Latest news with #reputation
Zawya
4 hours ago
- Business
- Zawya
Group-IB has participated in 1,550 global cybersecurity cases
Cairo - Dmitry Volkov the Founder and CEO of Group-IB highlighted the significant evolution of cyberattacks in recent years, stating that their impact now extends beyond financial losses to include reputation and trust, which are essential for the success of organizations. 'In the past, the cost of a cyberattack was measured in small financial amounts. Today, the situation is entirely different; the cost encompasses both money and reputation. For instance, if a bank suffers a cyberattack and customers start discussing on social media that the bank does not adequately secure their data, this can severely damage the bank's image. Customers might revert to waiting in line at branches rather than using digital applications, posing a major challenge for the bank.' He added, 'To become an expert and a technical witness in this field, one must undergo tough and challenging experiences. We call this 'going through the mill,' which is a necessary experience to gain true knowledge. At Group-IB, we believe our credibility stems from our ability to train and qualify human resources, not just from providing technical services.' 'Fraud is everywhere. We stop it.' He continued, 'We use the term 'fraud' to describe a variety of deceptive practices, including scam calls, phishing websites, and more. It's a global issue, and unfortunately, every time we look at the various schemes showing fraudulent activity, we find they are on the rise.' Volkov noted that the company is committed to localizing technology in every market it operates in, explaining, 'We have high competencies and numerous specialized experts from strong security and technical backgrounds. This is an integral part of what we do in our centers worldwide, including France. We begin by localizing technology and then establish partnerships with many local institutes. We already have partnerships that enable us to offer recognized certifications and training courses.' He added, 'Our training programs are among the best in this field because we have been working in this sector for over 22 years, and that's all we do. Even the technologies we use globally are developed in-house. We are, in fact, the only company that fully develops its technologies with its own teams.' Volkov explained that the company employs a significant number of staff with security backgrounds, stating, 'These employees combine security and technical expertise, and they are the ones developing our products. Even the tools used by security agencies globally are developed by us. This gives our technologies credibility and strength.' He continued, 'We contribute by providing information and analysis regarding the complex strategies of cyberattacks. For example, Group-IB has participated in 1,550 global cybersecurity cases, a number that reflects our volume of work and impact. We don't just offer consulting services; we work with law enforcement and participate in investigations.' Volkov emphasized the importance of cybersecurity, stating, 'If you don't invest in cybersecurity, you won't have a digital economy.' He explained, 'People now realize that cybersecurity is not just a cost center but is critical to developing a successful digital economy.'
CNN
3 days ago
- Business
- CNN
Musk Formally Ends His Time Working In Government - The Source with Kaitlan Collins - Podcast on CNN Audio
Musk Formally Ends His Time Working In Government The Source with Kaitlan Collins 48 mins With his businesses battered, his reputation bruised, and his face sporting a black eye, Elon Musk got a heroes send off inside the Oval Office.
