You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete - Buckminster Fuller 

Both brand image and reputation are tightly linked, and it is not uncommon for both terms to be used interchangeably as they appear synonymous at surface level. Uninformed audiences might have the misconception that having a favourable brand image equates having a positive reputation. Organisations should have a concrete understanding of the distinction between both concepts. Both are of equal importance, as oversight on either side would result in the organisation losing ground on others in the ever-increasing competitive climate of industries. By having precise knowledge of the differences between brand image and reputation, organisations have more control over managing any crises.

Brand image can be seen as how the organisation is portrayed – it involves public perception of the product or service provided, or the conduct of the organisation. It represents a proactive aspect of the organisation, as organisations have the initiative in deciding how they advertise and market themselves, and how they establish their public profile. Brand image encompasses aspects of the product (quality, value) or service (efficiency, responsiveness, consumer experience) provided by the organisation.

Reputation, on the other hand, can be seen as public opinion of the organisation as a whole. Unlike brand image, which an organisation can actively develop and establish, reputation of an organisation is dependent on public impression. It represents a cumulative effort of the organisations’ internal and external conduct, how they function as a unit and how they interact with customers. Being aware of public opinion is important, as negative opinions would require immediate attention on behalf of the organisation.

Although distinctive, brand image and reputation are correlated, as both involve interacting with the public, and both seek to improve perceptions of the organisation. It can be dangerous for an organisation to focus on one particular concept at the expense of the other. For instance, if reputation is emphasised over brand image, organisations risk providing sub-par products or services; if organisations concentrate on brand image and overlook reputation, organisations would find it difficult attracting consumers despite having superior market presence.

However, there are also exceptions to the conventional thought, instances whereby creating a solid foundation in one concept overcomes problems arising from the other. For example, Malaysia Airlines suffered a severe downswing in reputation following two (2) tragic incidents in 2014, and their inadequacy in crisis management response. Since the tragedies, the airline has undergone a positive turnaround under new management and policies, posting a first month of profit since the tragedy, and ranking in the top-25 airlines. By constructing a strong brand image following a debilitating reputation crisis, Malaysia Airlines has gradually started recovering from the pair of severe crises suffered.   

Below is a brief excerpt which encapsulates the question of the importance of brand image and reputation. Also included below are some other alternative to the Malaysia Airlines example, cases where brand image saves reputation, or vice versa.

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“Certainly, having a strong brand image is vital to quickly grabbing and maintaining a customer’s attention. That level of attention, however, can be fleeting. A strong reputation is often the antidote to what commonly ails brands trapped in a crowded marketplace, one where every brand is competing to have the flashiest ad, or spiffiest new app; a marketplace that becomes watered down over time. 

Reputation is hard-earned and long-standing. It comes from years, not moments, of doing and saying the right thing. When successful, it’s the climax of actually putting customers first, ahead of revenues and brand recognition; of having a meaningful relationship and conversation with the customer. And that sticks with people, gets passed along in the best form of word of mouth possible and helps brands sustain success during the inevitable marketplace challenges.

Arguing which has greater influence—image or reputation—is likely a moot point. But what we should agree on is that in the digital age, where even a company with a terrific image can be reduced to rubble if it doesn’t properly manage its reputation, better understanding and a healthy respect for the value of each will help us meet our clients’ goals.” - Rosanna Fiske, CEO of the Public Relations Society of America

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“Although they are two different things, brand image and reputation measures are obviously strongly correlated, and often trend in the same direction, especially in times of crisis. However, in some cases a strong brand image can overcome reputation problems and reputation problems can damage a strong brand. Here are a couple of examples:

It would be difficult to argue that Walmart has a great reputation. In fact, even following a recent wage hike, the brand’s reputation scores continue to decline. Yet, it continues to be the world’s largest company by revenue. The brand appeal of extremely low prices has (at least for now) been strong enough to overcome the company’s reputation as an employer that is not good for the community.

