Strategic Approaches to Managing and Rebuilding Organisational Reputation: Insights and Case Studies of South East Nigeria

Aleke Jude Uchechukwu

https://orcid.org/0009-0009-6807-9484.

Faculty of Economics and Management Kampala International University Uganda

ABSTRACT

Enterprises in Eastern Nigeria had substantial difficulties in effectively handling and restoring their reputation, especially in the aftermath of events that undermined public trust. Efficient reputation management requires the use of both immediate and long-term tactics to minimise harm and facilitate restoration. Timely reactions were to be cleared and understood, immediately tackling the issue and involving relevant parties, as shown by KFC’s use of wit and honesty in its marketing to maintain consumer loyalty during a supply chain difficulty. Established regular and reliable communication, actively involving the community, and closely monitoring one’s online presence were essential long-term approaches to regain trust. Having an internal culture that mirrors the intended outward image was crucial. This was shown by Starbucks’ decision to shut down more than 8,000 stores for bias training after a racial profiling incident. Additionally, Online Reputation Management services provide essential knowledge and skills in handling crises, monitoring reputation, and creating good content, hence improving an organisation’s online presence. To successfully restore one’s image in the challenging economic environment of Eastern Nigeria, it was necessary to combine prompt measures with long-term strategic efforts. These efforts were based on practical illustrations and online reputation management services.

keywords: Reputation Management, Eastern Nigeria, Public Trust, Immediate and Long-Term Tactics, Timely Reactions.

CITE AS: Aleke Jude Uchechukwu (2024). Strategic Approaches to Managing and Rebuilding Organisational Reputation: Insights and Case Studies of South East Nigeria. RESEARCH INVENTION JOURNAL OF RESEARCH IN EDUCATION 4(2):1-5. https://doi.org/10.59298/RIJRE/2024/4215