While there's widespread support for the notion that organizations with better standings outperform their competitions, there's doubt about how to create this kind of reputation, particularly one of the supervisors responsible for this particular job. For example, organizations regularly give money to worthy causes or create social responsibility plans in the optimism that this will attract their stakeholders.
While strategies such as these are only loosely coupled to the strategy of the organization they seem to be "bolted on" rather than "built in." Therefore, they are likely to foster a standing that's more inconsistent with the main actions of the organization and less credible. In addition, they are easy for competitors to copy. Because of this, a standing grounded in the strategy of the organization has a better chance of providing a sustainable competitive advantage. This informative article presents a normative framework that illustrates a strategy-led approach to reputation building.
PUBLICATION DATE: February 01, 2012 PRODUCT #: CMR500-PDF-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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