Following the devastating Deepwater Horizon oil-spill in the Gulf of Mexico, polling showed that BP’s favourability dropped drastically in the US. American customers reported choosing to buy gas from another company if they had a choice. Yet, nothing about the gas provided by BP changed after the spill. The shift in perception was entirely driven by reputation, not brand, and consumer spending followed the shift.

As these examples illustrate, a strong brand can sometimes become a substitute for reputation. When the brand is doing well, the public and potential customers may care less about whether the company is creating jobs or giving back to the community. They may also figure that if Mercedes makes great cars, for example, they also treat their employees well and are a good corporate citizen. However, the reverse is seldom true. No amount of philanthropy will make people buy poorly built cars.” – AJ Bruno, President of TrendKite

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Benjamin Lee Cheng Han | Benjamin is a student of International Relations at the University of Nottingham, currently exploring unchartered realms in the Public Relations field. Writing is clearly his interest – a decisive contributor to his foray into the public relations industry. To date, he boasts the proud record of having tamed one of the office cats, and drinking expired tea from the pantry.

What is a startup, really? This term has been discussed over years as we see a diverse opinion in its true meaning. To many, we perceive it as a young company or business venture that has just begun to develop like iFlix, KFit and so forth. Life could be tough as a startup. Hence, one has to realise that building credibility plays a pivotal role towards every startup’s success. 

Credibility is crucial in all areas. A business can only grow and thrive if it is well-established and had gain good reputation in the market. You, as a customer, will you buy from a brand that has already been well-established in the market? Do you trust the sales professional who has been delivering excellent customer service? Chances are you’ll say ‘yes’, because the brand has made a great impression to you, offered credible and worthy services that will prompt your actions to invest time and enthusiasm in their product. Hence, credibility is something that the startups need to earn. 

In the following article written by the founder of Clevertech, Kuty Shalev shares about the essential tips that one can learn to build credibility for their startup ventures. 

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One of the leading challenges entrepreneurs with new startups face today is convincing users to put their trust -- and in many cases, their personal data -- in a brand they’ve never heard of before. In fact, 80 percent of consumers base their trust in a product on the reputation of the company releasing it.

Approximately 90 percent of new products fail and if a startup can’t gain at least a portion of the credibility that an established company has, it could easily find itself among that sad majority.

Thankfully, plenty of entrepreneurs can build credibility and do so quickly, simply by leveraging their experiences from past ventures. While a startup may be brand-new to the game, the entrepreneur behind it usually isn’t.

Play with the Whole Deck

It may seem odd (or even conceited) to brag about the past in order to build to the future, but that’s exactly what the most successful companies do. People don’t buy new Apple products simply because they look cool, they buy them because Apple has an established track record of building quality products. The company has built upon its past accomplishments to create a brand that people actually trust and have confidence in.

As an entrepreneur, your past projects are the accomplishments you can potentially use to build credibility for future efforts. To bank on these past experiences, look toward what’s unique about them; what makes them valuable. Saying, “I brought water, and everyone was able to drink” isn’t particularly unique. But if you’re declaring the same thing and you’re in the Sahara Desert, that’s a bigger accomplishment.

Use The Past To Bolster The Future

Here’s how you can use your past experience to establish your startup as a credible player right from the start:

- Use Past Accomplishments to Carve Out your Niche

More than 40 percent of all startups fail because they don’t break any new ground. Why trust a new service when there are already tried-and-true companies out there? That’s why it’s important to look back on past experiences. You can figure out what itch hasn’t been scratched yet and use your own unique set of skills to resolve it.

For example, NailSnaps founders Sarah Heering and Angel Anderson took their experience in digital media and design and brought it to the world of nail art. The two women saw the woefully inadequate offerings in that field as an opportunity that only they could seize.

Rather than creating a nail product using the traditional process -- which took a lot of time and chemicals and usually left a big mess -- they created a way for users to upload their own photos and designs to an app that would then be turned into nail wraps. Their tech backgrounds helped them carve out a niche in an area that most people assumed was a dead end.