Entrepreneur
3 days ago
- Business
- Entrepreneur
How to build your leadership reputation before you're in the room
If you're a founder, CEO, MD or business owner and you're looking to shorten your sales cycle, secure investment, energise and engage employees, as well as make connections and grow your network, building a strong reputation is important. You're reading Entrepreneur United Kingdom, an international franchise of Entrepreneur Media. And it's even better if you are already building that before you enter the rooms where your key relationships are shaped and formed. 'If marketing is like asking someone on a date, branding is why they say yes,' Goose Agency founder Tom Pestridge said on LinkedIn recently. And reputation is why they agree to become exclusive. Ensuring that your reputation speaks for you before you enter the room is based on three things: narratives, behaviours and networks. Build your narratives People who read management texts, have a communications team or spend a lot of time on LinkedIn are probably tired of hearing that they need to tell stories. Stories have several important functions. Firstly, they serve as connective tissue between humans. They help us build relationships – these are key when growing a business. But in addition to connecting us to others, stories have a reputational function for founders, entrepreneurs and leaders. In his recent book The Narrative Age, Staffbase co-founder Frank Wolf says that reputation consists of narratives, and narratives consist of stories. While his focus is on organisations, it is the same for leaders. 'Narratives enable strategic control over the organization's reputation. While individual stories are important components of the way in which an organization is perceived, narratives offer a more consistent, coherent and practical approach to reputation management.' This practical approach is what one of my interviewees in We Need New Leaders calls vitamins instead of aspirins. The more stories you tell about yourself now, the more trust you build, the more you grow a healthy immune system for you and your business. Then when the inevitable crisis unfolds – and it will – your immune system (the trust you have built with others) protects your reputation during the crisis. Owning the narrative about yourself matters. And to do this, you communicate your perspective through a thought leadership practice of personal and business-related stories on channels that reach your intended audiences wherever they might be – LinkedIn, Substack, TikTok – using a delivery method you're comfortable with (written, video, carousels, podcasts, LinkedIn Live or a combination of these). Behaviours You've met someone – a boss or a peer – who says one thing and does another. We immediately lose trust. Trust is a verb and needs to be demonstrated in our behaviours. People devastate their reputations if they don't behave according to their words. It's that simple. And behaving according to your reputation and values can be immensely beneficial. A recent example is ivee co-founder Amelia Miller, whose business is a back-to-work platform for women who've had career breaks. Amelia says that she and her sister Lydia 'built ivee after watching our mum struggle to return to work, ultimately accepting a 60% salary cut for a role far below her qualifications - which offered limited progression. This is a fate shared by 7 out of every 10 UK women.' It is clearly documented that female founders like Amelia and Lydia do not receive funding at the same rate as male founders do. Atomico's 2024 report showed that only 5% of European Seed funding goes to female founders today. When a new fund called Project Europe was announced, Amelia wrote an emotional LinkedIn post that began, 'Project Europe DO BETTER. The newly announced Project Europe Fund could have been a turning point. Instead, we get the same old story.' She said that the three fund sponsors were all men, that of the 150 founders, only five were women, the investor line-up was almost all men, and eight out of the nine mentors were also men. She continued, 'This is SO dangerous. The start ups getting funded today will build the world we live in tomorrow. And right now, that future is being shaped by an alarmingly homogenous group.' By calling out a powerful group (in her behaviour), Amelia was adhering to her narrative of supporting women. The post went viral. To date, it has 3,978 responses, 447 comments and 144 reposts. Amelia received 28 inbound requests from VC firms, 12 media requests, 450 new ivee sign-ups and new inbound B2B clients. Since then, she's been interviewed by The Times and the Financial Times. Her behaviour matched her story. But in reputation terms, there was a third ingredient in the mix: her network. Networks Amelia is building ivee by having a strong presence online, both on LinkedIn and Tiktok, where she posts regular videos on 'A Day in the Life of a Tech Founder.' Social media, and how you show up, plays an enormous role in the network effect of your reputation. This is why executives in B2B focus of a lot of time and attention on their social media, building a thought leadership practice and making connections that could lead to customer relationships. One CEO I interviewed said he spends up to six hours on social media a week, and that time has increased after he moved into his second CEO role. Some of our networks are digital; many are in person. What other people say about you in your networks is part of your reputation – the uncontrollable part. However, you have a better chance of having a good reputation in all your networks if your words (stories and narratives) match your behaviours. And having a good reputation before you get into the room matters, because people are more likely to want to do business with you. Referrals, goodwill, new clients – these all happen by word of mouth. You build your leadership reputation by telling great stories, behaving in a way that matches your words (and build trust) and showing up in your networks – in a way that is real and authentic to you. Watch the business flow in.
