Strategies of
the Season

Reputation Strategy

Reputation strategy is a lot like mixing a cocktail. This is because reputation emerges from social relationships between creators and their stakeholders, whether customers, employees, vendors, creditors, investors, regulators, and social license holders…or thirsty friends. We know a thing or two, and we’ve shared them in hundreds of articles, a few videos, and three books: Mission: Intangible (2010); Reputation Stock Price and You (2012); and the Illustrated Guide to Reputation Risk Management (2021).

Contact us for innovative reputation risk management and cocktail strategies. Follow our periodic cocktail posts on LinkedIn.

Steel City Re Reputation Strategy Services

Steel City Re’s strategic reputation risk services include parametric reputation risk insurances and advisory services using a risk management framework informed by behavioral economics. Fully deployed, the solution tells stakeholders a simple, credible and completely convincing story that manifests in measurable benefits including stock price and credit cost optimization; reduced fines; successful Caremark defense pleadings; and more.

A successful reputation risk management strategy, CSR strategy, or ESG strategy enables a firm to tell its stakeholders an authenticated story that it is exercising superior governance and is in a state of managerial control over that which is mission critical. The journey to this valuable state, which ends with insurance-driven authentication, begins with an assessment of the current state of the enterprise reputation risk management apparatus; i.e., its governance, leadership, controls, and insurance.

The benefits of the journey whose endpoint is an authenticated story stakeholders can appreciate and value are material:

  • improved risk management efficiency and reducing costs by reducing the severity of certain E&O and D&O exposures from derivative and securities litigation;
  • improved board oversight of mission-critical issues outside the usual scope of operational, legal, and financial risks in a Caremark post-Marchand world;
  • improved the management and mitigation of Jack-in-the-Pandora’s-Box of risks that run across the enterprise;
  • better integrated the risk management and communications functions to improve ESG implementation; and
  • elevated the brand, improve the P/E multiple, and boost equity value.

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