{"id":75,"date":"2020-11-30T06:02:01","date_gmt":"2020-11-30T05:02:01","guid":{"rendered":"https:\/\/reputationmanagementitalia.it\/al\/?page_id=75"},"modified":"2022-09-08T02:03:04","modified_gmt":"2022-09-08T00:03:04","slug":"aree-di-competenza","status":"publish","type":"page","link":"https:\/\/reputationmanagementitalia.it\/al\/aree-di-competenza\/","title":{"rendered":"Fushat e ekspertiz\u00ebs"},"content":{"rendered":"\n
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Menaxhimi i Reputacionit<\/p>\n<\/div><\/div>\n\n\n\n

N\u00eb nj\u00eb nga Gjasht\u00eb Memot e tij t\u00eb famshme, “Exactitude”, i paharruari Italo Calvino (nd\u00ebr dhjet\u00eb autor\u00ebt m\u00eb t\u00eb mir\u00eb italian\u00eb t\u00eb shekullit t\u00eb 20-t\u00eb) p\u00ebrqendrohet n\u00eb fuqin\u00eb e fjal\u00ebve. Dhe, nga ana tjet\u00ebr, banaliteti i gjuh\u00ebs n\u00eb rritje n\u00eb epok\u00ebn moderne. Fjal\u00ebt jan\u00eb si nj\u00eb veshje: ato i japin form\u00eb mendimeve tona dhe na lejojn\u00eb t\u00eb vendosim se si d\u00ebshirojm\u00eb t\u00eb perceptohemi n\u00eb publik nga t\u00eb gjith\u00eb ata q\u00eb takojm\u00eb. Reputacioni \u00ebsht\u00eb aseti jo-material m\u00eb i r\u00ebnd\u00ebsish\u00ebm i nj\u00eb kompanie. Mund t\u00eb ket\u00eb nj\u00eb efekt konkret n\u00eb sjelljen e konsumatorit. N\u00eb dit\u00ebt e sotme njer\u00ebzit shprehin mendimin e tyre m\u00eb lirsh\u00ebm se kurr\u00eb m\u00eb par\u00eb, dhe jan\u00eb plot\u00ebsisht t\u00eb nd\u00ebrgjegjsh\u00ebm p\u00ebr t\u00eb qen\u00eb pjes\u00eb e ekuacionit global. Ato mund t\u00eb ndikojn\u00eb n\u00eb reputacionin e nj\u00eb kompanie, nj\u00eb banke ose organi publik. Ata mund t\u00eb ndryshojn\u00eb perceptimin e nj\u00eb personi me ndikim, qoft\u00eb ai person nj\u00eb delegat i kompanis\u00eb, nj\u00eb minist\u00ebr i qeveris\u00eb apo nj\u00eb artist i famsh\u00ebm, duke reduktuar n\u00eb m\u00ebnyr\u00eb drastike kapacitetin e tyre funksional. Sa organizata kan\u00eb nj\u00eb projekt t\u00eb menaxhimit t\u00eb reputacionit q\u00eb mund t\u00eb mbush\u00eb hendekun midis m\u00ebnyr\u00ebs se si perceptohen tani dhe m\u00ebnyr\u00ebs se si do t\u00eb donin q\u00eb pal\u00ebt e tyre t\u00eb interesit t’i perceptonin ato?<\/p>\n\n\n\n

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Marr\u00ebdh\u00ebnia Digjitale me Publikun<\/p>\n<\/div><\/div>\n\n\n\n

