This article was originally published in Forbes.
It has always been essential for businesses to maintain a solid reputation. However, this has taken on another level of importance in the modern context. Social media, 24-hour news cycles and the ubiquity of information have put reputational issues at the forefront of any organisation’s strategy.
Efforts must be made in terms of public relations, brand management and leadership reputation, but it cannot stop there. To build a truly robust reputation, those who represent your company in day-to-day interactions should fully understand the values you wish to project.
Those who are responsible for sales, by definition, have a huge impact on any business’s success. However, this goes beyond revenue generation. They are also a significant driver of your wider reputational efforts due to their countless interactions with the outside world, including current or prospective customers, partners, sponsors and beyond.
If your firm has a poor sales reputation, this will impact the overall image you portray and may even go against other efforts by your leaders or marketing. As a result, it is critical that your sales teams are kept updated on reputational matters—and are well-versed in your firm’s values and are able to communicate them effectively.
A lingering and often unfair perception of sales teams is that their approach can be too “pushy” and not focused on building trust or those long-term relationships that are so important to creating sustainable success. Highlighting the importance of honesty and transparency in negotiations is something that the majority of businesses will already be doing, so what other efforts can be made?
Fundamentally, all your employees must buy into your company’s ethos and what it is trying to achieve. We have all been in an organisation or dealt with a representative of a company who couldn’t care less about how they or the company are perceived. As much as we may try not to let them, these sorts of interactions can have a strong influence on our opinion of the company, and if many others have the same experience, this can cause significant reputational damage.
Therefore, it is important for your company’s leadership to maintain a two-way dialogue with its people. To a large extent, reputation will be top-down—the heritage, culture and personalities of those who founded or run the company will have a significant impact on how it approaches sales and the reputation it wants to build. However, it is important to not be out of touch and to make sure to listen to the wishes and outlook of the people you have throughout your organisation.
There is a wide societal focus on authenticity, and we have seen many examples of companies being called out, even canceled, for not living up to the high moral standards that consumers and workers have these days. For example, many companies have been accused of greenwashing, being misleading in their advertising or having sales practices deemed out of sync with their values. Clearly, this will have a big impact on the reputation of the firm more broadly, but also on sales teams. A team should be comfortable promoting a product or service, not worried about having to make any moral compromises. This can make them more effective in driving revenue and helping build a more positive reputation.
Revenue is a good measurement of many business outcomes, and reputation is no exception. If your revenue figures are strong, it is likely that a strong reputation has helped make that happen. However, it is a mistake to not look beyond revenue and seek different indications as to how your reputation is doing. The use of customer success teams can be a great way to keep in touch with customers throughout the lifecycle, getting constant and useful feedback to measure how your company is doing and the way it is perceived by your customers. Similarly, engagement programmes between stakeholders and your senior team can also fulfill a critical role and ensure that strong bonds are created and trust is shared.
Other established ways of measuring satisfaction beyond simply revenue include the Net Promoter Score (NPS)—a score that organisations are given that measures how likely a customer is to recommend or promote that company to someone else. This can help give a good indication as to how your brand is viewed—for example, if you have strong revenue figures but a poor NPS, trouble may be down the road.
However, due to NPS’ simplicity, it has its limitations regarding the insight it can give you into customer sentiment and behavior. This is why it is important to review all of the different metrics out there and use the one you think would be most relevant to your business. It may even mean combining a few different ones to try to fully understand your reputation and the lasting impressions that your sales team leaves on customers. As a result, a concerted focus on not only revenue and outcomes but on the process to get there should be factored into all strategic decisions and subsequent training of your workforce.
In business, what you say matters, but what you do is crucial—the reputation you’re building is only legitimate if those in your company back it up with their actions. This is why building a positive reputation and putting wider reputational efforts at the core of your business, prioritising them alongside other key business goals such as revenue or costs, is key to future success.
In the world today, talk travels quickly, and there are countless examples in recent times of business outcomes being inextricably linked to the perception a company has in the public forum. Ensuring that you approach sales with integrity, transparency and honesty is more important today than it ever has been. Creating the right culture within your company can lead to the right reputation being presented outward.
The current global economic backdrop is not a pretty sight and many businesses have had to make cuts of various kinds. Whether it’s a restructure, layoffs, or re-evaluating big expenditure like office spaces, the pressure following a drop in consumer demand continues to mount.
