2024全球声誉资产指数报告：教育行业如何做好声誉管理

M A N A G I N G R E P U TAT I O NA M I D D I S R U P T I O N Inform. Create. Shape. Executive Summary03Profiles of our Respondents05Key Findings06Part One: Reputation landscape in 202410Part Two: Global Reputation Capital Index22Part Three: How reputational risks andweaknesses are impacting organisations50 Part Four: Investment is increasing57 Part Five: Reputation advice fallingshort of expectations59 Recommendations62 About Sandpiper63 In 2024, Reputation Management is morecomplex than ever. Organisations arebeset by issues and risks, and constantlylooking to do more with less in uneveneconomic circumstances. They areoperating in a world that is paradoxicallymore connected yet deeply divided. Amid this landscape, the organisational leaderswe surveyed globally for our inauguralSandpiperGlobal Reputation Capital Indexare keenly awareof the importance of reputation, with 98% rating it asimportant to commercial success. At the same time, however, most believe reputationis becoming harder to manage. The survey datashows this is largely a result of trending issues, suchas the rise of misinformation and disinformation,data privacy and cybersecurity issues, and risinggeopolitical tensions (among many others). When managing these issues, a lack of reputationalstrength can have real impacts. Nearly three quarters(72%) of leaders globally say reputational weaknesseshave negatively impacted their organisations in some wayin the past 12 months, including hindering their ability todo business with customers, suffering financial losses,impacting recruitment and talent retention, slowing crisisrecovery, and causing issues with managing governmentand community stakeholder relationships. Reputation Strategy and Crisis & Issues Managementare the areas of the Index with the highest portion ofTrailblazers, with ESG & Sustainability Strategy, ExecutiveProfiling & Thought Leadership, and Media Engagementthe lowest. Trailblazers outperform in every area ofreputation management. Despite the number of challenges observed, theseappear to be recognised, with more than seven out of10 leaders saying their organisation plans to increaseinvestment in each area of reputation management overthe coming 12 months. At the same time, leaders feel somewhat disempoweredin reputational matters, with only 67% of CEOs and44% of Corporate Affairs Leaders feeling a high level ofresponsibility for their organisation’s reputation. Overhalf also lack strong access to critical audience andstakeholder insights. The findings allow us to examine performance in eacharea of reputation management, and to create an overallglobal picture of reputation management practices andhealth. We hope the Index can help organisations assesstheir own capabilities, understand how their performancecompares to global and sector peers, and ultimately useit to support decision making around where to invest timeand resources. In this setting, the Index seeks to benchmark performancein reputation management to provide a practical anduseful assessment of where organisations are excellingand where adjustments are needed. The Index assesses performance based on nine areas ofreputation management:Reputation Strategy,ESG &Sustainability Strategy,Crisis & Issues Management,Executive Profiling & Thought Leadership,MediaEngagement,AI & Digital Environment,EmployeeCommunications,Financial Communications, andGovernment & Regulatory Affairs. While over 80% of respondents rated all of these areasof reputation management as important, less than 50%self-rated their own organisations as strong in these. Thisstrategy to action gap is a consistent theme observedthroughout the study findings. The data for this report was collated from a survey ofover 2,700 CEOs, other C-suite Leaders, and CorporateAffairs Leaders working in their global headquartersof their organisations based across 27 markets in sixcontinents. Based on their responses to 51 separatevariables across the nine areas of reputation managementstudied, and using a 0-100 point scale, we have groupedrespondents into four performance-based categories:Trailblazers(12%),Aspirants(54%),Followers(32%),andBeginners(3%). Profiles of our Respondents For our 2024 study, we were able to engage with a wide range of organisational leaders from across the world. This uniqueaccess allowed us to fully explore the needs, opportunities, and gaps they see in managing their firms’ reputations. What is their annual revenue? What are their industries? Respondent industryNumber of respondentsBusiness & Professional Services243Education180Energy, Mining, Natural Resources, Utilities152Financial Services307Food & Agriculture119Healthcare & Wellness148Property, Real Estate & Construction175Retail, Apparel & Consumer Goods224IT, Technology & Telecommunications707Travel & Hospitality49Transportation115Industries & Manufacturing290 How big are their companies? Key Findings Reputation Management landscape ↑90%rateall pillars of reputationa