How To Manage Brand Reputation?

In February of this year, Google (Google) found itself in an unusual situation: it was not in step with customers.

When the company launched the social networking service Buzz, it was severely criticized by users. They opposed Google's automatic registration of users of e-mail Gmail to new services, complaining that it would disclose its private contacts.

The riot caused a blow to Google, but the company turned it into a careless loss and quickly turned Buzz into an alternative service.

Google ranked second in Fortune magazine's recent survey of the most respected companies in the world.

It is disturbing for such a company to be so wrong with the users.

It raises a question: how can a company famous for its spirit and consumer spirit make mistakes?

Google's reputation depends on the functionality and ease of use of search engines, its ever popular innovations, and its public praise for free access to information and democratization of the Internet.

The market is far from estimating the value of Google brand, but in 2009, Millward Brown Optimor, a research institution, valued it at $100 billion.

However, even before the Buzz incident aroused public anger, the Google building had cracks.

The decision to enter the Chinese market had a blow to Google's reputation. Google initially accepted the Chinese government's request for censorship of search results, but was forced to give up and reconnect users to Hongkong in January. (recently, in order to extend its ICP licence in China, Google no longer automatically pfers mainland users to its Hongkong site, editor's note).

Observers suspect that the decision to first enter China has damaged Google's founding values: the use of its unofficial motto concludes that "do not do evil."

Of course, Google is not the only brand recently damaged.

After the outbreak of the credit crisis, the public image of investment bank Goldman Sachs was also damaged. A famous article in Rolling Stone magazine described the company as "a large blood sucking squid wrapped around human faces".

It is widely believed that the BP's poor public relations and crisis management strategy further aggravated the damage to the image of the Gulf of Mexico oil spill.

The impact of reputation on the other hand will also affect the brand.

It is too early to tell how serious the impact of Goldman Sachs and BP brands will be, but the impact seems inevitable.

These examples highlight how difficult management reputation is.

HBS Rohit, a marketing professor at Harvard Business School, said that the pressure of growth would make some enterprises (especially start-ups) forget to adjust their strategies in the process of growth and development. (Deshpand)

"At the stage of development, your focus is on rapid growth, and development tends to be opportunistic," he said.

"You didn't take into account the vision and strategy.

You have to do everything, so you don't have time to sit down and think about things. "

In other cases, enterprises forget to interpret their brand's core values.

"Brand is the attitude and cognition of customers," says Patrick Barwise, Professor of marketing at London Business School (LBS) and chairman of consumer group Which, London Business School.

He said that the reputation of success is based on customer experience.

Made famous

Others started well, but later lost their way.

Starbucks, a chain coffee shop (Starbucks), has been a very strong and successful brand in North America, partly because it is very good at meeting customer needs.

But in the process of development, Deshpande said that arrogance and unknowingly breeds.

"It attaches too much importance to the development and growth of new stores so that it loses contact with core customers," he said.

As a result, in some parts of the UK, Starbucks's image and reputation have plummeted.

In February of this year,

Google ranked second in Fortune magazine's recent survey of the most respected companies in the world.

It is disturbing for such a company to be so wrong with the users.

It raises a question: how can a company famous for its spirit and consumer spirit make mistakes?

Google's reputation depends on the functionality and ease of use of search engines, its ever popular innovations, and its public praise for free access to information and democratization of the Internet.

The market is far from estimating the value of Google brand, but in 2009, Millward Brown Optimor, a research institution, valued it at $100 billion.

However, even before the Buzz incident aroused public anger, the Google building had cracks.

The decision to enter the Chinese market had a blow to Google's reputation. Google initially accepted the Chinese government's request for censorship of search results, but was forced to give up and reconnect users to Hongkong in January. (recently, in order to extend its ICP licence in China, Google no longer automatically pfers mainland users to its Hongkong site, editor's note).

Observers suspect that the decision to first enter China has damaged Google's founding values: the use of its unofficial motto concludes that "do not do evil."

Of course, Google is not the only brand recently damaged.

After the outbreak of the credit crisis, the public image of investment bank Goldman Sachs was also damaged. A famous article in Rolling Stone magazine described the company as "a large blood sucking squid wrapped around human faces".

It is widely believed that the BP's poor public relations and crisis management strategy further aggravated the damage to the image of the Gulf of Mexico oil spill.

The impact of reputation on the other hand will also affect the brand.

It is too early to tell how serious the impact of Goldman Sachs and BP brands will be, but the impact seems inevitable.

These examples highlight how difficult management reputation is.

HBS Rohit, a marketing professor at Harvard Business School, said that the pressure of growth would make some enterprises (especially start-ups) forget to adjust their strategies in the process of growth and development. (Deshpand)

"At the stage of development, your focus is on rapid growth, and development tends to be opportunistic," he said.

"You didn't take into account the vision and strategy.

You have to do everything, so you don't have time to sit down and think about things. "

In some other cases,

Others started well, but later lost their way.

Starbucks, a chain coffee shop (Starbucks), has been a very strong and successful brand in North America, partly because it is very good at meeting customer needs.

But in the process of development, Deshpande said that arrogance and unknowingly breeds.

"It pays too much attention to developing and opening up new stores so that it loses contact with its core customers," he said.

As a result, in some parts of the UK, Starbucks's image and reputation have plummeted.

"Many companies say they can't afford to let two people monitor and participate in online reviews, but that's what businesses need to do," he said.

"They need to stick to the dialogue so that no major accidents will happen."

Most importantly, the brand needs a CEO to act as a defender.

"Experience shows that if leaders are not involved, the chances of success will be greatly reduced," Rolle said.

For example, in apple, Steve Jobs (Steve Jobs) is the brand's defining and defender.

Can Google's reputation withstand the attack on its image? To restore people's awareness of the company, we need to work step by step.

More importantly, the warning signals are clear: Google and other global enterprises can not always rely on past goodwill as a driving force.

As Open Internet Coalition, Google's member of the industry trade organization, executive director Markham Markham, said: "when you grow older, you are no longer lovable." (Internet Erickson)