What is it?

Reputation is what policymakers say about you when you are no longer in the room. And this is as important as the monitoring exercise: your turnover can benefit or suffer from it. Experience shows that any misunderstanding or mistrust will always be to the detriment of the business or the NGOs. The good and appropriate reputation will bring tangible results to you, and we consequently work in three different situations:

  • your reputation is very bad: the work to be done is therefore to improve it
  • your reputation is very good: the work to be done is to keep it
  • you have no reputation : the work to be done is to build it

Case study

A multinational, headquartered in the United States, is considered by most European States as a giant without any local roots and driven only by a single ambition: profitability. An audit is undertaken amongst a large number of decision-makers, in particular European and French, in order to identify the exact terms of this bad reputation. On this basis, three main areas of improvement are selected and on which all the efforts will be put so that the public authorities will perceive the multinational as a local player, rooted in the national landscapes and concretely involved in the innovation and the development of added-value products. After a few months, many public authorities did gradually include the company in a circle of trust and partnership. The doors got opened up much more frequently and the reputation of this multinational became become very positive, its contributions being sometimes even taken by national elected representatives during debates in Parliament. In the end, this triggered more sales (and revenues) because it had triggered more trust.