There are glimmers of light, though. There was surprise growth in the UK economy in November 2022, and France and Germany are currently set to narrowly avoid recession. Plus, we’ve got to remember that we’ve been through the turmoil of COVID-19 – and we made it to the other side.
So, as leaders in PR and marketing, what did we learn then, that’s relevant now?
Showing deep business understanding: If the board is focused on profitability, show you can do more for less by being resourceful and demonstrating how to be more effective. If the board wants growth, show that you’re focused on lead generation, customer engagement etc. Proving that your marketing focus aligns completely to the priorities of the organisation means you’re less likely to have your resources cut.
Create connections: If you’re not already, get out of the marketing bubble and make stronger connections internally. Is there a way you can get closer to finance? And if not finance, the people that influence finance, for example the senior team in sales or other C-level executives. You want others to support your case to retain your budget – you need to make them realise ‘I cannot be successful without marketing’.
Visibility and promotion: A way to get closer to board members or others in leadership is to build their profile externally, showing the value directly. You’re probably already doing this by positioning experts and leadership as the faces of the company, but also look at your board and ask yourself: who could be more visible? Like the above, you’re creating more allies internally.
Don’t think you can hide: All costs are on the P&L and a discussion about your budget will happen if it hasn’t yet. Be proactive and think of solutions that work for both you and the business. In this current environment, the finance team will currently be focused on cashflow so maybe there are ways to create an impact now and pay later. For example, working with a PR agency, the payment terms can be 30-60 days, meaning results today, payment the following month. Not many organisations have cut their way to survival, rather it’s more about keeping costs down within acceptable limits.
More for less: Ensure you are doing the majority right and fast and don’t let perfection slow you down. Timelines have shrunk meaning the time for change is today, this week –- forget about plans looking eight weeks down the line. And repurpose, repurpose, repurpose. Be as resourceful as you can.
It may feel gloomy right now, but this is the time for marketing, because once we’re on the up, growth will come fast again. Being prepared will mean you can go after every opportunity and look back at this time as just another blip!
The media landscape has been changing for many years. COVID, however, has acted as a catalyst of this change – just as it has done for countless other sectors and industries. From 2019 to 2021, print subscription circulations fell by 7%, and single-sale copies by 11%. Put simply: when it comes to building reputations, shrinking media pools are becoming a bigger problem.
This places pressure on PR professionals and journalists alike. On the journalist side of the aisle, they are thinly spread – often juggling multiple beats at once and increasingly being judged against engagement and click-through metrics. Adding to this, they’re completely inundated with emails and pitches.
On the PR agency side, the shrinking media pool has an obvious effect – it’s harder to secure the coverage our clients want. It’s harder to get in front of the right people, harder to build relationships, and harder to have our pitches seen and phone calls answered.
Without wishing to state the obvious, a change in landscape requires a change in approach. Of course, a big part of the solution is for PRs – and our clients – to be more creative and thoughtful in how we approach media. Having our finger on the pulse of changing markets and cultural moments, and tying our clients’ messaging into these in an authentic, interesting and valuable way for journalists, is crucial. Being more selective is also important – not every press release is relevant to send to nationals (or anyone, sometimes!), and it’s important for PRs to be honest with our clients about this.
But there are numerous other ways to shape an organisation’s reputation, aside from media relations. Here’s just a few ways:
For us PRs, making clients aware of the many ways of building reputations, and ensuring that we ourselves are experts in these, is a non-negotiable. PRs, and the organisations they work with, need to begin thinking broader and deeper than media relations. Every company should now be thinking about the range of possibilities for PR, rather than gazing through the single lens of media coverage. Shaping a reputation that will carry a company forward is much more than a media profile alone.
As revealed in Netflix’s new documentary, ‘White Hot: The Rise and Fall of Abercrombie and Fitch’, today’s company is very different from the brand of the 1990s and early 2000s. For more than a decade, Abercrombie and Fitch have been in the process of rebuilding its reputation; this reveals some interesting lessons that we can take away as PR and comms professionals.
In its heyday, Abercrombie & Fitch (Abercrombie) was worth more than $5 billion and had more than 1000 stores worldwide. During this period, the company was led by Mike Jeffries, who once revealed in that now-famous 2006 interview that the company’s marketing strategy was deliberately exclusionary. He only wanted the ‘attractive’, ‘cool kids’ wearing Abercrombie. If we look a little deeper, we see that this was not merely a surface level PR strategy – you want what you can’t have, right? Instead, racist and exclusionary policies were embedded within the company’s culture. While these policies once appeared to benefit Abercrombie, as attitudes changed, they quickly eroded the company’s reputation, which has had a fundamental impact on the business’s long-term growth.
