Lately more and more companies in Indonesia to enter the world manage its reputation. Inevitably, what happened with Enron, Arthur Andersen, Merrill Lynch, General Electric and WorldCom became the trigger that brings the wisdom of the importance of managing corporate reputation.

Only, there are several authors note addressing the phenomenon that occurs in the field. There is a tendency that more companies see the company’s reputation is based on internal perceptions. As a result, companies are stuck in a misleading perspective. So, what to do to be able to manage with a good reputation and true?

In this case there is the adage which states that “You can not manage what you can not measure”. Thus, to be able to manage a good reputation takes measurements reputation. This process if done well will be able to demonstrate how the company’s reputation when compared with competitor’s reputation. Besides measuring the company’s reputation can also indicate which sectors and stakeholders that need to be prioritized to be addressed. In general, the results of these measurements also serve as a road map for the reputation management process itself.

Understandable that in order to measure the reputation of the ideal is not easy and required special expertise. Naturally, if some companies make the measurement of reputation with a simpler approach. For example by looking at media coverage to then translate it into a reputation score cards. Indeed, this option is better than no action at all evaluations, although this option is not without its drawbacks. If you look more closely how this approach would seem more focused on recording the outcome of public relations activities in the media, whereas its effect on the target audience measurement escape. Especially if it is associated with the actual role of public relations in the field is not uncommon to only act as a messenger, just candy, fire, or just the scapegoat, rather than as decision makers.

Though measuring the reputation is not enough merely to calculate the gap between what is delivered and perceived by the corporate media has done. Reputation measurement process should start from the determination of key stakeholders of the company. Stakeholders here could include employees, customers, potential customers, suppliers, shareholders, NGOs, mass media, analysts, the Parliament, or the government. Who are the key stakeholders are determined by the type, scope (local, national, regional, global), and the situation (before the IPO, crisis) facing the company. Each of these stakeholders have realized the degree of interest and needs are different.

The second process is to determine the directional components (driver), whether it be the attributes, qualities, feelings, images or anything. In this phase of qualitative research often plays an important role in exploring the components of what became director. In general, there are four basic indicators that can be used as capital in tapping the steering component that determines how strong the reputation of a company. First, the competitiveness of companies in selling their products at a premium price in a long time period. Second, the company’s ability to recruit and retain qualified key staff. Third, the consistency of the company in getting the support of words of mouth in the form of positive recommendations from both the supply and marketing. Fourth, public partisanship when problems occur, not only in the company’s ability to circumvent the media or public criticism.

If the steering component has been established, then the instrument for quantitative research can be arranged. Once the road, would be much better if the instrument is not only aimed to measure the reputation of the company itself, but also outward looking towards competitors and related industries. This instrument such as a questionnaire which of course should be tested reliability and validity. Only well-tested instruments that are proper to use to collect data. The data obtained were then further processed and analyzed to answer the purposes of research.

Piece of research will not mean anything if not followed up properly. Research, however is only one milestone in the management of reputation. Therefore, the results of these studies should be followed up with the preparation of reputational plan that truly actionable. Reputational plan should include priorities to target audiences that are critical have been disigi have a high impact (high impact). Priorities supported by a proactive communications and well-planned. Communicate the message to suit the needs and culture of the targeted communities. The messages are packaged in attractive, both as a verbal message, icon, as well as programs supported by outreach through the media effectively.

Clearly, a strong reputation built from the daily operational actions that are consistent with company values, not just one breakthrough course. In the execution becomes a shared responsibility because it is not enough only charged on the public relations department or the company leadership alone.