Pharma Reputations: Managing Perceptions
Pharma is no stranger to the idea of nurturing and defending corporate reputations. But in this hyper-connected world, Likes and Tweets are replacing traditional authority sources and creating a completely new communications landscape, in which news, especially bad news, travels faster than ever before.
In this climate, it’s essential for organisations to go beyond a corporate social responsibility programme and really understand, and respond to, the expectations and needs of different stakeholders. Companies often need to implement new organisational structures to manage perceptions more effectively.
At most companies, there is a will to invest in reputation management, but the internal know-how and resources may not be there yet. Questions still need to be answered: What is our reputation? Does our reputation really matter? And if it does, what can we do about it?
Report Overview
This comprehensive report is designed to help anyone with a leadership role in reputation management navigate the rapidly changing communications environment.
With this invaluable resource you’ll be able to identify the factors that matter most to Pharma’s key stakeholders and to the public at large, and to ensure that capabilities are in place to protect against risks and exploit opportunities as they arise.
The report closely examines the latest research and industry practices to provide an overview of key current issues affecting reputation, data on the real financial impact of reputation management, insights into the expectations of shareholders and customers, and best practices on reputation management in the Pharma industry.
You’ll also get an in-depth look at five different approaches to reputation management, with detailed case studies from companies at various points on the way to making reputation thinking fully integrated into every strategic decision.
Key Report Features
“We have one thing going for us and that is we make products that help people either survive or live better lives. That’s the big plus we have as an industry compared with many others and that is what we must focus on.” Mike Rulis, global head of communications, Novo Nordisk
“Doing something because it’s the right thing to do has run its course. Now it’s reputation, because people are asking hard questions about the companies behind the services they buy. If you can’t answer, they will rate you poorly.” Anthony Johndrow, managing partner, Reputation Institute
“The expectation of consumers has changed so much over the years that, in addition to a relationship with a given brand or product, they want to know the company behind it stands for something meaningful and something good.” Jon Richter, senior director, Reputation & Policy Communications, Pfizer
Key Questions Answered
In this climate, it’s essential for organisations to go beyond a corporate social responsibility programme and really understand, and respond to, the expectations and needs of different stakeholders. Companies often need to implement new organisational structures to manage perceptions more effectively.
At most companies, there is a will to invest in reputation management, but the internal know-how and resources may not be there yet. Questions still need to be answered: What is our reputation? Does our reputation really matter? And if it does, what can we do about it?
Report Overview
This comprehensive report is designed to help anyone with a leadership role in reputation management navigate the rapidly changing communications environment.
With this invaluable resource you’ll be able to identify the factors that matter most to Pharma’s key stakeholders and to the public at large, and to ensure that capabilities are in place to protect against risks and exploit opportunities as they arise.
The report closely examines the latest research and industry practices to provide an overview of key current issues affecting reputation, data on the real financial impact of reputation management, insights into the expectations of shareholders and customers, and best practices on reputation management in the Pharma industry.
You’ll also get an in-depth look at five different approaches to reputation management, with detailed case studies from companies at various points on the way to making reputation thinking fully integrated into every strategic decision.
Key Report Features
- Up-to-date overview of fast-changing communications environment
- Pharma’s standing vis-a-vis other industries
- Corporate vs. product branding
- Perspectives of key stakeholders
- Practical guidance on reputation management
- Latest techniques and data on measuring reputation
- Five case studies showing how companies are approaching reputation management
- Definitions of key terms and concepts
- Understand the new drivers affecting reputation, including social media, and changing attitudes towards authority
- Hear how top companies and industry associations are responding to changes
- Learn how a good reputation can defy adversity
- See how the Pharma industry is perceived vs. other industries
- Discover new ways to measure reputation, and to gauge the ROI of reputation management
- Get unique insights into the reputation management approaches of five pharmaceutical companies
- Acquire practical know-how on the best practices in the industry
- Jon Richter, senior director, Reputation & Policy Communications, Pfizer
- Ray Jordan, vice-president, Communication and Corporate Affairs, Johnson & Johnson
- Stefan Gijssels, vice-president, Communication and Public Affairs, Janssen
- Mike Rulis, global head of communications, Novo Nordisk
- Mindi Dooa, communications director, Astellas Pharma Europe
- Kathryn Metcalfe, director, Deloitte
- Anthony Johndrow, managing partner, Reputation Institute
- Chrystine Zacherau, vice-president of healthcare research, APCO Worldwide
- Marc Rochat, marketing and sales manager, Covalence
“We have one thing going for us and that is we make products that help people either survive or live better lives. That’s the big plus we have as an industry compared with many others and that is what we must focus on.” Mike Rulis, global head of communications, Novo Nordisk
“Doing something because it’s the right thing to do has run its course. Now it’s reputation, because people are asking hard questions about the companies behind the services they buy. If you can’t answer, they will rate you poorly.” Anthony Johndrow, managing partner, Reputation Institute
“The expectation of consumers has changed so much over the years that, in addition to a relationship with a given brand or product, they want to know the company behind it stands for something meaningful and something good.” Jon Richter, senior director, Reputation & Policy Communications, Pfizer
Key Questions Answered
- What constitutes a good reputation?