The question is; what can the demise of Abercrombie teach us about the importance of managing your company’s reputation?
As the company’s figurehead, the CEO will always have a significant impact on the reputation of your company – both positive and negative! The former CEO of Abercrombie, Mike Jeffries, who once led the brand’s revival, would ultimately become its biggest liability. Jeffries was known for his bold ideas and commitment to the brand. However, he was also uncompromising, unorthodox, and did not take criticism well.
While Jeffries has long since left the company, Abercrombie is still working to ameliorate the damage caused by his tenure as CEO. Ultimately, Jeffries should not have been left to manage the company for so long. That being said, the current CEO, Fran Horowitz, has been working hard to ensure that the company is accountable for past mistakes. In a statement to CNN, Horowitz said, “we own and validate that there were exclusionary and inappropriate actions under former leadership,” adding that the company is now “a place of belonging”.
While the company has a long way to go, the importance of leadership accountability is evident here. Suppose a business fails to hold its leader accountable or recognise when it is time for leadership change. In that case, long-term damage will be inflicted upon the company’s reputation.
As times change, often should a company’s values. Failure to make the necessary changes will eventually impact the reputation of any company. When Jeffries began his tenure as CEO, he built the brand upon racist and discriminatory values. These values quickly began to seep into company culture and policies, hiring practices, and even the designs on the clothes.
In 2003, 8 former employees sued Abercrombie for race and sex discrimination. Without admitting any guilt, the company settled and was required to pay $40 million and sign a decree to change its practices and promote diversity.
For a while, the company continued to get away with its discriminatory practices. However, these days consumers value and expect brands to promote diversity and inclusion. Abercrombie failed to move with the times, which meant that as attitudes changed, the brand became toxic, and their failure to own up to past mistakes came back to haunt them. Companies should continually audit their values and policies to ensure that they are promoting diversity and inclusion and that they are not breaking the law, for that matter!
The demise of Abercrombie from a multi-billion dollar brand to a disgraced clothing company can teach us a few things about managing your company’s reputation:
May has been a month of innovation and continued regulatory shifts in the tech sector. It can be difficult to keep up with the endless waves of change (Elon Musk’s continual indecision over purchasing Twitter spring to mind for anyone?), but the Firefly team always havs our finger on the pulse. Here’s our lowdown on what you might have missed.
It’s no secret that supply chain issues and the candidate crisis have plagued businesses significantly recently. But what if AI innovation could offer the solution?
A growing number of startups are applying AI technology alongside established logistics firms to help businesses ease supply concerns. In the recruitment arena, AI is becoming an increasingly effective tool for hiring strong candidates. Google has even gone as far to develop almost human-level intelligence. Increasing efficiencies is always beneficial; we will certainly be tracking these developments closely.
As the power of AI innovation grows, so do the legal restrictions within the technology sector. The UK Government is set to introduce new competition rules for large tech companies, paving the way for innovation among smaller businesses.
When it comes to user safety, the discussion on the Online Safety Bill continues. Campaigners argue the current provisions do not sufficiently address violence against women and girls, showing that greater protections are needed. We’re also seeing a crackdown on Big Tech’s data collection, with the global central bank calling for individuals to be given more control.
These moves highlight greater oversight is needed over the sector to ensure that everyone can engage with technology safely and freely.
June has been a less than ideal month for the crypto world, as several stablecoins crashed in a historic market collapse. Though, if anyone fancies a trip to Gucci’s US-based stores, rest assured you can use bitcoin to complete your purchase there, so it’s not all doom and gloom.
Finally, let’s not forget about the ever-expanding possibilities of VR innovation. Everyone’s favourite music streaming service is now on board, and even the sunny seaside city of Portsmouth has recently launched a VR centre, so that we can all get our fix whilst on our summer holidays.
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Imagine entering your workplace in a 3D world and heading into a meeting room where you greet your virtual colleagues. It feels like you are together, but in fact, you are at home wearing a VR headset as indeed they are, and perhaps on the other side of the world. We might not be too far off from this scenario.