- Leverage Past Relationships with Established Brands

There’s no denying that brand recognition has power. By publicly associating with an established brand, you establish yourself in the process.

Take a look at Uber. While it may seem like Uber was always going to be a success, its prosperity hinged on the willingness of people to get into strangers’ personal cars and pay them for the privilege. If it couldn’t gain credibility quickly, the company would have been dead in the water.

So how did Uber get the word out that it was the real deal? By sponsoring venture capital events and tech conferences in San Francisco -- instantly linking its brand with the biggest names in tech, and getting out in front of proven early adopters. By hitching its wagon to bigger stars -- even if only by proxy -- Uber not only became visible, it also became cool.

- Don’t be Afraid to Take a Pay Cut 

Look at what you’re doing, not how much you’re getting paid. Don’t be afraid to work for a very low cost -- or even for free. If the project itself is really good, the accomplishment will be worth the effort.

This is true for both individuals and an entire company. The PR firm Praytell Strategy, for instance, takes pro bono work alongside its paid gigs without any expectation of reciprocity. More often than not, this good will comes back to the firm in droves, leading to bigger paying clients and, all told, $4 million in yearly revenue.

You have to assess what you’ve done in comparison to how many other people have done it or can do it. Your experience as an entrepreneur is hard-earned. Don’t be afraid to use it to your advantage.

Inspiration: 3 Steps to Building Credibility for Your Startup

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Chia Yi Jing | Bubbling with enthusiasm, bright ideas, and confidence, Yi Jing set foot in the PR world with Orchan Consulting, where she was offered permanent employment after a successful internship. She is determined to make her mark in the industry, and her bosses know that she will. 

The GOLDEN rule for every business man is this: "Put Yourself in Your Customer's Place" - Orison Swett Marden

Social media represents a paradigm shift for viewing current affairs, seeming to challenge the established dominance of traditional media. Indeed, social media introduces an aspect of public involvement, whereby people with access to the Internet are able to contribute to the dissemination of information. Unlike its traditional counterpart, social media represents a digitised platform which allows for prompt two-way communication, breaking the one-to-many barrier prevalent in traditional media. However, both forms of media should not be seen as opposites but rather as cooperating factors in administering strategies or plans. Instead of examining the situation as social versus traditional, focus should instead be on the integration of both media as a cohesive tool.

In an organisational context, both social and traditional forms of media can be effective tools for engaging with the public. Traditional media is an effective way in directing information at a targeted audience, whereas social media allows for maximum distribution of information, and can potentially bypass physical or artificial restrictions. Organisations can utilise traditional media to connect with audiences in regions without established online access, whereas the urban public can be reached through social media. Both forms of media can be utilised in varying degrees, depending on the message intended by the organisation.

Organisational feedback is an important aspect to the reputation and development of an organisation. Hence, engaging with both forms of media allows organisations to minimise the weaknesses of a specific media, and take advantage of the strengths of both. For instance, social media allows for near-immediate feedback for public opinions, a downside of traditional media, which is generally delayed in nature. On the flipside, organisations also have the option of issuing official, formal responses through traditional press mediums, which can be interpreted as more legitimate and credible than statements made through social media. Both social and traditional media can be used as effective platforms for providing feedback, depending on the response required of the organisation.

Instead of focusing on the type of media used, organisations should alternatively look towards the appropriate strategies in dealing with customer relations, and decide which media is most effective in implement their strategies. Organisations should merge both social and traditional media as cooperative tools, and revise the way in which they communicate with their audience. Excerpts from two articles below echo this notion, and provide detailed examples which dismiss the notion of social media versus traditional media. 

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“When we rely on social media to replace traditional media in scenarios where budgets are tighter or turnaround is shorter, it seems like an unjustified decision. There are places where social media cannot replace traditional — such as developing strategy for regions without strong online presences, or when self-reported demographic data will not suffice.

