Skip to main content

2012 | Buch

Reputation, Stock Price, and You

Why the Market Rewards Some Companies and Punishes Others

insite
SUCHEN

Über dieses Buch

“All of our working lives we have heard the mantra, ‘a reputation lost is never regained.’ Still, the firms we work for, admire and invest in seem to take costly reputation hits all too often. Everyone interested in managing, regulating or investing in public firms will find Nir Kossovsky’s book a wonderful read through reputations won, lost and regained over the last 20 years. This is the first book which goes beyond platitudes to explain how to spot value-destroying reputation risk and how to manage it or live with its consequences. Couldn't be more timely.”

—Tom Skwarek, Managing Director|Structuring and Solutions Group, Unicredit Bank AG; previously Managing Director|Corporate Strategic Solutions, Swiss Re.

“There are fiduciary reasons why corporate directors would benefit from reading this book. There is also a personal benefit. The collapse of a company’s reputation can stain the personal reputation of its directors.”

—George Miles, Member of the Board of Directors, AIG, EQT, Harley Davidson, HFF, and Wesco.

“Nir Kossovsky has written a gripping tale, first educating the reader by distinguishing between corporate branding and reputation, then alarming us with case histories of mismanagement of corporate reputational crises, and finally reassuring all with a unique solution, i.e., insuring against the risk of reputational loss.”

—John H. Bennett, Partner, Global Brand Positioning, previously Chief Marketing Officer, Visa, Inc.

“While directors know reputation is important, it often is treated as a vague ‘good’ until something bad happens. Nir Kossovsky does a great job, with many examples, of connecting reputation to stock price and to behaviors, before and after crises. If you are a director, a senior manager, or a regulator, you should read this book and remember the lessons it offers. There is no office which will restore reputation, but careful planning and quick response, as Nir points out, can make a big difference.”

—Herbert S. Winokur, Jr., former chairman on Enron’s Board Finance Committee and a director of many for-profits and non-profits

A company that takes a hit to its reputation—BP after the Gulf oil spill, Barclays after fiddling LIBOR, News Corp after the phone hacking scandal—enters a world of grief: market value falls along with employee morale, regulatory scrutiny increases, and customers defect and boycott. Reputation, Stock Price, and You: Why the Market Rewards Some Companies and Punishes Others shows how a company’s reputation is created and how reputational value impacts corporate P&L and the personal finances of its many stakeholders. Better yet, it shows what you can do to profit from, increase, protect, monitor, evaluate, restore, and even insure reputational value.

If your job, bonus, options, salary, or investments depend on the stock price of a public company—or on the sales, profitability, or value of a private company—you need to read this book to understand the concrete steps you can take to improve your firm’s reputation, reduce risks to its finances and industry standing, and reap the highest reputational dividends. Using dozens of case studies, Reputation, Stock Price, and You:

Explains how stakeholders, and their expectations, both shape and are shaped by a company’s reputation Describes how reputations for ethics, innovation, good governance, quality, safety, sustainability, and security are created and lost Explains why both corporate and individual stakeholder behavior affect reputational value Shows how you can influence the expectations and behaviors of stakeholders, which in turn can improve corporate finances, reduce operational risk, and increase stock price or market value Provides sensitive tools for tracking and predicting stock price as a function of reputational value metrics

The majority of directors at U.S. public companies now count reputation as their firm’s #1 concern, and with good reason. A firm with a superior reputation gains many benefits: Customers are more willing to pay higher prices, vendors and employees offer better terms for their services, creditors and equity investors offer better terms for capital, and regulators tend to be more forgiving. This book shows how to achieve and sustain a stellar reputation and how to convert it into its tangible form: reputational value.

Inhaltsverzeichnis

Frontmatter

Précis

Frontmatter
Chapter 1. Avoiding Hara-Kiri
Abstract
In one of the final scenes in the 1993 murder mystery film, Rising Sun, a police inspector stands in a Japanese corporate boardroom at the top floor of a towering office building. In front of the entire board, he prepares to accuse one member of criminal culpability. With tension rising, fellow board members begin to distance themselves physically from the soon-to-be-accused. taking the cultural cue, the executive takes the honorable route and leaps out of a window, mercifully ending the crisis for all.
Nir Kossovsky
Chapter 2. A $54 Billion Reputation
Abstract
For more than a century, Bp (NYSE: BP) has been one of the world’s giant oil producers. the company was founded in 1901 when a lawyer-turned-mining-and-mineral-tycoon named William Knox D’Arcy negotiated with the Persian Shah for a 60-year concession to explore for oil on property covering 480,000 square miles. nearly a century later, in a $50 billion deal, British petroleum acquired Amoco Corporation, the fifth largest oil company in the united States and largest producer of natural gas in north America, forming Bp Amoco plc. the “Amoco” name soon disappeared and the company has been known since as “BP plc.”
Nir Kossovsky

