By Garry Honey
Popularity danger is a subject with relevance around the service provider, from danger managers to company verbal exchange managers, from compliance supervisor to HR Director. no matter what your curiosity within the topic, a brief consultant to attractiveness danger offers a shorthand path to realizing the context and key positive factors of this topic. the character and cost of attractiveness -- The explanations and impression of recognition threat -- making a choice on stakeholders and chance drivers -- deciding upon instruments and controls -- Assigning accountability -- Integrating recognition danger -- Governance and compliance -- Case reports
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Extra info for A short guide to reputation risk
In short, each saw reputation as the responsibility of the other, a telling indictment of how the subject is treated in the workplace. Since the mid 1990s various authors have tried to identify specific drivers of reputation risk and there are a number of different approaches to this. I shall explain four below, although I find that clients like to specify their own list when conducting research. The most famous was created by Charles Fombrun in 1995 for his Reputation Institute in the US. 3). The Reputation Quotient has been refined over the years and it is worth checking the latest ranking system as set out in Fame and Fortune: How Successful Companies Build Winning Reputations by Fombrun & Van Riel (2006).
Emotional connections Consumer perception of value; stakeholder alignment Leadership, vision and desire Governance style and practice; motivation and vision Quality Product or service delivery history; consistency Financial credibility History of creating better than average returns Social credibility Good citizenship, licence to operate etc. 4 Arlo Brady’s categories of risk There are two other risk driver analyses worth mentioning; one from Henley Management College and one from the Centre for Stakeholding and Sustainable Enterprise (CSSE) at Kingston University.
For customers or employees this is not usually difficult, but for media, regulators and a number of other important stakeholder groups this can be a difficult selection task. I know of several major international corporations where the sheer volume of sub groups whose opinions and attitudes are valid make stakeholder research very difficult to execute. Sample size and composition must be representative and therein lies the challenge for any responsible relationship owner. Medium is no easier. Some engagement can be by e-mail, some by phone or letter and I know of some organisations who have set up panels of representative stakeholder groups with whom to engage in regular dialogue.