Therefore, thinking about both as steps within finding, converting and keeping customers seems like a mentality shift we all need to make. This has already proven true.

Take Casper, for example. A mattress company at its core, it can also be used as a model for disruptive businesses understanding this closed-loop mentality. Casper plans to do this by hiring journalists in-house to launch an editorial site focused on the science of sleep, while simultaneously creating word-of-mouth marketing across traditional advertising and social media platforms. Casper’s creation of an in-house content engine is exciting for the storytelling age — which brings the smartest tactics from advertising, public relations, marketing and editorial together, regardless of the type of media. In essence, they are merging social and traditional rather than thinking of them separately.

According to Nielsen, 92 percent of consumers trust earned media such as word-of-mouth. In many brands’ eyes today, a perfect closed loop of mixed media efforts would mean that the content first went viral, and then changed consumer sentiment toward a buying decision. Looking at strategies focusing on the changing consumer rather than the type of media may help us become better content strategists.”

(Bailey Roy, Senior Project Manager of the Digital Research and Analytics Group at Ketchum Global Research Analytics)

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“Traditional media still has an important role to play. You'll continue to see those Times Square billboards flashing day and night. But with social media as a growing medium, marketing and PR should consider the different ways to blend the online and offline space. Can billboards work with Facebook? How do television and Twitter work together?

  

Here are […] simple ways to integrate social media into your traditional media efforts.

Converse in the traditional space. Could a customer's pleasant comment on Facebook be your next headline? Use these positive mentions and comments as testimonials on your website, headlines, body copy, etc. It will excite the customers that wrote the message (ensure you get their permission) and demonstrate your great brand in a peer-to-peer format.

Be open to feedback. With social media, communication is two-way. Your audience can provide thoughts and opinions about your campaigns. Welcome them! Let traditional media spread your message while social media captures the feedback. Make sure to take those opinions into consideration as you modify your campaign efforts.

Respond with traditional media. If you're listening on the social web and you're discovering some repeating complaints, engaging in social media is a great way to learn more and dispel any rumors. However, you can make your message louder by using traditional media. For instance, if you're getting negative feedback on your customer service, use traditional media to talk about it. How are you solving the problem? This approach shows that you're taking these complaints seriously.”

(Amanda Nelson, marketingcloud.com)

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Benjamin Lee Cheng Han | Benjamin is a student of International Relations at the University of Nottingham, currently exploring unchartered realms in the Public Relations field. Writing is clearly his interest – a decisive contributor to his foray into the public relations industry. To date, he boasts the proud record of having tamed one of the office cats, and drinking expired tea from the pantry.

Don't wait for opportunity. Create it. - Unknown

The influence of social media is increasingly relevant, and has been gradually integrated into businesses across almost every industries. Social media platforms represent an alternative communication option between organisational leaders and personnel. Through the application of internal social media, leaders are able to establish transparent and direct dialogue with their employees and vice versa; alternatively, it can also be a platform for discrete enquiries or feedback. From a change management perspective, employees are able to enhance their awareness about the organisational goals expected from the change, whilst organisational leaders are engaged with the personnel regarding potential problems encountered during the process of change. 

Social media is an agent of change which can be instantaneous in nature. It allows for immediate access to information, and increases the depth of penetration of information across the organisation. It functions as an effective medium for discussion as each organisational member is allowed an opportunity to provide input/feedback. In a change management context, the application of social media facilitates communication within the organisation, increasing the understanding and retention of information regarding the enforced change. Employees and organisational leaders alike are able to facilitate the process of change management by utilising social media as an effective platform for discussion. 

Another benefit of social media is that it contributes to flattening the organisational structure, offsetting traditional hierarchical structures of organisations. Through social media, employers can engage with direct exchanges with their employees and vice versa, allowing for coherent transfer of information between parties. In the process of change management, social media establishes clarity of communication within the organisation. Given the direct and near-immediate nature of social media, organisations can avoid miscommunication, and each organisational member can respond directly and accordingly through social media. 