The increased adoption of VR and augmented reality (AR) are evolving both work and play. In the short space of a few months, AR and VR have become inherently tied to the world of communications. When Facebook underwent a major rebrand and unveiled themselves as Meta last October, widening its reach outside of social media into the virtual reality space, the world took notice. And when Big Tech sets a trend, people follow. Virtual reality has even been touted as the next new way to experience hands-on training and development.
Modern workers are no strangers to communicating remotely. But the substantial impact of these technologies on the comms world will be their power to help us collaborate in ways that were unheard of before, bringing people together who might not otherwise meet, enabling authentic human interactions. From allowing creativity to flourish, to enabling communication (in a virtual space) with people across the globe. Here are my top three ways that VR could enhance your comms efforts:
Your space plays a key role in how creative you are. And for those of us in the comms industry, creativity is our driving force. If you do not feel inspired and comfortable in your surroundings, you will not perform at your best. Virtual spaces have the power to be much more effective than physical spaces in this way – simulating reality and allowing us to work in a virtual world where possibilities are endless.
VR meetings are also a powerful tool. Unlike Zoom calls, VR meetings enable you to see the physical presence of colleagues, making it much more like an in-person meeting. Understanding body language and the dynamics in the room are a valuable tool for gauging the feelings of your colleagues and making decisions accordingly. Plus, we can break free of the traditional office setting – who wouldn’t like to conduct meetings or draft an article, from the beach, or an inspiring historical landmark if that were possible one day?
As comms professionals, it is crucial to meet our audience where they are. Emotional connections are important, particularly for brands that are seeking to bolster authenticity in their interactions with potential customers. In fact, this is the heart of our business. People need to feel seen and heard in order to engage – and VR has the immense power to help with this, by leveraging technology that enables human connections regardless of location. Authenticity is also important when communicating with customers and clients – it’s crucial that we don’t underestimate the importance of a virtual hug during a time when many have been distanced.
How virtual reality could influence our daily lives has been a hot topic , described as the future of work, and for good reason. At the moment, the technology almost seems too good to be true – because it has the power to create a new level of seamless collaboration that was unheard of a few years ago. Brainstorming sessions are more powerful in person, and when physical location is no longer a factor, it is limitless what could be achieved.
VR has the power to make our day-to-day business easier, more productive, and more authentic – which is crucial for organisations to flourish. And while this technology is still developing, it could change everything that we know about human interaction and collaboration in the space of a few short years.
Other than losing an hour in bed, April has had a lot to offer: longer days, better weather, and chocolate moulded in perfectly shaped ovals! It’s also when it really begins to look and feel like summer; as the eternally optimistic people of Britain begin to emerge from their long hibernation in the hopes of experiencing the elusive phenomena known as sunshine. Time for this month’s tech news roundup!
The less optimistic folk have decided to flee the country in search of the sun. However, not every passenger has been successful in their pursuit of Vitamin D. Indeed, the news has been filled with travel horror stories as recovering airlines struggle to deal with chronic staff shortages. Those travelling to outer galaxies seem to have had an easier journey. April saw the first paying civilians blast off to the International Space Station as part of Elon Musk’s private space exploration service, SpaceX.
But, what if I told you that you could escape to another country or indeed a different planet without leaving your home? This could soon be possible, as some of the largest tech companies, including Meta and Epic Games, share more details of their vision of the metaverse.
While the infamous billionaire is primarily known for his adventures into space and the (slow) production of his high-performance electric vehicle, the Tesla, Musk has once again been the centre of attention in the media for his involvement in Twitter. This month it was revealed that he was the majority stakeholder in the social media platform, and is now even trying to buy it. I wonder if it was his idea to introduce a new ‘edit button’? Some of his tweets certainly need it…cough, cough…perhaps his tweet declaring that he wanted to take Tesla, private? Breaking SEC rules, and ultimately costing him his position as chairman of Tesla and millions of dollars in fines.
Twitter has largely managed to avoid controversy this month. However, the same can’t be said for some other social media giants or, indeed, Will Smith – talk about awkward! Facebook has been marred with a string of failures this month, which has included claims of failing to protect younger users, and accusations of spreading misinformation.
Once again, there has been little good news for the climate. Although, there have been some exciting advancements in the electric vehicle market. Honda is set to ramp up its production of electric cars with a $64billion budget and NASA has designed an electric car battery that can be charged in 15 minutes. When it comes to saving the planet, every little bit helps!
