The phrase “You cannot manage what you cannot measure” remains as prevailing as all timeless truths.
Many people still link reputation management to crisis management, but reputation must be considered in a much more comprehensive way. An example: there are companies that have not been through any image crises recently but are not recommended by their consumers; while companies going through the hurricane remain loved and recommended by their loyal customers. Where do they differ? Probably in what they deliver, distinct positions, distinct processes, distinct purposes. But if we could sum it up in one word, what differs the companies in these two examples is REPUTATION, an intangible asset that is an inexhaustible source of soft power for those who have it.
What reputation management metrics should we use to evaluate the performance of our actions and return on investments?
Most of them deal with the growth of the fan base and positive engagement with the brand. Managing reputation, however, requires a greater effort than making a growing fan base and getting positive engagement.
The graveyard of funny posts on social media does not make anyone “really” use their service, does it?
Therefore, reputation metrics need to analyze whether there is an alignment between what stakeholders expect from the company and what is offered. Companies that deliver these metrics are most likely to be recommended and defended.
Those who measure just the number of likes and shares on social media have not yet understood what reputation is and its differences among different audiences. Metrics such as “perception of the quality of the supply chain”, “perception of the quality of the product or service offered”, “perception of the quality of the customer service”, “satisfaction with post-sales”, “adherence to standards”, “turnover employee retention,” “customer retention,” and others are as important to Reputation Management as making stakeholders aware of their virtues.
Does it make sense to you?