Managing Online Reputation: How to protect your company on social media
By Charlie Pownall
Palgrave Macmillan, 2015, 236 pages
Books by academics tend to be strong in the first and weak in the second. Books by practitioners are usually the other way round.
I continue to read on in the hope of one day finding the perfect balance between the two.
Before giving my verdict on this contribution, let’s review what Charlie Pownall does well.
He brings an international perspective (he divides his time between Hong Kong and London) and the case studies cover tourist boards, airlines and global brands.
He has real-world experience (he’s a consultant and trainer) and he writes well.
His chapter on activists v corporates is a highlight of the book. While Greenpeace v Shell may not be an original choice, the incident he illustrates (a parody attack) is fresh – and the conclusion he reaches (in praising Shell’s response) is surprising.
The book is well structured, reviewing the threats, then discussing the angry mob (customers, activists etc) before turning to handling crises.
But is this book needed? How could you write about managing reputation or about handling crises in 2015 without discussing digital and social media and 24/7 news?
If it’s a book about reputation management, where’s the discussion of reputation concepts (who owns it, how to measure it)?
If it’s a book about digital and social media, why no discussion of the principle and practice of editing Wikipedia entries, a major talking point this year?
Though useful to public relations students and practitioners (there’s a lifetime’s experience here, and the case studies are very recent), this book is written for senior executives who must have sleepless nights over the risks to reputation.
The message is that they need competent advisers to help them navigate the challenges ahead. So who can they turn to? Lawyers? IT experts? Risk managers? Management consultants? PR consultants?
The answer is all of the above, and the question is not answered about the role of the public relations adviser. Though the need for good PR advice is more important than ever, it’s not clear whether PR consultants will be the winners.
Pownall’s approach appears to be to avoid the term public relations. Though he’s worked for Burson-Marsteller in the past, he seems to find the term too limiting and too discredited. Here’s what he says when discussing Gini Dietrich’s Spin Sucks:
‘Many people consider reputation management to be a function of public relations first and foremost. Yet public relations people are closely associated with spin doctoring and the manipulation of the media, search engines, and anything else they can twist to their advantage.’
So how does this book score on the analysis-anecdote equation?
It’s of most value when the author gives examples. To pick one, who would have thought there could be anything new to say about Malaysia Airlines, yet Pownall has some insights into the early handling of the disappearance of flight MH370.
I find it lighter in analysis – perhaps because a consultant’s advice is necessarily specific to the circumstances and not readily generalisable. There is a chapter on defining online reputation threats, but I find Andrew Griffin‘s framework more practical.
This is a timely and sensible book, and the author provides a useful critique of reading too much into social media conversations:
‘It is … tempting to consider your online reputation as your reputation, a kind of mirror image of what people think about you in the real world. Tempting, but mistaken. An organization’s reputation is the sum of how many different stakeholders view it, from customers, employees, and investors to government, investors [sic], and suppliers, each of which can have very different expectations. But online conversations are usually dominated by discussions about products and services by customers and prospective customers, while other stakeholder voices are voiced less frequently. When was the last time you heard a high-level regulator, pension fund manager, or buy-side analyst actively discussing a company on Facebook?’
Is not this distinction between a customer-centric view and a stakeholder view a key distinguisher between marketing and public relations?
Pownall may protest, but this book demonstrates the continuing importance of public relations.