Brand Building & Image Management For Indian Bizfluentials: Survey By Penn Schoen Berland
Corporate Reputation Management: Penn Schoen Berland
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CORPORATE BRAND REPUTATION MANAGEMENT By Penn Schoen Berland
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We, at Penn Schoen Berland, understand the stakeholders and the factors that impact corporate image at a granular level. Our unique research-based approach helps us zero in on the drivers of corporate reputation and focus both your actions and communication for maximum impact on your corporate image through a made-for-you Reputation Management Strategy.
Transcript of Corporate Reputation Management: Penn Schoen Berland
CORPORATE BRAND REPUTATION MANAGEMENT
By Penn Schoen Berland
WHAT IS CORPORATE REPUTATION?
The Stakeholder’s collective judgments of a corporation based on assessment done on various factors such as social, environmental & financial impact
Reputation means being clear about your brand proposition
Good Reputation includes Trust Customer Satisfaction Loyalty Good word of mouth
WHY BRAND REPUTATION IS IMPORTANT?
Brand Reputation = Customer perception of your company and your products and services.
A brand reputation can make or break your company
REPUTATION MANAGEMENT
Corporate Reputation Management is an emerging sector among business corporations
The brand identity of the organisation is concerned with what the organisation is and what it seeks to be, and comprises two parts. Firstly, the strategic choices made by the
organization including the organization's mission, vision, strategic intent, values and corporate culture
Secondly the corporate expression, which is also part of the corporate brand.
OUR APPROACH FOR BRAND MANAGEMENT
Penn Schoen Berland understand the stakeholders and the factors that impact corporate image at a granular level.
Develops an effective brand identity & competitive positioning strategy for your organization based on the extensive competitive analysis and testing.
This will enable companies to win the right image, equity, market share, and sustainable competitive advantage.