- What is a good reputation worth?
- What is expected of a pharmaceutical company, and by whom?
- What business practices or messages improve your reputation?
- How is corporate reputation different from product branding?
- Are good deeds good business?
- What are other companies doing to strengthen their reputation?
- How does new reputation thinking fit with existing CSR and communications programmes?
- What are the main steps towards reputational competence?
- Communications and marketing personnel:
- Communications personnel
- Corporate Affairs personnel
- Brand managers
- Reputation personnel
- PR personnel
- Marketing managers
- Executives in all functions
EXECUTIVE SUMMARY
THE REPUTATIONAL LANDSCAPE
Foundations for trust
What Barclays can learn from big pharma
A more central position
No news still good news
Complex communications environment
Dispersion of authority
Pharma not trusted on social media
Trust collapsing in governments
A question of size
Good reputations defy adversity
New narratives emerge
REPUTATION MATTERS
Corporate versus product branding
Talking the corporate story
FIRST STEPS TOWARDS A GOOD REPUTATION
Clear sense of identity
What is a good reputation worth?
Reputation dividend
Pharma Return on Investment study
What constitutes a good reputation?
What is expected of a pharmaceutical company?
Expectations of key healthcare stakeholders
The patient perspective
Industry not listening to patients
Corporate social responsibility
The ethical dimension
First-strike advantage
Access to Medicine Index
Are good deeds good business?
CASE STUDIES: ORGANISING THE REPUTATIONAL JOURNEY
Greater cohesion at Janssen
Defensive programmes
Creating a positive presence
Managing the enterprise reputation at J&J
The Novo Nordisk way
Benefits of DAWN
Get Old at Pfizer
Public attitudes changing
Listening to the affiliates
Changing Tomorrow at Astellas
Voluntary work in local communities
Learning from the best
Learning from the advanced
Reputation diagnostics
ACKNOWLEDGEMENTS
THE REPUTATIONAL LANDSCAPE
Foundations for trust
What Barclays can learn from big pharma
A more central position
No news still good news
Complex communications environment
Dispersion of authority
Pharma not trusted on social media
Trust collapsing in governments
A question of size
Good reputations defy adversity
New narratives emerge
REPUTATION MATTERS
Corporate versus product branding
Talking the corporate story
FIRST STEPS TOWARDS A GOOD REPUTATION
Clear sense of identity
What is a good reputation worth?
Reputation dividend
Pharma Return on Investment study
What constitutes a good reputation?
What is expected of a pharmaceutical company?
Expectations of key healthcare stakeholders
The patient perspective
Industry not listening to patients
Corporate social responsibility
The ethical dimension
First-strike advantage
Access to Medicine Index
Are good deeds good business?
CASE STUDIES: ORGANISING THE REPUTATIONAL JOURNEY
Greater cohesion at Janssen
Defensive programmes
Creating a positive presence
Managing the enterprise reputation at J&J
The Novo Nordisk way
Benefits of DAWN
Get Old at Pfizer
Public attitudes changing
Listening to the affiliates
Changing Tomorrow at Astellas
Voluntary work in local communities
Learning from the best
Learning from the advanced
Reputation diagnostics
ACKNOWLEDGEMENTS
