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  3. In Today’s management-theory industry, reputation—or at least the corporate kind—is a "strategic asset" that can be "leveraged"

In Today’s management-theory industry, reputation—or at least the corporate kind—is a "strategic asset" that can be "leveraged"

admin2021-09-17  71
问题    In Today’s management-theory industry, reputation—or at least the corporate kind—is a "strategic asset" that can be "leveraged" to gain "competitive advantage" ,a "safety buffer" that can be called upon to protect you against "negative news" , and a stock of "organisational equity" that can be increased by "engaging with the stakeholder community" .
   
   The Reputation Institute, a consultancy, revealed the results of its latest "Reptrack" Corporate Reputation Survey. And various spokespersons hammered home the importance of managing reputation. Reputation is so important these days, they said, that we live in nothing less than a "reputation economy" . Plenty of other organisations offer firms "holistic" advice on improving their reputations. The market value of companies is increasingly determined by things you cannot touch: their brands and their intellectual capital, for example, rather than their factories or fleets of trucks. The idea of a "reputation economy" makes intuitive sense: Facebook is worth more than General Motors.
   Nevertheless, there are three objections to the reputation-management industry. The first is that it conflates many different things—from the quality of a company’s products to its relationship with NGOs—into a single notion of "reputation" . It also seems to be divided between public-relations specialists (who want to put the best possible spin on the news) and corporate-social-responsibility types (who want the company to improve the world and be thanked for it).
   The second objection is that the industry depends on a naive view of the power of reputation: that companies with positive reputations will find it easier to attract customers and survive crises. It is not hard to think of counter-examples. Tobacco companies make vast profits despite their awful reputations. Everybody bashes Ryanair for its dismal service and the Daily Mail for its mean-spirited journalism. But both firms are highly successful.
   The biggest problem with the reputation industry, however, is its central conceit: that the way to deal with potential threats to your reputation is to work harder at managing your reputation. The opposite is more likely: the best strategy may be to think less about managing your reputation and concentrate more on producing the best products and services you can. Many successful companies, such as Amazon, Costco, Southwest Airlines and Zappos, have been notable for their intense focus on their core businesses, not for their fancy marketing. If you do your job well, customers will say nice things about you and your products.
   In his "Autobiography" John Stuart Mill argued that the best way to attain happiness is not to make happiness your "direct end" , but to fix your mind on something else. Happiness is the incidental by-product of pursuing some other worthy goal. The same can be said of reputation.
In Paragraph 4, the author mentions the counter-examples to show that reputation______.
选项 A、plays a counteractive role in companies’ getting through difficulties
B、is not correlated with companies’ success
C、can offer customers better customer experiences
D、is attractive to customers as the industry views
答案B
解析 细节题。第四段首先指出声誉管理行业对于声誉强劲的看法过于天真：声誉很容易吸引顾客并能度过危机，随后举出三个反例，烟草公司虽名声不好却盈利很高，瑞安航空服务虽然糟糕、《每日邮报》报道虽然主观，但它们却都获得了成功，可见，公司声誉好坏与公司是否成功无关。B项符合文意。
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