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Reputation of the corporate kind is a ''strategic asset(资产) '' that can be employed to gain ''competitive advantage'', a ''safety buffer(缓冲) '' that can be called upon to protect you against ''negative news''.

The Reputation Institute has offices in 30 countries. Plenty of other organizations offer firms advice on improving their reputations, such as Perception Partners in the United States or specialized divisions within many big consultancies. And a rapidly growing number of consultancies, like Reputation Defender, give people advice on managing their reputations online. For example, they offer tips on how to push positive items up the Google ranking and neutralize(抵消)negative ones.

It's easy to see why so many bosses are such eager consumers of this kind of advice. The market value of companies is increasingly determined by the things you cannot touch: their brands and their intellectual capital, for example, rather than their factories or fleets of trucks. Non-Governmental Organizations (NGOs) can turn on a company in an instant and accuse it of racism or crimes against the environment. Customers can trash its products on Twitter. Corporate giants such as Toyota and BP have seen their reputations collapse in the blink of an eye.

Nevertheless, there're three objections to the reputation-management industry. The first is that it conflates(混合)many different things-from the quality of a company's products to its relationship with NGOs-into a single notion of ''reputation''. It also seems to be divided between public-relations specialists (who want to put the best possible information on the news) and corporate-social-responsibility types (who want the company to improve the world and be thanked for it).

The second objection is that the industry depends on a naive(天真的)view of the power of reputation: that companies with positive reputations will find it easier to attract customers and survive crises. It's not hard to think of counter-examples. Tobacco companies make vast profits despite their awful reputations. Everybody strongly criticizes Ryanair for its bad service and the Daily Mail for its mean-spirited journalism. But both firms are highly successful.

The biggest problem with the reputation industry, however, is that the way to deal with potential threats to your reputation is to work harder at managing your reputation. The opposite is more likely: the best strategy may be to think less about managing your reputation and concentrate more on producing the best products and services you can. Many successful companies, such as Amazon, Costco Southwest Airlines and Zappos, have been notable for their intense focus on their businesses, not for their fancy marketing. If you do your job well, customers will say nice things about you and your products.

What's in a name?

Values of managing reputation

● Companies can get1. in competition through the use of strategies to manage reputation.

● Positive reputations tend to reduce the influence of negative news.

Popularity of consultancies

● Many organizations provide companies with advice on how to 2.up their reputations.

● Online reputation-management consultancies are on the sharp3..

Reasons for bosses being eager for advice about managing reputation

● The market value of companies increasingly4. on untouchable things.

● Reputation is getting even5. to manage.

6. to the reputation-management industry

● It is a(n)7. of too many things, and it seems that opinions about it are8. between public-relations and corporate-social-responsibility specialists.

● The reputation-management industry naively 9. the success of a company to its positive reputation.

● The reputation industry wrongly thinks that the strategy to handle potential threats to a company is to 10. more on its reputation instead of its product quality and services.

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