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Nowadays, attention span is one of the scarcest commodities we have in modern society. Online life can be addictive and endless, with perpetual anticipation of the next big thing and every brands’ reputation on the line. With this in mind, now is the perfect time to start prioritising and shaping your comms, with authentic and captivating PR strategies. Maintaining your company’s reputation, demonstrating your positive culture, and looking after your own workforce will ensure people are tuned in and listening.
Attention span is defined as the ‘amount of concentrated time on a task without being distracted’. Scientifically, they call it ‘attention failure’, essentially investigating why cognitively we reach for our phones with such ease and frequency at every point in the day. Attention spans are shrinking, with some reports suggesting that humans are 25% less engaged than they were only a few years ago.
Researchers in Denmark studied a range of media types; from movie ticket purchasing habits, popular books, Tweets, as well as Wikipedia attention time. What they found was that the hotness of topic, time in the public sphere, and desire for a new topic vary greatly and depend on the media type. As an example, Twitter is currently fixated on the recent Elon Musk board scandal but people will quickly move on to the next thing. Those doing a deep dive on Wikipedia are engaged for far longer.
How can we overcome this attention span deficit? By moving to briefer, personalised, and authentic comms to engage distracted audiences and create content that is evergreen that won’t be caught up in the trend cycle. Not just with audiences, but with your internal comms too. Using engaging internal comms strategies to hold attention will also ensure this is reflected externally.
Positivity engages audiences, and shines your reputation
Positive content is more viral. Authentic and original human stories based on relationships will stand out from the crowd.
Brandon Stanton, the creator of the viral storytelling account Humans of New York, emphasises when writing his personal profiles that he does not describe people in adjectives, but rather describes actions of their life. After all, actions do speak louder than words. Looking across his portfolio of work on social channels (with 20 million followers), he notably gets right to the point, with little explanation or introduction. Your audience is smart enough to get the gist.
The journey of a good narrative in comms
Researchers found that people read information on paper vastly differently than online, as the amount of data to absorb on a singular page in a book is far less than a busy webpage. The slow and linear journey of a book is why it is so pleasing to race towards the end (no spoilers, please!). Your online content should follow suit, and always engage in a complimentary, moving narrative journey.
It seems obvious, but the simplicity of the beginning, middle and end with challenges addressed by solutions, is just the way our brains like to consume. So, when you’re creating content and communicating with your audiences this year, remember to get back to basics. And don’t check your phone whilst writing it- resist the urge, if you can.
Interested in more on reputation shaping and online reputations? See here for our resources from making the most of content to measuring your PR efforts.
It is estimated that there are between 3.2 and 37.8 million social media influencers. That’s millions of individuals relying on their personal brand to gain followers, secure brand deals and increase engagement on their relative platforms. Although many choose to turn their nose up at those who label themselves as ‘influencers’ and ‘content creators’, we can’t deny that those who are doing it right are reaping the rewards.
Logan Paul, for example, started making YouTube videos from the age of 10. His success on YouTube and Vine has since catapulted him into fame and he is now worth $35 million at the age of 26. Not too shabby for a few videos and a strong personal brand, right?
With the age of digitalisation upon us (any one fancy a virtual beer after work?), perhaps companies could learn a thing or two from those that have had such success with their online personal branding. Personal brand upkeep isn’t so dissimilar to maintaining a strong company brand after all; it’s about keeping up with trends, keeping content relevant, and appealing to your target audience.
In fact, if we take a look at some of Forbes’ golden rules for personal branding:
It’s clear that there are many similarities between those individuals trying to monetise their online presence, and a company seeking to establish a strong online brand. Although technology has revolutionised marketing, companies must be aware of how they sell themselves online and what their messaging is truly saying.
Influencers have always seized the opportunity to glamourise their realities, editing photos and posts to make their lives seem perfect and unattainable. While these posts may be nice to look at, they can actually alienate your following into a sense of ‘me’ and ‘them’. If what you’re posting is entirely unrelatable, you can only really achieve a surface-level connection with your following.
Recently, we have seen an influx of influencers who are doing away with filters and photoshop, and instead portraying an honest representation of their lives, good and bad. These more genuine posts create instead a notion of ‘us’. Followers are able to relate to the posts, inspiring open discussions and driving engagement.
So, what can brands learn from this?