To implement social media into change management within the organisation, assessing available internal social media tools is an important starting point. By building internal social media which are easily incorporated into organisational change, organisations are well-positioned in transitioning to a long-term technological investment, and expedite efficient change management within the organization. Below are interesting excerpts of alternative benefits of utilising social media into change management, as well as examples of social media tools for organisations. 

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“To add social media to your change management quiver, first assess your internal social media tools. Are you a socially-enabled organization? If yes, use the platforms to which your employees are accustomed. Go where they already are. If not, rather than rushing to upgrade or redesign your intranet (which requires its own change management program!), consider standalone tools like Google Hangout, WebEx or Kaltura that are hosted in the cloud or can easily be integrated with your existing systems. Selected tools should support the immediate transition but also meet your company’s longer-term technology needs.

Next, convert your leaders. When enterprise social platforms fail, the number one reason is lack of leader engagement. Be sure to build social into your change communications plans and line up a cadre of socially-minded executives who can pave the way, even if at first it doesn’t include your CEO. Then build a team of social employee influencers who can direct others to executive content and real-time engagement opportunities.

Social media alone won’t lead to greater employee engagement during change. Face-to-face communication, manager support, and real-time coaching are all critical to preserving trust and boosting morale and performance in times of change. But social media is fast becoming an indispensable supplement. Our study shows that 88% of employees use at least one social media side at home and that many want a similar experience at work. It’s clear that social is becoming a critical component of any change plan.” – (Sarah Clayton, Executive Vice President of Employee Engagement & Change Management at Weber Shandwick)

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“There any many social media platforms available to organizations. In the appendix is a short list of some of the social media sites companies are using to communicate.

Social Media Tools For Organizations:

Yammer – Yammer is your company’s private social network that helps you and your teams stay on top of it all. Start conversations, collaborate on files, and organize around projects so you can go further—faster. (…)

Sharepoint – Organizations use SharePoint to create websites. You can use it as a secure place to store, organize, share, and access information from almost any device. All you need is a web browser, such as Internet Explorer, Chrome, or Firefox. (…)

Jive – Jive is the leading provider of modern communication and collaboration solutions for business. Their products apply powerful technology that helps employees, partners, and customers work better together. Inside companies, Jive-powered enterprise networks dramatically improve employee productivity, alignment, and innovation. Externally, Jive supports vibrant customer and partner communities that drive higher sales, better service, and greater satisfaction. (…)”

(John Nolan, Consultant at TayganPoint Consulting Services)

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Benjamin Lee Cheng Han | Benjamin is a student of International Relations at the University of Nottingham, currently exploring unchartered realms in the Public Relations field. Writing is clearly his interest – a decisive contributor to his foray into the public relations industry. To date, he boasts the proud record of having tamed one of the office cats, and drinking expired tea from the pantry.

The Entrepreneur always searches for change, responds to it, and exploits it as an opportunity - Peter Drucker

Running a business requires entrepreneurs to make strong in roads in keeping track of all facets of their customers’ behaviour. It is no different as how we live our lives to the fullest simply because we want to indulge in a successful and contented life. That being said, being a successful entrepreneur, customers are one of the essential elements that matter most in business success.

As a customer, we often like to think of the reason why when we purchase something, and this often revolves within the control of our actions. According to a research from neuro-science, psychology and behavioural economics, it has shown that we humans are not nearly as rational as we think. Instead, we’re often guided by subtle unconscious influences that have their basis in our distant evolutionary past. The ancient machinery in our brains is being used for tasks for which it did not evolve, and this can lead to many irrational behaviours and actions.

We all know that our conscious minds will determine our actions, while the unconscious minds will determine our reactions, and both has a significant connection that are equally important to one another. In an article written by Darrah Brustein on Entrepreneur.com, she highlights about her insights on the power of unconscious towards brands and businesses based on a new book by Daryl Weber, Brand Seduction: How Neuroscience Can Help Marketers Build Memorable Brands, where he writes about how the consumer mind works, and what the brand owners can do about it for their business strategies.

