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1、标题：Corporatebrandreputationandbrandcrisismanagement原文：Forsomeyears,thewhat,why,andhowofrecognisingandaddressingbrandcrisis–particularlycorporate/organisationalbrandcrisis–hasoccupiedmyresearchattention(notetoreader:“corporate”and“organisational”areusedinterchangeably).Numer
2、ouscorporateandnon-profitentitieshaveprovidedpublicclinicalexperiencesofconfrontingseriousreputationalcrises.ExamplesoverrecentdecadesincludeExxon(theValdezoilspillincident),UnionCarbide(theBhopalexplosion),Perrier(benzenetraces),Tylenol(deathsfromtaintedpills),theUSCatholi
3、cChurch(priestsexabuse),MarthaStewartOmniMedia(executivemisbehaviour),ArthurAndersen(accountingscandals),theInternationalOlympicCommittee(briberyissues),andmanyothers.Allfacedthreatstotheirbrandsfromdeteriorationinconsumerandbusinesscustomerapprovalandfromdeclineinpublictru
4、st.Whilesomeweremoreproductbrand-rooted(e.g.Tylenol),allfoundtheircorporatebrandaffected,andeffortstorescuethebrandwereundertakenatthecorporatelevel(e.g.JohnsonandJohnsonforTylenol,marketedbyJ&J'sMcNeilLaboratoriesUnit).Thustheseincidentsprovidearichsourceofinsightintotheco
5、rporatebrand.Theyillustrateakeydimensionofcorporate-levelmarketing.“Canweasaninstitution,havemeaningful,positiveandprofitablebilateralon-goingrelationshipswithcustomersandotherstakeholdergroupsandcommunities?”.Thatwasacentralquestionofanorganisation'scorporate-levelmarketin
6、gorientationposedbyJohnBalmerandmyselfinourtreatmentofanintegratedapproachtomarketingattheinstitutionallevel(BalmerandGreyser,2006).Weheld(amongotherpoints)thatcorporatemarketingisindeedaboardroomandCEOconcern.Inreflectingoncorporateidentityandreputationintimesofbrandcrisis
7、,onerecognisestheimportanceofcorporate-wideorientationandtheresponsibilityoftheCEOandcompany-widemanagers.SourcesofreputationaltroubleLetmeofferananatomyofthekindsofreasonsbrandscanbeinreputationalcrisis,howtoknowthatthesituationisserious,andwhatstepscompaniescantrytotaketo
8、preventorifnecessarytoovercomesuchcrises.Reputationaltroublescancomeinmanyforms,fr