Forbes
4 days ago
- Business
- Forbes
Burberry's Reputation Hits Historic High, Signaling A Turnaround And Rising Sales Ahead
SANTA FE, NEW MEXICO - DECEMBER 9, 2019: A vintage or used Burberrys trench coat for sale at an ... More antique shop in Santa Fe, New Mexico. In 1999 the company, headquartered in London, England, changed the brand name on clothing labels to simply 'Burberry'. (Photo by) In RepTrak's list of the top 100 world's most reputable companies in 2025, Burberry and Chanel were the biggest movers among luxury brands that earned a place on that list. Chanel was luxury's biggest reputational loser, dropping from number 24 last year to 55 this, and Burberry was its biggest winner, moving up 53 positions to reach number 37. Coinciding with Chanel's reputational fall was a reported 5.3% drop in revenues and a 30% year-over-year decline in operating profit. While Burberry ended last year with a 12% decline in comparable retail sales for fiscal 2024/2025, its losses significantly improved in the second half of the year. Burberry's revenues dropped 20% in the first half and only 5% in the second half, an improvement that corresponded with the appointment of CEO Joshua Schulman in July 2024. The results for both companies – Chanel's decline and Burberry's rise – suggest that their reputations are a leading indicator of brand performance in the luxury market, especially since luxury is a considered purchase. If Burberry can overcome the growing macroeconomic headwinds – Bain predicts the personal luxury market will contract between 2% and 5% in 2025 – it should see continued positive momentum through the rest of the year. Remarkably, Burberry's strong reputation index of 74.8 points – its highest ever in RepTrak's study – and ranking as the 37th most reputable company in the world puts it above Chanel (55), as well as Estée Lauder (42), Giorgio Armani (43), Dior (48), L'Oréal (50), Hugo Boss (50), Ralph Lauren (68) and LVMH (79). Only Rolex at number 3 ranks higher among legacy personal luxury brands. And Hermès, which just made the top 100 list last year at number 99, fell off in 2025. Burberry's industry-leading reputational score shows a growing trust, admiration, respect and positive sentiment toward the brand. RepTrak collects over 200,000 consumer survey responses within 14 major markets to compile its ranking, measuring results across seven drivers of reputation, including products and services offered, innovation, workplace, conduct, citizenship, leadership and performance. 'The signals of a potential turnaround for Burberry are highly positive,' Stephen Hahn, RepTrak's chief reputation and strategy officer, said reflecting on its reputational surge. 'Since the appointment of Joshua Schulman as CEO, Burberry's reputation has significantly improved, especially on the merits of innovation and good citizenship,' he continued, adding that Burberry got its biggest reputation bounce in the U.S. Schulman hails from this side of the pond, yet has a deep understanding of the global luxury market. Most recently, he served as CEO of Michael Kors under Capri Holdings, leaving in Mar. 2022, and before that, he was Coach CEO and brand president under Tapestry for three years from 2017 to 2020 where he helped reverse the brand's sales slide. He also was president of Bergdorf Goodman, part of the Neiman Marcus Group for five years and and CEO of Jimmy Choo from 2007 to 2012, which he led from its London headquarters. London-based luxury expert Elizabeth Solaru suggests not being British-born and raised is an advantage for Schulman. Solaru is author of The Luxpreneur: How to Start and Build a Luxury Brand and host of the Luxury Business Podcast. 'Burberry is one of the few legacy British luxury brands and British brands can be very insular. Burberry needs an international outlook and coming from outside the culture, Schulman can see things a British native might miss,' she said. Quick reminder: Burberry's most recent glory days were from 2006 through 2014 under American Angela Ahrendts, who, during her tenure as CEO before leaving for Apple, reined in the use of the brand's ubiquitous check pattern to only 10% of clothing and accessories items. However, Burberry seems to be leaning more heavily into the check lately. Shortly after his arrival, Schulman launched a Burberry Forward turnaround strategy with the goal to 'reignite' desire for the brand. The forward plan hinges on four drivers for growth: Burberry intends to make the most of its 169-year history of heritage and innovation, with innovation being a hallmark of the brand. In 1879, the company invented the water-resistant, breathable gabardine fabric used in its original trench coats and the fabric has