As business entrepreneurs embark on their journey in building strategies for stronger businesses and better brands, it is crucial that they understand and realise the biggest myths in consumer psychology, and how understanding the unconscious minds can help them succeed in their businesses. You may find below a few tips for how entrepreneurs and small business owners can apply his thinking into building business strategies.

Everything You Do Is Branding

For starters, realise that your brand is far more than your logo. Says Weber: A brand is a “collection of associations in the mind, both conscious and unconscious.” The conscious associations may include your product or service; its features, price and name; your ads and marketing. The unconscious side is the underlying feeling connected to your brand.

This feeling is built over time by every interaction people have with your brand -- where they see it, whom they see it with, its colours and the emotions that the name inspires. This means that every part of your business that a consumer is exposed to -- from how your products are distributed, to your company’s culture and people -- will influence a consumer's gut feeling toward your brand.

Build Out Your Brand’s 'Fantasy'

Weber describes the unconscious feeling of a brand as its unique “fantasy.” This is the brand’s collection of associations that together form a gut feeling in consumers’ minds, and can impact whether they decide to purchase your product or a competitor's. Weber suggests diving deep into the feeling, personality and even the soul of your brand, then blowing it out in abstract ways, such as mood boards and collages, to help define and articulate how you want your brand’s particular fantasy to feel.

How You Say It May Matter More Than What You Say

As business owners, we like to talk about why our product and brand are better than competitors'. We tout our benefits and features in our marketing and PR. This is important, of course, but what may even be more important is how we say it.

In Brand Seduction, Weber describes the idea of “metacommunication” -- how the tonality and personality of marketing make a big difference in how consumers view your brand. Design elements like colours and fonts, the look on a model’s face, the lighting, the music and more, can all have drastic effects on how your brand is viewed.

These elements can make your brand feel more modern, premium and sleek, or else warm and cosy, even nostalgic -- depending on your intent. But one thing is for sure, there is always metacommunication. Even a blank page says something. So, make sure you’re imbuing your brand with the feelings you want with every message.

Don’t Take Consumers At Their Word

Because of these unconscious associations, market research may tell only half the story. When we run surveys, focus groups or interviews, we’re focusing on consumers’ conscious reactions and explanations about our products and brands.

This data can be valuable, but it often misses the important unconscious side of brands. While the emerging field of neuro-marketing seeks to address this issue by peering directly into the brain, there are things we can do easily and cheaply to make sure we’re not reacting just to consumers’ conscious minds, but to their unconscious as well.

Be sure to listen to the energy and feeling behind consumers' words. Watch for cues like body language (are they leaning in or sitting back?), the tone and energy in their voices and the broader context of their lives to understand why they might be saying what they’re saying.

Digging deeper in this way can give you a much richer picture of their true feelings.

Inspiration: The Unconscious Power of Brand  

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Chia Yi Jing | Bubbling with enthusiasm, bright ideas, and confidence, Yi Jing set foot in the PR world with Orchan Consulting, where she was offered permanent employment after a successful internship. She is determined to make her mark in the industry, and her bosses know that she will. 

The Millennial generation are generally accepted as those born between the 1980s and 2000, and have gradually established themselves as the majority of the workforce. As they begin overtaking the workforce from their predecessors, new technologies and a transformation of the workplace have ushered in the need to refresh existing management strategies targeted at Baby Boomers, the previous primary contributor to the workplace. Due to generational differences, millennials tend to have different opinions and aspirations for the workplace, and it is up to organisations to devise alternative methods of management to effectively engage with this new generation of the workforce.

For employers, the hiring process represents a convenient opportunity to clarify specific organisational goals, and to root out any particular concerns for Millennial interviewees. By highlighting aspects of the workplace which appeal to Millennials, such as inclusiveness and interactivity, organisations are able to attract and retain quality talent within the organisation. This is an integral part in preventing loss of talent, given that the Deloitte Millennial Survey 2016 has shown that 44 percent of Millennials would leave their current employers within the next two (2) years, whereas two-thirds of Millennials would leave in four (4) years if given the opportunity to.

