Spencer Jordan Fox, Author at Tovera Consulting

Reputation measures of Pharma Companies, should you care?

29 June 2016 by Spencer Jordan Fox

Pharma RepTrak 2016 – a critique This week saw the publication of the latest data on pharma reputation amongst the general public from both Reputation Institute (RI) and Edelman. It is concerning to see that their findings are contradictory. What is a pharma reputation manager to make of this? The studies raise questions around what […]

Obama: A communications misstep that might lead to brand damage for Remain.

29 June 2016 by Spencer Jordan Fox

In a thoroughly good BBC interview led by Hugh Edwards, President Obama very eloquently and rather forcefully put forward his view that the UK should remain in the EU. His reasoning being that the UK would struggle to get a trade deal with the USA outside of the EU. In an earlier interview he also […]

Whatever some may say, Brand is not Reputation (and Reputation is not Brand)

6 April 2016 by Spencer Jordan Fox

By Ann Binnie. I feel the urge to make a “statement of the bleeding obvious”, or at least start a bit of a dialogue about what may, or may not be, self evident. What’s pushed me over from inertia to action – putting digit to keyboard – is the sloppiness with which these terms are […]

Wouldn’t it be great to have your own board of experts?

1 April 2016 by Spencer Jordan Fox

When we launched Tovera Consulting it was with a vision to offer more than a traditional corporate brand and reputation consultancy. Recognising that whilst most of our research and advice would inform brand positioning, reputation management and corporate communications strategies, our experience also told us that sometimes, building reputation isn’t always about a communications outcome. […]

Schillings’ view: Six reputation management must-dos

1 April 2016 by Spencer Jordan Fox

Taken from a recent ‘Reputation Resilience Report’ from the law firm Schillings which reports into the resilience of corporate reputation from the perspectives of the equity analysts, private equity funds and institutional fund managers whose opinions and reviews have the biggest direct impact on corporate valuation of any stakeholder group. These are the summary must-dos: […]

“Consumers are morons”

29 March 2016 by Spencer Jordan Fox

Mark Ritson recently published an opinion piece where he concludes that in light of the relatively small dip in VW sales following the emissions scandal, perhaps consumers are unconcerned with corporate reputation, that they are perhaps, really morons. This got me thinking, are consumers really morons, unconcerned with corporate reputation? It was ten years ago […]

5 reputation management tips for 2016

19 February 2016 by Spencer Jordan Fox

Plan for the fact that managing your CEO’s reputation is part of managing your corporate reputation. There are many examples that demonstrate how the behaviour of a CEO can serve as a catalyst for the unraveling of a corporate reputation, which in turn can lead to value destruction, loss of business and more (e.g. […]

Reputation Measurement: Why Bother?

12 November 2015 by Spencer Jordan Fox

If there’s one thing that (for me) has defined this recent period in business, it’s the seemingly unquenchable desire for businesses to measure stuff. We have KPIs, KPOs, sentiment tracking, brand trackers, reputation, employee engagement, trust metrics… the list goes on. With so many measures, there’s a real risk of racing to achieve a number, […]

Coming Out Fighting

2 November 2015 by Spencer Jordan Fox

Can corporate communicators learn from individuals fighting to protect personal reputation? There was a time, not that long ago, when many high profile individuals lived by the mantra of Never Complain, Never Explain. What this meant in practise was that if a story broke in the media, or if an ex-employee or associate spilled the […]

Spurious Correlations

2 November 2015 by Spencer Jordan Fox

It never ceases to amaze me how some researchers/consultants/journalists can find a correlation between two datasets and then jump to a conclusion that one is absolutely related to, or even causing, the other. At best it’s lazy; at worst, it can lead to bad decisions being made. You see this frequently in political reporting where […]