brand risk management
TRANSCRIPT
Brand risk can be defined as threats to the brand equity or
threats to the brand differentiators that make
consumers choose one product or service over the other.
Brand & Reputation
Reputation can be summed up as the ideas, beliefs, expectations, and opinions that are held (in general) about something or someone.
“Your Brand is the personality and
soul of an organization
communicated in various ways”
Maria Ross
Brand is part of reputation, and a well-developed brand can help protect reputation in times of crisis and business interruptions.
Reputation – image or reality?
“Image is reality. It is the result of your actions.If the image is false and our performance is good, it’s our fault for being bad communicators. If the image is true and reflects our bad performance, it’s our fault for being bad managers.Unless we know our image we can neither communicate nor mange”David Bernstein
• Brand is built by companies through mass media.
• Damage caused from a reputational or branding failure can result in multifaceted and long-lasting consequences.
Reputational Risk Definition
Any action, event or circumstance that could adversely (or beneficially) impact an
organization’s reputation =
Reputational Risk (Impact)
Limited credibilityWhen third parties play a role in shaping a company’s reputation, companies need to
realize that in many cases their own credibility is much lower that that of the experts.
Overwhelming complexityCustomers usually do not understand the
complexity underlying certain business decisions.
To successfully manage reputational challenges :
A functioning early warning system.
Ongoing measurement of the reputation of the company, its markets and products
Rapid situational assessment by issue, product, and market.
Early Warning System
This may range from informal monitoring of various media sources over proactive stakeholder outreach to the development of an internal issue anticipation group. of particular promise is the use of information technology in this area.
Situational Assessment
Once critical issues have been identified and their impact measured, managing such issues requires rapid and reliable situational assessment.
A dual approach to manage reputational risk
As reputation is based on perception, not necessarily reality, risks to both reality and
perception must be actively managed.
Inside- Out
Outside- In
Inside- OutDefine a clear vision and values backed up
by policies and procedures that guide behaviors and decision-making throughout the business and its supply chain.
Tell your stakeholders what you stand for, what your goals are and how you plan to achieve them- so they know what to expect.
Ensure the reality matches the vision- and can withstand scrutiny- so expectations are met.
Outside- InStay ‘in tune’ with your stakeholders
through dialogue and engagement.Systematically track their evolving
perceptions and expectations so strategy is recalibrated, gaps are minimized, emerging issues are spotted early and opportunities are exploited.
Barriers to successful reputation risk management
Poor awareness of the true value of reputation as a key intangible asset
Lack of understanding of sources of reputational risk
Understanding the impact of risks to reputation due focus on short-term impacts – leading to wrong risk priorities
• Much of reputation risk management is as much about crisis prevention as it is about management after a crisis.
• Preparing and planning for the unexpected is not a simple action nor is it without cost.
• But the process can have significant positive returns for the organizations that invest in building their brand and making their reputations more resilient.