been further refined for full water-proof protection in its latest iteration. Britishness will also frame brand storytelling, including partnerships with King Charles' Highgrove House and the V&A and Tate Britain museums. Burberry's heritage rainwear, scarves and capes are considered the brand's 'superpower,' so it will lean into these hero core categories. For example, 'It's Always Burberry Weather' campaign was shot in London and the British countryside. It featured prominent British music, film, fashion and football brand ambassadors, including model Cara Delevingne, footballers Cole Palmer and Eberechi Eze, rap musician Little Simz and actors Barry Keoghan, Zhang Jingyi and Olivia Colman – she played Queen Elizabeth II in the later installments of Netflix's The Crown series. It also has launched 'Scarf Bars' in its flagship stores to let customers get a more personalized experience in purchasing Burberry's iconic scarves. Burberry will move away from its recent expansion into high-end handbags, which hit a wall by being too pricey. New handbag introductions will be in the more accessible under $2,600 (£2,000) range. As it realigns good/better/best price points across all categories, Schulman sees outerwear as offering the most price elasticity at the luxury end. Burberry aims for 'prominence, productivity and profitability' throughout its distribution network, including its roughly 400 directly operated stores, which generated some 84% of $3.3 billion (£2.5 billion) fiscal 2024/2025 revenues. Wholesale (13%) and licensing (3%) make up the rest. In Burberry stores, it will increase 'density' with additional fixturing, restore mannequins to display full looks and enhance cross-category merchandising. At wholesale, it will increase its presence with 'opinion-leading' partners and exit 'non-strategic' accounts. It will also bring more function to the e-commerce user experience with virtual scarf try-on, and what is calls 'Burberry Weather Snap Lens,' which allows online users to virtually experience Burberry style in weather-themed environments through augmented reality. Paul Price, the company's new chief product merchandising and planning officer, will be instrumental executing this initiative. Price previously served as Burberry's chief merchandising officer from 2007 to 2017, overlapping with Ahrendts, before moving on to Top Shop and Top Man. 'As a key member of the Burberry leadership team during the company's peak era of value creation, Paul was responsible for product strategies that led to consistent double-digit growth,' stated Schulman in the hiring announcement. Burberry will strengthen the links between design, merchandising and marketing, what is called the company's 'creative and commercial alchemy.' Reporting structures will be realigned with regional presidents reporting directly to CEO Schulman to move decision-making closer to the customer. Advanced data analytics will be turned on to sharpen company insights, increase agility and yield better cost control. And in organizing for growth, it will 'streamline' the operating model, evolve the ways of working and align its cost base. What streamlining will look like is cutting some 1,700 jobs by 2027. As of March 2025, Burberry employed approximately 8,700 people, nearly 500 fewer than the 9,200 employed in 2024. Last November the company instituted a $54 million (£40 million) cost-saving program and with the latest announcement, it intends to achieve a combined savings of $135 million (£100 million) by Spring 2027. 'After a challenging first half, we have moved at pace to implement Burberry Forward, our strategic plan to reignite brand desire, improve our performance and drive long-term value creation. Our customers are responding to our Timeless British Luxury brand expression,' CEO Schulman stated in the latest earnings announcement. Noting improved brand sentiment, as RepTrak's reputation index verifies, he added: 'The continued resilience of our outerwear and scarf categories reaffirms my belief that we have the most opportunity where we have the most authenticity. 'While we are operating against a difficult macroeconomic backdrop and are still in the early stages of our turnaround, I am more optimistic than ever that Burberry's best days are ahead and that we will deliver sustainable profitable growth over time.' The key from Reptrak Hahn's perspective is that Burberry must 'live up to the expectations of an innovative luxury product brand with a strong reputation – failure to do so would be a major set-back from the company's renewed aspirations.' A further set-back is the last thing that Burberry needs and it looks like Schulman and team are taking the appropriate steps to avoid it.
