声誉与品牌：区别是什么，为什么重要

Gartner Research How to Prioritize YourReputation-Building Effortsin Times of Pressure Communications Research Team How to Prioritize Your Reputation-Building Effortsin Times of Pressure ID G00762642- 9 min readBy: Communications Research TeamInitiatives:External Communications; Reputation Management A good reputation is a moving target in a changing world.Communications leaders should narrow their reputation-buildingefforts to the reputation drivers that can have an impact on thestakeholder perceptions that matter. More on This Topic This is part of an in-depth collection of research. See the collection: ■Gartner’sGuidetoProactiveReputationManagement Overview Key Findings Recommendations Overview Reputation-building efforts are resource intensive. Communications teams monitorsentiment-tracking formulas to understand stakeholder perceptions of their organization,assess points of weakness to improve upon, plan PR activities and launch campaigns toshowcase reputation drivers where the company is already performing well. Reputation management in a volatile environment requires even more effort fromCommunications leaders who have to keep up with quick-changing stakeholdersentiment. In such times it is critical that we limit reputation-building efforts to those thatwill deliver on business objectives and not be wasted. But how do we know which effortswill have an impact? When it is not possible to outperform every divergent audienceexpectation, how do we prioritize our reputation-building investments? Key Findings Reputation managers can save resources by avoiding investments across too manyreputation drivers when quickly changing environmental factors challenge acompany’s ability to meet all those expectations.■Reputation-building opportunities exist where company strengths and strategicdirections align with target stakeholder expectations, needs and preferences.■Audience listening can identify the highest-potential reputation driver(s) bydetermining which points or evidence would persuade stakeholders to action.■ Recommendations Communications leaders responsible for prioritizing reputation-building efforts should: Focus reputation efforts by identifying the few drivers where your company excels,where stakeholder need is strong or expectation is high, and where becoming knownfor those drivers will advance your strategic priorities.■Leverage audience listening to confirm that your messaging is sharing the proofpoints that will move the needle on audience perceptions of your strength at meetingimportant expectations.■Enable target stakeholders to showcase your most critical reputation driver to othersby rewarding good talk with social solutions.■ Prioritize the Reputation Drivers That Matter Most Reputation management traditionally involves partnering with a vendor to track audience-reported sentiment metrics for more than two dozen reputation driver factors (see Table1). Table 1: Reputation Drivers and Their Factors (Enlarged table in Appendix) It is impossible to dazzle audiences across all these different spaces. The large number ofdriver factors often leads companies to develop or outsource a weighted formula to helpthem strategize which driver factors to invest in for incremental improvement. In times of rapid change of stakeholder sentiment, it may be more difficult to do atrustworthy quantitative analysis of reputation drivers. When that is the case,Communications leaders should explore the following three tips to build a reputation thatwill compel target stakeholders to actions that support the business. Tip No. 1: Focus Efforts on Actionable Stakeholder Needs andExpectations One way Communications leaders can target the highest potential reputation drivers is touncover the areas where stakeholder needs and expectations can be met by a company’scurrent strengths and future-looking strategic priorities (see Figure 1). Figure 1: Identify Reputation Focus Areas Communications leaders can assess what high-potential reputation drivers are in thecenter of their Venn diagram by asking questions such as: Could we apply our unique and foundational expertise to this focus area?■How would our involvement change the landscape of the stakeholder problem orchallenge (i.e., would our involvement make a meaningful difference toward asolution)?■Can we credibly demonstrate the impact we’re making?■Would addressing this opportunity enable us to better meet the business’ strategicpriorities in the future?■ Below, Tieto provides a template for how to merge strategic (internal) and environmental(external) direction to land on a limited number of strategic “reputation spearheads.” Case-in-Point: Tieto In an effort to improve Tieto’s broader reputation and achieve strategic goals, theCommunications team decides to refine the focus of its perception-building activities. Gartner, Inc. | G00762642 Tieto’s Communications team holds a one-day workshop todiscuss the company’s strategic priorities an