News and current research from Reputation and Trust Analytics.
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T-Media is Finland’s leading company specializing in reputation research. We have served hundreds of organizations in nearly 50 countries, conducting more than 2,000 reputation and stakeholder surveys for companies, public sector entities, and various industry associations. Our most highly regarded research product is the “ Reputation&Trust ” method. We use it to assess our clients’ reputation…
“Effective anseende involves multiple stakeholders,” emphasizes Harri Leinikka, CEO of T-Media. anseende among key stakeholders—such as the general public, decision-makers, the media, investors, and potential employees—helps in anseende management. Harri Leinikka notes that a company with a good reputation attracts more committed employees, accesses cheaper capital, and gains the support of its customers…
T-Media’s annual “ Reputation&Trust ” survey of the social and health care sector examined the public’s perceptions and views of organizations in the sector. The survey reveals that reputation has a particularly strong impact on social and health care organizations. The reputation of social and health care organizations has a greater-than-average impact on the public’s trust in those organizations. The “ Reputation&Trust ” survey reveals that among the social and health care companies surveyed…
Corporate responsibility in the food industry has a significant impact on consumer behavior. T-Media’s “ Reputation&Trust ” survey of the food industry examined Finns’ views on the reputation of food companies. The study revealed that a good reputation is particularly important for companies in this sector: a food industry company’s reputation influences the level of stakeholder support it receives from the general public more than is the case for companies on average. Reputation…
Dr. Hanna-Mari Aula, who wrote her dissertation on T-Media’s reputation, discusses the impact of the pandemic anseende a company’s anseende in a column for Talouselämä. “If you were to sell your reputation, you’d get more for it now than you would have a year ago. anseende in determining a company’s value has grown during the COVID-19 pandemic. An ever-larger portion of a company’s value is linked to…
It took a great deal of help to create and complete this project. Without the support of the people around me, this journey would have been impossible. It’s wonderful that it’s now done. I am especially grateful to Anu Räsänen, content producer at Third Rock, a sister company of T-Media. Anu’s confident…
As I write this, it’s Monday, and we have our Tuesday meeting at Reputation and Trust Analytics. Traditionally, the Tuesday meeting has been a company-wide lunch where we eat from shared pots and catch up with each other. Now we’re meeting digitally. The pandemic has forced us to adapt. The meeting got its name back in the day…
In my article on corporate competitiveness, I took a trip down memory lane. I recalled an insight that really sparked my interest in reputation. That insight was the presumed causal relationship between anseende stakeholder support. Broken down into its components, this insight offered the opportunity to think of reputation as a management principle and a genuine factor in competitiveness. What if stakeholder support…
Jorma Mikkonen has made it his life’s mission to transform society into a sustainable circular economy. Jorma has served this mission in a variety of leadership roles in business operations, public relations, corporate responsibility, and communications and branding. Lassila & Tikanoja’s story is a colorful one. The company has evolved from a wholesaler through the apparel industry and a phase as a diversified conglomerate to its current…
“Winning ideas are dead on arrival if they aren’t genuinely welcomed.” Context determines the goals It would be nice to present a clear, numerical goal that suits everyone. However, we absolutely cannot do that. Setting reputation goals is subordinate to the business context and the company’s…
“Today’s plans are tomorrow’s reality.” First, you learn to recognize what you don’t know. We’re still at Giant Corporation, and you’re still at the helm. Yesterday was a thought-provoking day: you and the executive team reached a consensus on the company’s reputation, its significance, and its specific impacts….
“That’s how it goes, of course. This has always been crystal clear.” In the previous chapter, we revisited the philosophical roots anseende competitiveness and compared the published theory with statistical evidence. By this I mean the connection between anseende stakeholder support. I have often noted that the evidence presented is…
“Excuse me, but are all those anseende really equally important and significant?” anseende alone is not yet sufficient as a decision-making tool. The previous chapter emphasized the importance anseende in a leadership context. The purpose of that chapter was to describe the challenges of leadership and the solutions associated with them in a way that readers could relate to…
“The general public is not a particularly important stakeholder for us.” In the second chapter of the book, we examine the development of theoretical thinking regarding stakeholders from the perspective of corporate competitiveness. In this chapter, we focus on stakeholders from the perspective anseende . A company’s reputation can be understood as the perceptions that “someone else” has of the company and its operations….
“The business environment is currently undergoing a transformation.” So far, we have outlined anseende creating value, examined its place and role in strategy, considered the practical challenges anseende , and explored anseende . I wouldn’t be surprised if someone were already getting restless at this point…
“A company’s most valuable asset isn’t sitting in the company’s bank vault like a pile of cash.” We’ve reached the point where we’re preparing an interim financial statement. Before we move on—to the detailed aspects anseende —it’s time to summarize what we’ve covered so far. In the first two chapters, we examined…
“When you manage reputation, you manage people’s interactions with the company. There’s nothing else to it.” At the beginning of my article on leadership maturity, I discussed anseende and compared perceptions to tiny fragments that make up a reputation. In this chapter, we’ll take a closer look at all the places where these fragments are created. A psychologist…
“We have a very clear understanding of our reputation, even without measuring it.” Reputation doesn’t arise in a vacuum; it is formed in this world. It is built from small fragments—fragments that each represent a perspective related to the company. These perspectives are shaped by experiences and any previous…
“Without a reputation, a brand is nothing but empty promises.” Leading academics, consultants, and business executives in the field were invited to the roundtable discussions at the reputation and branding seminar. The same topic was debated on the main stage, in small groups, and even over cocktails in the evenings. One thing became clear: the relationship between anseende brand…