REPUTATION RULES: STRATEGIES FOR BUILDIN(ISBN=) 英文原版

　　In our lightning-fast digital age, a company can face
humiliation and possibly even ruin within seconds of a negative
tweet or blog post. Over the last year companies such as BP,
Goldman Sachs, and Toyota have experienced serious blows to their
images that could have had reduced impact if their leaders had
implemented reputation management into their business strategy and
culture.

　　There is no one in either the corporate or academic sphere
with greater expertise in the area of corporate reputation than Dr.
Daniel Diermeier. An award-winning professor at the Kellogg School
of Management, Northwestern University, Dr. Diermeier has blazed a
path in understanding the significance of reputation management and
demonstrating how a company can create a program so powerful that
it can help turn a potential public disgrace into a public image
success story.

　　Daniel Diermeier , Ph.D., is the IBM Professor of
Regulation and Competitive Practice and director of the Ford Motor
Company Center for Global Citizenship at the Kellogg School of
Management, Northwestern University. He has served as an advisor to
leading companies, including Accenture, Cargill, Johnson &
Johnson, Kraft, McDonald’s, and Shell. He is also a senior advisor
to the FBI. In 2007, Dr. Diermeier won the Faculty Pioneer Award
from the Aspen Institute, named the “Oscar of Business Schools” by
the Financial Times.

FOREWORD BY PHILIP KOTLER
PREFACE
　TWO ITEMS ON THE CEO’S AGENDA
ACKNOWLEDGMENTS
iNTRODUCTION
　BEYOND THE OBVIOUS
CHAPTER 1
　THOMAS OFF THE RAILS
　The Decisive Moment and How to Miss It
CHAPTER 2
　MERCEDES AND THE MOOSE
　Brand Management beyond Customers
CHAPTER 3
　SHELL TURNS ON THE WATER CANNONS
　The Growing Impact of the Second Circte
CHAPTER 4
　OF SHOWER CURTAINS AND WASTEBASKETS
　Perks, Scandats, and Morat Outrage
CHAPTER 5
　THE KATRINA CHRONICLES
　Doing the Right Thing and Getting Credit for It
CHAPTER 6
　THE TERMINATOR GENE
　From Outrage to Fear
CHAPTER 7
　BEAT THE GRiN REAPER
　Strategic Anticipation and the
　Management of Reputationat Risk
CHAPTER 8
　THE AiM TEAM
　Now to Build a Sixth Sense
CHAPTER 9
　ANDERSEN BEFORE THE FALL
　Values, Culture, and the Teachable Moment
 CONCLUSION
　THE EXPERT TRAP
　Reputation, People, and the Need for Strategic Thinking
 NOTES
 INDEX
 ABOUT THE AUTHOR