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Most of the efforts aimed at improving corporate reputation today are focused on the impact that reputation has on business, gauging this impact and obtaining the information necessary for defining reputational strategy and placing intangibles in the centre of the overall business strategy, overcoming divisional barriers. Currently, brand experiences are related to different stakeholders: customers, employees, investors, shareholders, etc. Thus, it is useful to develop a detailed segmentation of these groups to be able to capture the demands of each one and effectively answer their needs. Another important aspect of reputation management in companies that are developing reputational strategies and corporate intangibles management is the need to develop an internal culture based on reputation, considering the directions and the obstacles for building reputation. Iberdrola, for example, defines five axes of its process: product, culture, segmentation, experience and feedback. It also takes into account non-financial indicators, which place highlight those aspects that have to do with the company’s behaviour towards its stakeholders and how they response to it. Vestas, a company who works in the power generating sector, organized its business strategy around a clear goal: becoming the world’s most recognized company by contribution to the positive environmental change achieved though intelligent use of the wind energy. Vestas defines four key stakeholders, whose cooperation is fundamental for creation of shared value, strengthening the company’s competitive position and achieving better business results. . After passing the initial stages of its journey (preliminary analysis aiming to define the strategy), reputation arrived to the next stage, characterized by measurement and showing its true impact on the business. Kasper Nielsen from Reputation Institute believes that there are several features that characterize best companies in the area of reputation management and that determine the key challenges that companies will face in the near future. Those are classified in four groups: business logic, intelligence and analysis, management and control and implementation. Companies willing to make progress in the reputation journey need to relate to their stakeholders and be aware of their reputation at every point of their strategic decision-making process. This document was prepared by Corporate Excellence – Centre for Reputation Leadership and among other sources contains references to the statements made by Carlos Martínez Lozoya, Iberdrola’s Director for Corporate Reputation, Morten Albaek, Vestas Global Vice President for Marketing, Communication and Corporate Relations and Kasper Nielsen, Partner and Director of Reputation Institute Denmark, made during the 17th International Conference on Corporate Reputation, Identity and Brand Competitiveness: The Reputation Journey, organized by Reputation Institute in
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Most of the efforts aimed at improving corporate reputation today are focused on the impact that reputation has on business, gauging this impact and obtaining the information necessary for defining reputational strategy and placing intangibles in the centre of the overall business strategy, overcoming divisional barriers. Currently, brand experiences are related to different stakeholders: customers, employees, investors, shareholders, etc. Thus, it is useful to develop a detailed segmentation of these groups to be able to capture the demands of each one and effectively answer their needs. Another important aspect of reputation management in companies that are developing reputational strategies and corporate intangibles management is the need to develop an internal culture based on reputation, considering the directions and the obstacles for building reputation. Iberdrola, for example, defines five axes of its process: product, culture, segmentation, experience and feedback. It also takes into account non-financial indicators, which place highlight those aspects that have to do with the company’s behaviour towards its stakeholders and how they response to it. Vestas, a company who works in the power generating sector, organized its business strategy around a clear goal: becoming the world’s most recognized company by contribution to the positive environmental change achieved though intelligent use of the wind energy. Vestas defines four key stakeholders, whose cooperation is fundamental for creation of shared value, strengthening the company’s competitive position and achieving better business results. . After passing the initial stages of its journey (preliminary analysis aiming to define the strategy), reputation arrived to the next stage, characterized by measurement and showing its true impact on the business. Kasper Nielsen from Reputation Institute believes that there are several features that characterize best companies in the area of reputation management and that determine the key challenges that companies will face in the near future. Those are classified in four groups: business logic, intelligence and analysis, management and control and implementation. Companies willing to make progress in the reputation journey need to relate to their stakeholders and be aware of their reputation at every point of their strategic decision-making process. This document was prepared by Corporate Excellence – Centre for Reputation Leadership and among other sources contains references to the statements made by Carlos Martínez Lozoya, Iberdrola’s Director for Corporate Reputation, Morten Albaek, Vestas Global Vice President for Marketing, Communication and Corporate Relations and Kasper Nielsen, Partner and Director of Reputation Institute Denmark, made during the 17th International Conference on Corporate Reputation, Identity and Brand Competitiveness: The Reputation Journey, organized by Reputation Institute in
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This report analyzes Tunisia’s draft counterterrorism law and assesses to what extent the proposed law conforms to international human rights standards.
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