There are many facets that contribute to an organisation’s reputation. Well-established and popular organisations and brands, such as Coca-Cola, may appear to require little reputation management, but all organisations need to monitor and manage their reputation.
When discussing an organisation’s reputation we have the tendency to only include its reputation with customers. However, all stakeholder relationships are equally as vital as public perception. Employees, shareholders and suppliers have a large vested interest in an organisations success because their income relies on it. Therefore, public relations practitioners need to ensure that the organisation’s reputation is held in high regard with all stakeholders.
A poor reputation with any stakeholder group has the potential to affect the organisation’s success. An organisation may have a good reputation with customers by producing good quality products, however may not purchase those products if they disagree with the way employees are managed. As a result, shareholders may become disgruntled and suppliers unhappy due to a decrease in sales.
Poor reputations also have the potential to become public through the media. Practitioners need to monitor the organisation’s reputation with each stakeholder group to ensure positive relationships and the organisation’s success.
De Bussy, N. (2009) Reputation Management: A Driving Force for Action. In Chia, J. & Synnott, G. (Eds.). An Introduction to Public Relations, From Theory to Practice, Oxford University Press, (pp. 222-247). Melbourne, Australia: Oxford University Press.