created, sustained, or eliminated to better support reputation goals. With a comprehensive understanding of the factors or “drivers” underlying the company’s reputation, we helped them devise a workable strategy for influencing it.

Prediction Is Key to Better Outcomes

Big data and real-time analytics create essential capabilities for modeling, comparing, and predicting outcomes of reputational issues. I recently led an engagement in which an interdisciplinary team of experts generated real-time predictive indicators of reputational impact for a client and tested multiple scenarios for how to address a situation based on our Reputation Analytics Framework (Figure I.2). We also created a reporting framework that helped our client understand their reputation globally and develop strategies for protecting and enhancing their reputation over time.

Over the course of the engagement, we performed research, data integration, data/driver analysis (predictive and descriptive), strategy development, and change management analysis. The results of our work provided visibility into resource allocation and critical insights that informed future situations.

We took the following action steps:

• Developed an early warning system to let our client know which stakeholders in what markets would be affected by specific aspects of their reputation.
• Customized and delivered our Reputation Intelligence Model to:
  • Integrate the wide range of data streams we identified so that our client could understand stakeholder relationships and their causes.
  • Align program initiatives with corporate strategic objectives to indicate impact and assist with strategic planning and efficacy analysis.

The engagement reinforced my belief that successful implementation of data analytics involves various departments and functional areas of the modern enterprise working in close collaboration. It includes departments like IT, communications, operations, human resources; functions like data science and business strategy; and subject matter experts.

The key word is collaboration. Experience shows that the total is always more than the sum of its parts.

Addressing reputational challenges successfully requires:

• Building a framework to enable reputation to be used as a strategic advantage with customers, governments, partners, and employees.
• Monitoring, evaluating, analyzing, and responding appropriately in real time.
• Predicting where and how communications will have an effect on reputation (for example, crisis life cycle, regression analysis).
• Learning how to allocate resources appropriately to gain maximum Reputation Strategy advantage.

While it is possible to outsource certain components of Reputation Strategy, companies should also consider developing their own internal expertise and experience.

Reputation Is Not a Momentary Phenomenon

Reputation building is a long-term strategic endeavor. It is an integrated set of ongoing processes, not an individual program, campaign, or one-shot initiative.

Moreover, reputation is not a singular event or state. Reputation has multiple states and forms. It changes over time—sometimes slowly, sometimes with breathtaking speed. Building a reputation that is strong, resilient, and not fragile requires top down leadership, executive sponsorship, and buy-in at all levels of the enterprise. It requires written policies, training, incentives, and discipline. The concept of reputation as a strategy must be woven into the culture of the organization.

In great, progressive companies, reputation is an integral part of the cultural DNA. It isn’t an afterthought; it’s top of mind.

Don’t Try This at Home

Because Reputation Strategy is core to a company’s operations, with complex requirements for data, processes, and people, this transformation should not be thought of as a “do it yourself ” or “back of the envelope” affair. Smart organizations will set aside the time and devote the resources necessary for creating and sustaining practical reputation strategies.

Reputation Strategy is a set of scientific multidisciplinary processes that must be integrated into business planning and embedded into operations across business units and geographies, with the proper executive sponsorship. Ultimately, accountability sits at the highest level of the organization. The CEO and the board must drive awareness of the strategy and keep employees at all levels engaged.

Net Takeaway

In a transparent world, reputation is a strategic asset and core competency requiring a blend of communications analytics, data science, and multidisciplinary expertise. It should be treated as a competitive business advantage.

Reputation Strategy provides tangible value to organizations through:

• Creating trust in the organization’s products and services
• Providing access to policy and decision makers
• Attracting and retaining the best employees
• Driving credibility with outside partners
• Serving as a critical success factor for investors

Reputation must be protected and enhanced through authentic organizational values, decisions, behaviors, and actions. It requires a clear and evidence-based Reputation Strategy, based on a carefully orchestrated portfolio of analytics that illuminates consumer attitudes and creates predictive models that anticipate consumer behavior.