• "Reputation is the single most important factor in value creation or destruction"

    OXFORD METRICA

  • The strength of your company's reputation predicts its ability to create future value

    Investors know this. Future clients feel it. Your employees do, too.

    A global study found that 87% of CEOs believe reputation is their company's most important asset. Yet few leaders say they know how to optimise or leverage it.

    If you're not among the 13% of leaders building your reputation by design, other factors are shaping it by default.

    Internal factors include an underdeveloped brand, an unclear offer, differing priorities among your people, a low leadership profile, and governance deficits.

    External factors include competitor activity, changing stakeholder expectations, poor brand image, low awareness, and third party opinion.

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    "This program has been profound for our business. Nothing we've done before in this area has had the same traction and impact. I'm thrilled with the work we're doing."

    Dean Anderson, CEO, Leading Teams Australia

  • Be guided by experience

    As a business owner, you want an ironclad reputation that reflects your true business value.

    But you don't have time to conduct the research, analyse stakeholder perceptions, develop the vision, and determine the actions make it a reality in your market.

    That's why you're putting your reputation strategy in expert hands.

    In just 14 weeks, you'll set the same strategic foundation that's underpinned results like these:

    • Large national company: $200M+ beyond expected sale price
    • SME service firm: Sold for an amount "never thought possible"
    • Mid-sized national company: $75M+ when sold to global giant in a different industry
    • Medium to large national company: 50% of sale price attributed to reputational value.

    *Names and exact values remain confidential. All continued to work with Jo following the foundational strategy.

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    Factors that affect your company's reputational opportunities and risks.

    (Source: Reputation Sherpa, 2024)

  • Clients advocate for companies with a high reputation

    Research in 2024 showed that building a higher reputation makes all stakeholder relationships more efficient.

    • Regulators interfere less in your business;
    • Partners give you more favourable terms;
    • The media listens to your side of the story;
    • Employees are likely to stay with your company;
    • Future clients believe your communications;
    • Current clients advocate for your business.

    (Source: Kantar NZ, Corporate Reputation Index, 2024)

  • The HIGHER REPUTATION BUILDER Program

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    1. DIAGNOSTIC

    Research and assess

    Know how your company is currently positioned and perceived in key dimensions of your reputation, in the context of your industry and key competitors.

    WEEKS 1 - 2

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    2. PERCEPTIONS

    Expectations and drivers

    Understand the perceptions of key clients, partners, and employees through a reputation lens. Our key stakeholder interviews uncover hidden expectations and value drivers.

    WEEKS 3 - 8

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    3. DIRECTION

    Findings and actions

    We combine all inputs to develop a strategy to build a higher reputation that includes feedback and recommendations on positioning, messaging, risks and actions to implement.

    WEEKS 9 - 14

  • Create your leadership legacy

    The personal reputation of the CEO affects your company's reputation overall. Raising one raises both.

    An high reputation starts with a clear future vision and direction. From there, your culture, operations, brand, and service delivery combine to create or destroy future value.

    We work directly with the owner or CEO to build your leadership legacy alongside your company's reputation.

    You own the vision. We help bring it to life.

  • Still not convinced that reputation creates future value?

    There are now two decades of research to support the financial benefit of building a higher reputation.

    In 2005, the Reputation Institute found that just a one point increase in a company's reputation score led to an average market value increase of $US147M.

    In 2011, Oxford Metrica highlighted the 'reputation premium' experienced by top service brands. It showed that in 2010, Google's tangible value was approximately US$36B, its brand value an estimated $US44B, and it's reputational value was estimated at $US110B.

    A 2013 study showed just a 5% improvement in reputation strength led to an average $600M profit increase across S&P 500 companies.

    In 2019, global research by AMO found that reputation supported corporate value as markets came under pressure. Reputational value grew by 2.1% in 12 months among the top 15 indices, while total market cap dropped 0.4% in the same period, equating to $16.77 trillion in value for shareholders.

    In 2024, research by Echo showed 93% of listed companies in the UK benefited from a reputation contribution worth £719 billion in shareholder value. This is up 3.8% in the last 12 months. Conversely, a poor reputation eroded market cap by 11% on average, costing shareholders £4.6 billion.

    According to PWC, 45% of CEOs surveyed in 2024 don't believe their companies would survive in 10 years on their current trajectory. Stakeholder expectations are changing faster than ever and keeping pace with perceptions will be table stakes for survival. Future-focused leaders are not sticking with the status quo. They're adopting new strategies to take their business further. Be among them.

  • JOURNEY TO A HIGHER REPUTATION

    BE GUIDED BY EXPERIENCE

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