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By Rosa Chun, Rui Da Silva, Gary Davies, Stuart Roper

This booklet provides the case for acceptance as a strategic device for firms within the twenty first century. in addition to a assessment of present considering on how recognition is controlled, the textual content incorporates a new angle to recognition size and administration, the recognition Chain. The authors' strategy has been attempted and validated in a few enterprises. The authors show how bettering attractiveness, only by way of studying extra approximately what a firm is already doing, has been confirmed to extend revenues progress at 5 percentage. US businesses tested comprise Coke, IBM, Intel, McDonalds, Fortune and Enron.

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Sample text

Reputation management is not new. Organizations, individuals, even informal groups have been concerned about the way others see them from time immemorial. What has changed is the way organizations have approached their management of this area and the importance they give to it. The purpose of this chapter is to identify what companies have been doing in managing their reputations so as to identify what Reputation Management means in practice. It draws heavily upon research by Davies and Miles (1998) which drew in turn from an in-depth study of Reputation Management (Miles and Davies 1997).

They asked shoppers to compare these with garments with the Marks and Spencer label still inside. The shoppers preferred those with the false labels. 26 Reputation as a strategic approach Every customer has got priorities in their minds. I always think that the first thing that people think about is how much they are prepared to spend. Then what takes over is the design of the product, the performance of the product, the comfort of the product. You might think ‘I shall spend a little bit more because if I spend a bit more I get something better’.

They are not idiots but they cannot go any further. In my experience they can make a company become bureaucratic. You cannot dismiss them. You do not really want to because they have not done anything wrong, but they block the way, and do not let the bright young people come driving through. Listening to staff and customers I would be in stores two days a week and go to two or three stores in a day. I would nearly always have coffee or afternoon tea and/or lunch with the management of the store and the supervisors.

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