Reputation Capital

Reputation Capital

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a€c ... release reputation bearers from the burden of being constantly mo- tored and reduce the likelihood of government or public supervision and control. a€c ... strengthen client trust, ease the recruitment and retention of capable employees and improve access to capital markets or attract investors. a€c ... legitimate positions of power and build up reserves of trust which - lowed companies and politicians a€“ but also researchers and journalists a€“ to put their issues on the public agenda, present them credibly and mould them in their own interests. But a fear of loss is not the only reason for the steadily increasing - portance of reputation in corporate management today (or more especially, in the minds of top management). Rather, the main reason is that corporate reputation has shifted from being an unquantifiable a€˜softa€™ factor to a me- urable indicator in the sense of management control. And it is a variable that is obviously relevant to a companya€™s performance: recent studies by the European Centre for Reputation Studies and the Ludwig-Maximilians- UniversitAct of Munich compared the stock market performance of a port- lio of the top 25% of reputation leaders (based on regular reputation me- urements in the wider public) with that of the German DAX 30 stock m- ket index. The results show that a portfolio consisting of reputation leaders 1 outperformed the stock market index by up to 45% a€“ and with less risk. Fig. 1. Performance of a€˜reputation portfoliosa€™ vs.In 2007, Toyota launched a strategy to increase US pick-up sales to 200, 000 vehicles per year and position for the number ... As they launched the Tundra they reportedly began intense lobbying against a€œclean cara€ standards in various US ... You see the problem a€” brand stretch. ... engine based upon 20, 000 km a year], have put Toyota in hot water with advertising standards authorities in the UK, Newanbsp;...

Title:Reputation Capital
Author:Joachim Klewes, Robert Wreschniok
Publisher:Springer Science & Business Media - 2009-10-13


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