Profit and Loss

Frontmatter
Chapter 3. Customers
Abstract
Customers are thoughtful people. They have choices. Customers may act on behalf of themselves or their households, businesses, or government offices. But regardless of who foots the bill, customers are intelligent decision makers. When they make a decision, three major factors are in play: price, quality, and reputation.1,2,3 Moreover, unless price is the only consideration by virtue of a “lowest bid” mandate, reputation will reduce customers’ sensitivity to price, increase sales volume, and accelerate the speed with which purchase decisions are made.
Nir Kossovsky
Chapter 4. Employees
Abstract
On or about 13 April 2009, in a small Domino’s pizza franchise in North Carolina, two employees uploaded a two-minute prank video to Youtube of the duo offensively tampering with the food they were preparing. Within a few days, the power and reach of social media triggered more than a million views on Youtube and a “viral” spread of the subject on twitter. no surprise that a Google Trends report showing a 50% increase in searches for “Domino’s Pizza” was not accompanied by a surge in orders for freshly baked pizza pies. A national study conducted by HCD Research using its Media Curves website found that 65% of respondents who would have previously visited or ordered Domino’s Pizza were less likely to do so after viewing the offensive video.2
Nir Kossovsky
Chapter 5. Suppliers
Abstract
Just as a steel chain is only as strong as its weakest link, so it is with a supply chain. A chain with uniformly strong links reduces risk and provides important benefits to the whole enterprise; but a broken link jeopardizes all.
Nir Kossovsky
Chapter 6. Creditors
Abstract
John Pierpont Morgan, patriarch of the banking dynasty, famously asserted that credit was based on trust. Knowing whom he was lending to was more important than either cash or property collateral, he explained to Congress in 1912. In today’s commercial relationships, trust still denotes an expectation of behavior that is the foundation for commercial credit.
Nir Kossovsky

Controls

Frontmatter
Chapter 7. Equity Investors
Abstract
Equity investors express their expectations mostly by buying or selling shares. Through these direct behaviors, they establish stock prices and earnings multiples. Firms with superior reputations benefit from higher multiples on earnings. Poor reputations tend to result in higher stock price volatility and greater vulnerability to headline risks. In a reputational crisis, any firm may experience a collapse in stock price.
Nir Kossovsky
Chapter 8. Boards of Directors
Abstract
Elected by shareholders, the board of directors in a stock corporation is the highest management authority. Its most critical duties are to select and compensate senior management, protect the assets of the corporation, and approve strategy—the company’s approach to marshaling and deploying resources to meet corporate objectives. Each of these duties leads to corporate actions that establish a company’s reputation among its various stakeholders.
Nir Kossovsky
Chapter 9. Analysts
Abstract
Reputation is a consequence of corporate behavior that motivates stakeholders to behave in ways that either reward or punish the corporation. Reputation value is the measure of reward or punishment. This chapter compares and contrasts measures of both the impression and the expression of reputation value that may be useful to financial analysts. Featured are the methods of Transparent Value, Fortune, Barron’s, Harris Interactive, Reputation Institute, and Steel City Re, the author’s employer. Consistent with Bernstein’s maxim—“the plural of ‘anecdote’ is not ‘data’ —these measures are useful alternatives to scattershot extra-financial reputation information.2
Nir Kossovsky
Chapter 10. Regulators
Abstract
Regulators serve as the long arm of government, acting to set and enforce legal standards that apply broadly to define the landscape of industry and commerce. Federal and state regulators serve to monitor corporate behavior in many different ways. notable examples range from the regulation of pollution by the environmental protection agency (epa), to the oversight of domestic aviation activity by the Federal aviation administration (Faa), to the supervision of securities markets and the capital formation process by the Securities and exchange commission (Sec).
Michael D. Greenberg

Perspectives

Frontmatter
Chapter 11. Cultural Context
Abstract
We have shown how reputation is a consequence of corporate behavior that motivates stakeholders to behave in ways that either reward or punish the corporation. We’ve argued that reputation crises—4instances in which markets punish companies—are often consequences of operational failures in one or more of the six business processes that are the pillars of reputation (Table 1-1). The factor precipitating market punishment is the magnitude of the market’s disappointment when expectations are not met.
Robert C. Brandegee
Chapter 12. Metrics
Abstract
If your stock price is sensitive to your company’s reputation, then managing the business processes that are the pillars of reputation is a managerial imperative and board oversight duty. Reputation scores and reputational value metrics can help. Clearly, senior management needs more detailed measurements than the board does. But, as Chapter 8 shows, there are three board- level duties—CEO compensation, asset protection, and business strategy— whose fulfillment could be enhanced with measures of reputation.
Nir Kossovsky
Chapter 13. Consider These
Abstract
An uninitiated came before Hillel, the famed Judean sage and scholar who lived more than 2,000 years ago, and said to him, “Make me wise in your ways, on the condition that you teach me the whole Torah while I stand on one foot.” Hillel answered him: “What is hateful to you, do not to your neighbor. That is the whole Torah; the rest is the commentary thereof; now go and learn it.”
Nir Kossovsky
Backmatter
Metadaten
Titel
Reputation, Stock Price, and You
verfasst von
Dr. Nir Kossovsky
Copyright-Jahr
2012
Verlag
Apress
Electronic ISBN
978-1-4302-4891-0
Print ISBN
978-1-4302-4890-3
DOI
https://doi.org/10.1007/978-1-4302-4891-0

Premium Partner