The practice

At enterprise scale reputation stops being a marketing concern and becomes a governed asset with a number attached to it. It affects cost of capital, hiring cost, regulatory posture and the size of the discount an acquirer asks for. It should be measured and managed accordingly.

Measured, not sensed

Most boards discuss reputation on the basis of what a director read that morning. A baseline across media, search, analyst commentary, employee review platforms and customer sentiment turns an anecdote into a tracked position.

One story, many subsidiaries

Large Indian groups accumulate narratives. Each business unit describes the group differently, and the incoherence is visible to anyone reading three websites. A single corporate narrative that subsidiaries can inherit without distortion is the fix.

Stakeholders are not one audience

Regulators, investors, employees, customers, communities and press want different things and move different outcomes. Mapping them by influence and current sentiment is what makes prioritisation possible.

Quiet is a strategy

Not every enterprise benefits from visibility. For some, a deliberately low public profile with strong stakeholder relationships is the correct posture, and we will say so.

How the work runs

Four stages, each with a definition of done.

Stage 01

Baseline

Audit across media, search, analyst, employee and customer channels.

Stage 02

Architecture

The corporate narrative, and the rules for how subsidiaries express it.

Stage 03

Stakeholder plan

Mapping, prioritisation and engagement programme by group.

Stage 04

Track

Quarterly measurement against the baseline, reported to the board.

Services

What we actually do inside it.

Reputation Audit

Baseline measurement across media, search, analyst and employee channels.

Corporate Reputation

Narrative Architecture

One corporate story that every subsidiary can inherit.

Corporate Reputation

Stakeholder Mapping

Who moves your outcomes, ranked by influence and current sentiment.

Corporate Reputation

Frequently asked

Corporate Reputation, in plain terms.

Who should own this internally?

Someone reporting to the CEO or the board. Reputation owned three levels down inside marketing will lose every argument it needs to win.

How is it measured?

Share of voice against a defined peer set, sentiment, search result composition, analyst commentary and employee review scores, tracked quarterly against a fixed baseline.

How long before it moves?

Two to four quarters for measurable change. Reputation is slow in both directions, which is also what makes it defensible.

Start here

Every mandate starts with the same question. What should you be famous for?

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