  

Another aspect of Millennial employees which should be emphasised upon is their need for flexibility. Millennials have become accustomed to receiving personal messages at work, and working on projects from home; work schedules and workplace attire has also shifted from traditional structures, with Millennials priotising flexible schedules and casual wear. Organisations have the option to detach from traditional forms of management, and consider allowing Millennials to work under a more casual climate to enhance their productivity. Should organisations provide leeway in this regard, employers can enforce clear project goals and deadlines to ensure that organisational targets are met. This prevents abuse of the flexible arrangement provided, whilst giving Millennials a functional itinerary to adhere to.

Providing frequent feedback is also an effective way of managing and motivating Millennials to perform in the workplace. By providing rapid, constructive responses to their questions and enquiries, organisations can gauge the proficiency of their personnel, whilst also giving recognition and support. Another form of effective management is for organisational leaders to have periodical informal meetings with Millennial employees, to provide them with a platform to voice concerns regarding their work or of the workplace. It flattens the traditional hierarchical management structure, and introduces a horizontal organisation which allows for effective two-way communication between leaders and their personnel.

As more Millennials enter the workforce, organisations can consider adjusting management strategies to incorporate Millennials into the workplace. Included below are excerpts from articles discussing strategies to manage Millennials, strategies which provide detailed insights on how organisations can manage Millennials effectively. 

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“For Millennials, the lines between the personal and the professional have been permanently blurred. The days are over for separating one’s work life from home life, or even maintaining some basic level of work/life balance.

In large part, these changes are due to the ubiquity of mobile smartphones and digital communications. Millennials have become accustomed to getting their personal messages in the workplace. Companies that hope to retain their best talent can no longer enforce bans on personal messages at work. At the same time, Millennials feel comfortable taking business messages on mobile devices at home or on the go. The boundaries between work and home are not so much porous as they are non-existent anymore.

Millennials are also easily frustrated by bosses who equate employee performance with the number of hours spent at an office desk. This dynamic is causing many workers to request new metrics that better gauge their effectiveness.” – Brian T. Anderson, CMO of POPin

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“Millennials have been managed their entire life. Play dates, school activities — from early on, adults in their lives have made sure that their time and focus was used wisely. Perhaps it is this experience with management that makes Millennials difficult to manage: they crave opportunities to make their own decisions instead of having them made for them.

So what’s a manager to do? Quite simply, you lead Millennials instead of managing them.

Gone are the days of micromanaging how employees work, where they work, what they wear, what they can say, who can approach leadership in the hierarchy, and mind-numbing communication red tape.

Millennials are looking for leaders (both as a leading company in an industry, and leaders within the company) who, according to the Deloitte study, place the most emphasis on employee well-being, growth, and development, instead of controlling the work experience of each employee. They believe, according to that study, that “an organization’s treatment of its employees is the most important consideration when deciding if it is a leader.” – Rob Wormley, Head of Content Marketing at When I Work

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Benjamin Lee Cheng Han | Benjamin is a student of International Relations at the University of Nottingham, currently exploring unchartered realms in the Public Relations field. Writing is clearly his interest – a decisive contributor to his foray into the public relations industry. To date, he boasts the proud record of having tamed one of the office cats, and drinking expired tea from the pantry.

Change is the heartbeat of growth. - Scottie Somers

We all know that there’s PR speak. It is not used exclusively by PR practitioners, but by people over the world attempt to maximise the oversell of their statements, or worse still, to minimise the impact of a negative action. But, our audiences are wising up, and that PR speak will no longer solve the problem the way it used to. People read between the lines, and we as professionals have to stop taking our audiences for granted that they will accept our modified, “aligned” version of facts.

