¿ ¿ release reputation bearers from the burden of being constantly mo- tored and reduce the likelihood of government or public supervision and control. ¿ ¿ strengthen client trust, ease the recruitment and retention of capable employees and improve access to capital markets or attract investors. ¿ ¿ legitimate positions of power and build up reserves of trust which - lowed companies and politicians ¿ but also researchers and journalists ¿ to put their issues on the public agenda, present them credibly and mould them in their own interests. But a fear of loss is not the only reason for the steadily increasing - portance of reputation in corporate management today (or more especially, in the minds of top management). Rather, the main reason is that corporate reputation has shifted from being an unquantifiable ¿soft¿ factor to a me- urable indicator in the sense of management control. And it is a variable that is obviously relevant to a company¿s performance: recent studies by the European Centre for Reputation Studies and the Ludwig-Maximilians- Universität of Munich compared the stock market performance of a port- lio of the top 25% of reputation leaders (based on regular reputation me- urements in the wider public) with that of the German DAX 30 stock m- ket index. The results show that a portfolio consisting of reputation leaders 1 outperformed the stock market index by up to 45% ¿ and with less risk. Fig. 1. Performance of ¿reputation portfolios¿ vs.

Provides for the first time individual, practical and descriptive guidelines how to put reputation management into practice

Reputation capital Building and maintaining trust in the 21st century.- I: Reputation in the 21st century - Good or evil?.- Trust and reputation in the age of globalisation.- Reputation or: How I learned to stop worrying and love the market.- II: The business case for reputation.- Recognition or rejection #x2013; How a company#x2019;s reputation influences stakeholder behaviour.- What#x2019;s measurable gets done #x2013; Communication controlling as a prerequisite for a successful reputation management.- The role of corporate and personal reputations in the global war for talent.- The CSR myth: true beauty comes from within.- The Brussels reputation story #x2013; the interplay of public affairs and reputation.- III: The 21st century of reputation crisis.- Managing reputational risk #x2013; A cindynic approach.- Managing reputational risk #x2013; Case studies.- Managing reputational risk #x2013; From theory to practice.- Reputation and regulation.- Measuring risks to reputation.- Crisis management in the media society #x2013; Communicative integrity as the key to safeguarding reputation in a crisis.- Getting the stain out of #x201C;sustainable brands#x201D;.- #x201C;Our reputation is at stake#x201D; #x2013; Corporate communications in the light of the global economic downturn.- IV: New perspectives for reputation management.- Community reputation communicates change to the world.- EU accession: Turkey#x2019;s reputation on its journey towards EU membership.- Consistency: a proven reputation strategy. How companies can optimise their message.- The Agora of the 21st century: On the invention of many-to-one communication.- The leader#x2019;s role in managing reputation.- Coca-Cola Hellenic reputation case study.- Never underestimate the importance of details.- Is there no prescription? Reputation in the pharmaceutical industry.- V: Reputation strategies for the 21st century.- Who wants to be a millionaire? Investment strategies for reputation management in the 21st century.