“Many companies fear the media, but the media can also be a partner,” says Kari Väisänen, Senior Consultant at T-Media. Communication is always a two-way street. Corporate communication requires both the company and the media. The framework of responsibility must be strictly adhered to. Traditional media is undergoing major changes. Both the media…
T-Media’s Reputation&Trust of the travel and restaurant industry examined Finns’ views and perceptions of the sector. The survey shows that the sector has been able to meet Finns’ expectations during the COVID-19 pandemic. T-Media has been tracking the overall development of the Finnish travel and restaurant sector’s reputation since 2018. The development of the sector’s reputation shows…
![[:fi]T-Media is hiring[:]](https://reptrust.com/wp-content/uploads/2019/02/T-Media_Rekrykuva_mv-1-768x465.jpg)
T-Media is Finland’s leading company specializing in reputation research. We have served hundreds of organizations in nearly 50 countries, conducting over 2,000 reputation and stakeholder surveys for companies, public sector entities, and various industry associations. Our most highly regarded research product is Reputation&Trust. We use it to assess our clients’ reputation…
“Effective reputation management involves multiple stakeholders,” emphasizes Harri Leinikka, CEO of T-Media. Studying reputation among key stakeholders—such as the general public, decision-makers, the media, investors, and potential employees—helps in the comprehensive management of reputation. Harri Leinikka notes that a company with a good reputation attracts more committed employees, cheaper capital, and the support of its customers…
T-Media’s annual Reputation&Trust 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 sector organizations. The reputation of social and health care organizations has a greater-than-average impact on citizens’ trust in the organization. Reputation&Trust 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 Food Industry Reputation&Trust examined Finnish consumers’ views on the reputation of food industry companies. The study revealed that a good reputation is particularly important for companies in this sector: the reputation of a food industry company 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 doctoral thesis on T-Media’s reputation, discusses the impact of the pandemic on the value of a company’s reputation 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. The importance of reputation in determining a company’s value has grown during the COVID-19 pandemic. An ever-increasing 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. The Tuesday meeting has traditionally 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 causality between reputation and stakeholder support. Broken down into pieces, the insight offered an opportunity to think of reputation as a management principle and a real 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 welcome.” 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 a matter of common sense.” In the previous chapter, we revisited the philosophical roots of reputation and competitiveness and compared established theory with statistical evidence. By this I mean the connection between reputation and stakeholder support. I have often noted that the evidence presented is…
“Excuse me, but are all those components of reputation really equally important and meaningful?” Measuring reputation alone is not enough to serve as a decision-making tool. The previous chapter emphasized the importance of measuring reputation in a management context. The purpose of the chapter was to describe the challenges of leadership and the solutions associated with them in a relatable…
“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 of reputation management. A company’s reputation can be understood as interpretations of the company and its operations in “someone else’s” mind….
“The business environment is currently undergoing a transformation.” So far, we have outlined how reputation creates value, examined its place and role in strategy, considered the practical challenges of reputation management, and explored the process by which reputation is formed. I wouldn’t be surprised if someone were already getting restless at this point…
“A company’s most valuable asset isn’t sitting in a bank vault like a pile of cash.” We’ve reached the point where we’re conducting an interim review. Before we move on—to the detailed aspects of reputation management—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 the section on leadership maturity, I discussed the mechanisms behind reputation and compared perceptions to small fragments that make up a reputation. In this chapter, we’ll take a closer look at where all these fragments come from. A psychologist…