Words are political. By that, I mean, each and every word chosen in a dialogue or prose has a political slant – they take on a select and specific meaning in the context they are used, and are chosen to enhance or water-down the statement being made. The “Politics of Meaning” is a class I used to teach graduate students at the University of Auckland in the mid to late 90’s. It was about understanding words in their various perspectives – the obvious meanings, the hidden meanings, and the construed and constructed meanings that both authors and audiences take on them. It also includes the emotionality of words – the situation when we choose certain words to evoke emotion from a receptive audience, and use that emotion to sway their thinking.The problem here, as society and language develop, and with thanks to social media disseminating information so much faster on the time-space continuum than ever before, our audiences are beginning to see through the façade of PR speak, and realise the real meaning of the words being used – the terms “cover-up” or “whitewash” come to mind.

The problem here, as society and language develop, and with thanks to social media disseminating information so much faster on the time-space continuum than ever before, our audiences are beginning to see through the façade of PR speak, and realise the real meaning of the words being used – the terms “cover-up” or “whitewash” come to mind.

Lately, we have seen many examples of this. I won’t touch specifically on investment reports or the actions of some of those “voted” into a position of trust – there are a few PhD dissertations in there; I will instead touch on an example from the last week – courtesy of a well-known bread and cake chain from Singapore.

By now, we should all know about the “misaligned presentation” of soy milk affecting a popular brand in Singapore (with presence in Malaysia). In fact, the chain did well to respond to the issue quickly, and to effectively control it from getting too far out of hand. But the choice of words “misaligned presentation” is insincere PR speak, and as such, does little to reinforce their position or to reassure customers.

Here, the choice of words – slightly bombastic – in their delivery to the audience – may come back to bite them. We as professionals know what it really means – but so do our tech-savvy customers who see it as a bit of a slap on the face. Better terminology would have been to have admitted making the mistake; instead they chose to try and put it on the customer for not fully understanding.

Misaligned presentation is their fault – they packaged it wrongly, and did nothing to explain the reality. In using misaligned presentation, it suggests that the customer misunderstood the situation – but hey, the onus is not on the customer to question every product that is clearly labelled; it is on the organisation responsible to clearly spell out to the customer when something is not as it is presented. Misaligned also implies potentially by accident – we know this was not the case. They claim the empty bottles were left over stock to clear – no issue to make use of them – ethical presentation would have been to get a marker pen and cross out the offending “misaligned” words, and be sure to let the customer know when they hit the checkout.

So my point is – in dealing with the aftermath of an issue with the public, don’t try to outsmart your audience with big words or PR speak – be humble, down to earth, and admit the mistake. People appreciate honesty far more than being subtly told that they contributed to the misunderstanding (which really, is plainly a form of deceit).

The question now – will the brand recover? Some speculate that their response, reasonably swift as it may have been, is not quite enough. But, in my opinion, it will die down, and the brand in the medium to long term (anything past a month) will not be adversely affected. Customers have been going to this chain for years because of their core products, and I don’t think such an incident will affect this. It may, however, affect the consumption of beverages. The best solution; perhaps remove the particular beverage from the shelves, so as not to remind customers of this bump in the road.

And be careful with your words!

Image Source:
(1) ethicore.co.za
(2) contentequalsmoney.com
(3) grist.org

Craig J Selby | Craig is a long-time proponent of structured and measured change. His early career saw him teaching marketing and management at a variety of Universities and PTE’s in his native New Zealand, where he quickly climbed the management ladder to head several private sector institutes. Needing to do that little bit extra, Craig formed his own consultancy firm and was engaged by many in the sector as a trouble-shooter - responsible for internal auditing, restructuring and redevelopment of many departments and institutes in order to remain competitive in a highly contested market. This involvement motivated him to branch out and work with other industries - focussing on change and development as a core theme in business survival. When Craig moved to Malaysia, he went back into the Education sector to share his ideas with local private sector educational facilities. In 2009 Craig co-founded Orchan Consulting Asia, an award-winning Public Relations agency. His areas of specialisation are Crisis Management Communications and Change Management.