That honesty is the best policy. If a brand is not transparent, customers will be hesitant to take the risk that comes with giving the benefit of the doubt to an unfamiliar company. As much as aesthetic and image hold a great deal of importance, companies shouldn’t rely solely on looks to engage their customers.
As we transition into this digital future, it seems that companies could have a lot to learn from influencers and content creators. Companies and individuals alike must keep their brands focused, genuine and consistent – you need to know who your target audience is and how to appeal to them. So, why not hold a mirror up to your brand and see what it is you’re really saying? And if you’re falling short, it might be worth heading to the wonderful world of influencers for some creative inspiration!
Silicon Valley is still the World’s Innovation Centre, acting as a global nucleus of multi-billion-dollar tech brands like Apple, Google, Netflix, Airbnb, and Oracle. While these are all successful businesses through their products and services, they have all – for the most part – also had great success in maintaining their reputations.
When considering this, I had a bit of a light bulb moment – quite literally. I recently read that the longest lasting light bulb in the world is 121-years-old, is also in California and has burned for more than one million hours, and it got me thinking about how this bulb has lasted this long and what it can teach us about maintaining company reputations.
The secret to this ever-shining bulb is constant maintenance, quality materials, careful handling, and infrequently being turned off and on – and these principles all apply in a metaphorical way to reputation management too. Don’t believe me? Here’s my four components to keeping your reputation – and brand – alive and burning.
1. Drive it forwards
Like a 121-year-old light– a good brand needs constant maintenance. You might have the market share or the highest share of voice now, but if you don’t work hard to stay at the top, competitors and new companies will catch up and overtake. People are drawn to brands that continue to move with the market and trends around them, and those that adapt and put themselves out there to try new things.
Use your communications to stay at the forefront – you can’t be complacent and assume you’ll maintain popularity without any hard work. You could model this on a company like Netflix, which had its humble beginnings in the late 90s as a mail-order video-rental service and is now one of the biggest film and TV streaming services around. While the business itself is successful, people also know it as a brand that constantly brings out new content, keeps up with trends, and moves with the world around it. However, what’s also important about Netflix is that it plays to its strengths – and it’s critical your organisation knows its strengths too.
2. Build on strengths, but handle with care
As your organisation grows, you’ll find that you become stronger in some areas that others. This can be handy for winning new business, but it can also cause problems if there’s misalignment between what people know you for and what you want to be known for.
If your company is still growing, using communications and careful messaging to promote the different areas of the business can help stop you being pigeon-holed into one speciality. However, if your company has a heritage in a particular service – don’t dump it entirely. You don’t have to be defined by it, but if it’s what made the business successful in the first place, use it to your advantage. When innovating, consider how your communications can help give legacy products or services a makeover or new light and take them to the next level – just be careful of getting distracted by the ‘shiny new thing’ when planning your strategy.
3. Avoid ‘shiny new thing’ temptation
‘Shiny new thing’ syndrome is the idea of moving on from one brand new idea to another – and it’s pretty common. For instance, you might switch off an approach to your social media strategy that’s worked well so far and turn on a brand-new approach that’s untested but seems promising and new because everyone else is doing it – it’s the ‘shiny new thing’.
But what’s the result? You get a basic understanding of different approaches and strategies to your communications, but you won’t have an in-depth understanding of any – which you would have if you’d stuck out the original approach and refined it. You need to give your planned approach a chance – see it out, take time to analyse and improve on the results. An element of experimentation is ok, but it’s best to keep refining approaches so you can learn rather than guess.
4. Your power source
While all these areas are important to consider in innovation, your organisation also can’t forget about the people who are making the innovation happen – your quality materials, your energy and your customers. They can have a bigger influence your company reputation than you may expect. Consider a company like Uber, which has had its innovative and ‘cool’ reputation tarnished in the past couple of years by sexual harassment cases. It’s still a dominant company, but a huge number of consumers chose to boycott the brand in the wake of those cases.
You need to work with your HR team to nurture the people – your fuel and energy power – who are driving your business forward, listen to their concerns, and act on them. It’s not just about keeping a consistent and exciting external brand in place, but also about using your communications to create and maintain the best possible internal brand, because that’s what is reflected externally.
While not every company can be as big as the Silicon Valley giants, maintaining your company’s reputation, demonstrating how your company is innovating, and looking after your team will enhance your longevity and give your organisation the best chance of survival – both in a business and reputation sense.
Shine bright, don’t dim the light.
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