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Set 25, 2018

The difficult balance of Reputation

The Reputation

A reputation management it is a difficult balancing task. We all recognize that it can take a lifetime to build a reputation and just a second to destroy it. This is not the case with the taxi sector, which, in the course of the past monopoly, has built a reputation as a troublemaker. With the fame (of all) and the profit (of some) they are, today, consistent until the end, with the best campaign of spin that the competition could dream of, in the good way of # 4PRGeeks.

So let's talk about Reputation - my favorite topic. We all recognize the idea that reputation takes time to achieve and consolidate but that it can easily be lost in the face of a poorly measured position or less successful interaction.

This is the nature of any entity that positions itself towards the public, that interacts with it and that needs your positive feedback. Understanding the importance of this factor in the conduct of its activity and the impact it can have on the business and, even more, knowing what to do to manage it effectively, is a challenge for a society in share constant. What risks do we face in this context and what do we need to know in order not to become particularly vulnerable?

For a company, more than ever it is important to think long-term, enhancing resilience and connection with the market. Here, the Reputation value gains prominence, as a crucial element in an extended communication strategy that aims to transform the organization into something recognized and legitimized by those for whom it is aimed, with clear effects in all dimensions of the business.

But this connection with the market implies a constant effort. Miscalculate public opinion it can generate an adverse reaction, which produces the opposite effect to that expected and which worsens the organization's reputation with its stakeholders. This inability can (is almost always) the step towards the abyss and catastrophe.

The recent protest by the taxi sector, in the face of competition and market regulation, is a good example of this reputational catastrophe. In the recent past, we have been bombarded with images of lively discussion and aggression in public spaces, with high media reproduction. Notwithstanding the possible need for class protection by sector entities, the present sticks to the past.

I leave a tip to FPT and ANTRAL: it is urgent to “measure the pulse” to the context and redefine the strategy. Insanity is continuing to do the same and expecting different results. While the procession is still in the churchyard, players increase market share.


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