Crisis, Issues and Reputation Management defines reputation, explores how to value it and provides practical guidelines for effective reputation management, including how to approach issues of Corporate Social Responsibility. Practical and accessible, it outlines a comprehensive approach to managing situations that may turn into crises and handling crises once they occur. Featuring a wide range of international case studies of brands who have had to respond to a variety of crises including Nestle, Unilever, General Electric, McDonald's, Coca-cola, Cadbury, Tesco, Pan Am, RBS and more, Crisis,…mehr
Crisis, Issues and Reputation Management defines reputation, explores how to value it and provides practical guidelines for effective reputation management, including how to approach issues of Corporate Social Responsibility. Practical and accessible, it outlines a comprehensive approach to managing situations that may turn into crises and handling crises once they occur. Featuring a wide range of international case studies of brands who have had to respond to a variety of crises including Nestle, Unilever, General Electric, McDonald's, Coca-cola, Cadbury, Tesco, Pan Am, RBS and more, Crisis, Issues and Reputation Management demonstrates how organizations have to understand and respond rapidly to shifting public values, rising expectations, demands for public consultation and increasingly intrusive news media. As such, it provides a new and broader perspective on the topic for new and seasoned practitioners alike.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Andrew Griffin was born in 1975 in Massachusetts. His degrees in Nuclear Engineering, Physics and Ceramic and Materials Engineering led him to New Jersey where he landed a job at Lucent Technologies' Bell Laboratories working on optical circuits. After his wife finished her PhD in Chemical and Bio-Mollecular Engineering they moved home where he started his new career: destroying things with lasers. Half of idea for his first book came to him where all ideas are born, in the shower. Where the other half came from is anyone's guess, but it was probably from watching one too many Joss Whedon shows. A fan of Science Fiction and Fantasy since almost when he learned to read, he has devoured more books than he cares to count. With a library that includes Pratchett, Rowling, Murakami, Anthony, The Eddings', Asimov, Adams and Jordan, his stories contain science that sometimes looks like magic and magic that is very no-nonsense.
Inhaltsangabe
Foreword Preface Acknowledgements 01 Reputation: what it is and why it matters Defining reputation Valuing reputation From reputation management to reputation strategy 02 The challenging climate in which reputations are managed Declining trust Low-risk tolerance International regulation Local and global expectations The information 'anarchy' of traditional and social media Empowerment and activism Chapter summary 03 What are the risks to reputation? 04 Externally driven issues Societal and political attention on a broad problem Societal and political outrage at specific organizational behaviour/performance Societal and political outrage at a 'new' risk imposed by an organization/sector Challenges in managing externally driven issues Chapter summary 05 Internally driven issues The 'proactive negative' internal issue The 'proactive positive' internal issue The 'reactive positive' internal issue The 'reactive negative' internal issue Crisis over-management? Chapter summary 06 Externally driven incidents An attack on you, or those in your care An attack on a wider group affecting you A political or social development endangering you, or those in your care A natural event Chapter summary 07 Internally driven incidents Ten safety incidents that shaped crisis management today Communications and the internal incident Chapter summary 08 Interrelated risks The international fallout of the Fukushima disaster 09 Managing reputation risk through the lifecycle 10 Predicting reputation risk The external reputation risk radar and horizon scanning The internal reputation risk radar Analysing predicting risk Scenario planning Reputation risk assessment Lessons from the past Chapter summary 11 Preventing reputation risk Reputation risk architecture - 'hard' intervention Behavioural change through 'soft' interventions Corporate citizenship Chapter summary 12 Preparing for acute reputation risk Who should own and manage crisis preparedness? What does a crisis-ready organization look like? Chapter summary 13 Resolving risks to reputation Issues management/issues resolution Issues management process Issues management competence Change as an issue management strategy Chapter summary 14 Responding to immediate reputation risk Strategic crisis decision-making The wider crisis communications response Crisis media management Communications working with other functions Chapter summary 15 Recovering from reputation damage Reviewing performance and improving preparedness Rebuilding trust and reputation Changing the organization Chapter summary 16 Where next for crisis, issues and reputation management? Index
Foreword Preface Acknowledgements 01 Reputation: what it is and why it matters Defining reputation Valuing reputation From reputation management to reputation strategy 02 The challenging climate in which reputations are managed Declining trust Low-risk tolerance International regulation Local and global expectations The information 'anarchy' of traditional and social media Empowerment and activism Chapter summary 03 What are the risks to reputation? 04 Externally driven issues Societal and political attention on a broad problem Societal and political outrage at specific organizational behaviour/performance Societal and political outrage at a 'new' risk imposed by an organization/sector Challenges in managing externally driven issues Chapter summary 05 Internally driven issues The 'proactive negative' internal issue The 'proactive positive' internal issue The 'reactive positive' internal issue The 'reactive negative' internal issue Crisis over-management? Chapter summary 06 Externally driven incidents An attack on you, or those in your care An attack on a wider group affecting you A political or social development endangering you, or those in your care A natural event Chapter summary 07 Internally driven incidents Ten safety incidents that shaped crisis management today Communications and the internal incident Chapter summary 08 Interrelated risks The international fallout of the Fukushima disaster 09 Managing reputation risk through the lifecycle 10 Predicting reputation risk The external reputation risk radar and horizon scanning The internal reputation risk radar Analysing predicting risk Scenario planning Reputation risk assessment Lessons from the past Chapter summary 11 Preventing reputation risk Reputation risk architecture - 'hard' intervention Behavioural change through 'soft' interventions Corporate citizenship Chapter summary 12 Preparing for acute reputation risk Who should own and manage crisis preparedness? What does a crisis-ready organization look like? Chapter summary 13 Resolving risks to reputation Issues management/issues resolution Issues management process Issues management competence Change as an issue management strategy Chapter summary 14 Responding to immediate reputation risk Strategic crisis decision-making The wider crisis communications response Crisis media management Communications working with other functions Chapter summary 15 Recovering from reputation damage Reviewing performance and improving preparedness Rebuilding trust and reputation Changing the organization Chapter summary 16 Where next for crisis, issues and reputation management? Index
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