Reputation Management Online

Most commentators are agreed that reputation is a company’s single most important long-term asset,  so you would suppose that if you phoned a company and asked for the person responsible for managing their reputation they would know who to put you through to. Not a chance. Ask for brand manager, sales director, PR wonk, bills payable and you are through (usually to an answerphone). Ask a receptionist for the Reputation Manager and they are stymied.

In truth, it is really only the business theorists who worry about reputations, within the company there is no evangelist or guardian for reputation. Companies are generally much more obsessed with their brands, and in the case of large companies whole directorates exist to police this entity. Directorates flanked by asinine designers and mid-level liberal arts graduates and a separate and expensive cohort of lawyers.

Some companies might argue that this is the responsibility of the CEO, but few chief executives spend time or have metrics for assessing and tracking the reputation performance of a company. The absence of metrics may be what make reputation management unloved: it is just too metaphysical for any jock manager to be able to get their heads around. I mean, nobody built a reputation around being a reputation manager in the way they do as brand director.

You could make an argument that reputation is an output of a company and in some sense not measurable, but then so is profit and every analyst in the world looks at that.

One of the issues facing a reputation manager is that reputation as a concept is seen as related to brand management and is subsumed with that “discipline”. This is a shame as brand management tends in practice to have a narrow view of the business and rarely considers how reputation is changing across time and in intensity. Brand managers also see reputation as a function of brand – look after the brand and the reputation will after itself. How wrong: you can rebrand but you cannot rerepute – in fact does not even exist. Yet rebranding is so often an attempt to fix broken reputations rather than broken brands per se.  As a builder would say: you can’t paint a wall falling down!

Companies need to get serious about their reputation and the discipline of reputation management. They need to establish some tracking and they need to separate it out from brand management or public relations. All the activities of the enterprise impact upon reputation – what other people think about you.  A truly great reputation is an oak forest – it takes a long time to grow but is difficult to cut down. You can lose a tree but it does not end the forest.