Fast Company
5 days ago
- Business
- Fast Company
4 strategic reputation moves that attract investors to blue-chip brands
In the investment world, perception is reality. For blue-chip brands and market leaders alike, a strong reputation is both a matter of pride and a strategic asset that can attract capital, maintain shareholder trust, and drive long-term growth. A company's reputation affects everything from stock price stability to investor relations, yet many companies overlook the direct link between digital reputation and a company's investment value. At Status Labs, we've seen firsthand how a proactive approach to online reputation management can make a measurable difference in investor confidence. Here are four strategic reputation moves that blue-chip brands use to attract—and retain—investors in today's reputation-driven economy. 1. CULTIVATE TRUST WITH TRANSPARENT AND TIMELY COMMUNICATION For investors, trust is paramount. Market volatility, economic uncertainty, and the 24-hour news cycle have intensified scrutiny on high-profile brands, making transparency and responsiveness essential to maintaining investor confidence. A 2024 PwC Trust Survey reveals that 93% of business executives believe that building and maintaining trust improves a business's bottom line. Simply put, investors are more likely to place their capital in companies that provide timely, clear information, particularly during times of turbulence. That transparency extends to how a brand manages its online presence and responds to news and social issues. When companies proactively address public issues or clarify complex situations with consistent and clear communication, they reinforce investor trust. Whether it's providing updates on social media or issuing public statements to address misinformation, clear communication reassures investors that a company values its integrity and accountability. 2. OPTIMIZE SEARCH PRESENCE AND DIGITAL REPUTATION FOR INVESTOR RESEARCH Investors conduct extensive research before making decisions, and often turn to search engines and social media to gauge a brand's public image. A recent study from the Financial Industry Regulatory Authority found that 67% of investors aged 18 to 34 and 53% of investors aged 35 to 54 use 'six or more different sources of investment information,' including social media such as YouTube, Reddit, Facebook, and Twitter. That same study found that while 47% of investors admitted to relying on research and tools provided by their financial firm, slightly more investors—48%—said they relied on business and finance articles found on the internet. This makes a company's search presence as important as its financial statements. Investors look for credibility, stability, and positive sentiment in the top search results. One way to optimize online presence is through a well-crafted SEO strategy that promotes favorable content and timely and informative thought leadership, while also addressing any potentially damaging information. At Status Labs, we work with companies to build search resilience by boosting positive content and suppressing misleading or outdated information. By actively managing search visibility, blue-chip brands can shape the narrative that investors see by establishing an online presence that reflects stability, thought leadership, and forward thinking. 3. DEMONSTRATE THOUGHT LEADERSHIP TO STRENGTHEN BRAND VALUE A brand's digital reputation may be a reflection of its past, but it's also a predictor of future growth and innovation. For this reason, investors are drawn to brands that are proactive leaders in their industries. Research from Edelman Trust Barometer (Investor Edition) shows that industry leadership—which can be cultivated through thought leadership-style content—accounts for 59% of a brand's reputation and market value. Thought leadership can be expressed through content that highlights company innovation, executive insights, and industry expertise. Regularly publishing articles, participating in reputable media interviews, and contributing to industry conversations all build investor confidence by positioning a company as a trusted authority. Companies that take control of their narrative and actively engage in discussions about their industry's future attract investors looking for steady, visionary leadership. 4. ESTABLISH A CRISIS MANAGEMENT PLAN TO PROTECT INVESTOR INTERESTS A single crisis can severely impact a brand's reputation—and its stock price. Investors are acutely aware of this, which is why companies that show preparedness in crisis management are more attractive as investment opportunities. A Deloitte survey of 300 executives on reputation risk found that nearly 90% ranked reputational risk as a top concern. Establishing a robust crisis management plan signals to investors that a company is prepared to handle unforeseen events without compromising its values or public image. Proactive monitoring, rapid response protocols, and media-trained executives ensure that a brand can respond effectively to challenges, thereby reducing the chance of reputation damage and financial fallout. For blue-chip brands and industry leaders, reputation is an asset that directly influences investor interest and market stability. By building and maintaining trust, optimizing digital presence, showcasing thought leadership, and preparing for crises, companies can create a resilient reputation that strengthens investor confidence and attracts capital. In a market where reputation increasingly drives valuation, these strategic moves can help companies secure investor loyalty and build a foundation for sustainable growth. In today's economy, where trust and transparency define corporate success, a well-managed reputation is one of the smartest investments a company can make.