Gazeta britanike The Observer<\/em> publikoi dikur nj\u00eb fotografi t\u00eb nj\u00eb proteste publike n\u00eb t\u00eb cil\u00ebn nj\u00eb pankart\u00eb shkruhej: “Ne jemi t\u00eb gjith\u00eb rrjete sociale”. Kjo nuk mund t\u00eb ishte m\u00eb e v\u00ebrtet\u00eb: fal\u00eb uebit, lidhjet e p\u00ebrditshme jan\u00eb rritur n\u00eb nivele q\u00eb nuk mund t\u00eb injorohen m\u00eb. Por sa kompani kan\u00eb nj\u00eb plan plot\u00ebsisht funksional p\u00ebr t\u00eb menaxhuar reputacionin e tyre n\u00eb mediat digjitale dhe sociale? Njer\u00ebzit duan t\u00eb ndihen unik\u00eb; le t’i b\u00ebjm\u00eb ata t\u00eb ndihen t\u00eb r\u00ebnd\u00ebsish\u00ebm – sepse jan\u00eb<\/em> t\u00eb r\u00ebnd\u00ebsish\u00ebm. Suksesi ose d\u00ebshtimi i nj\u00eb produkti ose sh\u00ebrbimi varet prej tyre – nga ajo q\u00eb ata mendojn\u00eb p\u00ebr mark\u00ebn tuaj dhe praktikat e biznesit tuaj, nga mendimet q\u00eb shprehin miqt\u00eb dhe koleg\u00ebt e tyre (dhe m\u00eb pas postojn\u00eb n\u00eb forume online). K\u00ebto variabla, t\u00eb cilat mund t\u00eb b\u00ebjn\u00eb ose t\u00eb thyejn\u00eb shpejt reputacionin e \u00e7do kompanie, jan\u00eb jetike. N\u00eb nj\u00eb bot\u00eb t\u00eb hiper-lidhur, motor\u00ebt e k\u00ebrkimit jan\u00eb vendimtar\u00ebt m\u00eb t\u00eb m\u00ebdhenj t\u00eb reputacionit, sjelljeve shp\u00ebrblyese ose nd\u00ebshkuese me nj\u00eb renditje q\u00eb do t\u00eb ndikoj\u00eb n\u00eb k\u00ebrkimet e ardhshme p\u00ebr kompanin\u00eb tuaj.<\/p>\n\n\n\n

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Public Institucionet Publike dhe vendimmarr\u00ebsit<\/p>\n<\/div><\/div>\n\n\n\n

Menaxhimi i reputacionit 2.0 p\u00ebrfshin d\u00ebgjimin e komenteve me mendje t\u00eb hapur dhe drejtimin e publikut drejt p\u00ebrmir\u00ebsimit t\u00eb perceptimit t\u00eb tij p\u00ebr ju. Publiku \u00ebsht\u00eb potencialisht aleati juaj m\u00eb i madh. Ato mund t’ju ndihmojn\u00eb t\u00eb p\u00ebrmir\u00ebsoni reputacionin tuaj dhe rrjedhimisht fuqin\u00eb tuaj p\u00ebr t\u00eb ndikuar n\u00eb shoq\u00ebri. Ose ta prishni plot\u00ebsisht, n\u00ebse p\u00ebr shembull fronti juaj i reputacionit nuk mbrohet n\u00eb m\u00ebnyr\u00eb adekuate. Sa vendimmarr\u00ebs kan\u00eb n\u00eb dispozicion nj\u00eb plan strategjik p\u00ebr komunikim? Dhe sa prej tyre kan\u00eb mbrojtje 24\/7 n\u00eb koh\u00eb reale t\u00eb pranis\u00eb s\u00eb tyre digjitale, t\u00eb kompletuar me nj\u00eb plan reputacioni p\u00ebr menaxhimin e krizave?<\/p>\n\n\n\n

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Transmedia #Narracion <\/p>\n<\/div><\/div>\n\n\n\n

Termi “narracion” e ka vendosur fort pranin\u00eb e tij n\u00eb fjalorin e vendit t\u00eb pun\u00ebs. Jo vet\u00ebm q\u00eb p\u00ebrfaq\u00ebson t\u00eb ardhmen – tanim\u00eb t\u00eb tashmen, n\u00eb fakt – t\u00eb narracionit t\u00eb markave, por tregon p\u00ebr fuqin\u00eb e kultur\u00ebs bashk\u00ebkohore q\u00eb bashkon historit\u00eb e markave me ato t\u00eb konsumatorit, n\u00eb sintez\u00eb t\u00eb p\u00ebrsosur. \u00cbsht\u00eb pro\u00e7esi p\u00ebrmes t\u00eb cilit krijohen histori t\u00eb reja dhe hapen tregje t\u00eb reja, duke filluar me ndarjen e p\u00ebrmbajtjes dhe ideve q\u00eb vet\u00eb klient\u00ebt nd\u00ebrtojn\u00eb rreth nj\u00eb produkti, sh\u00ebrbimi ose marke. Epoka e thjesht ndarjes s\u00eb p\u00ebrmbajtjes kudo – pa u kujdesur se si \u00ebsht\u00eb marr\u00eb – ka mbaruar. Ju duhet t\u00eb punoni me sisteme q\u00eb parashikojn\u00eb reagime t\u00eb menj\u00ebhershme, si dhe mjete p\u00ebr nararcion kolektiv. \u00cbsht\u00eb e vet\u00ebkuptueshme q\u00eb p\u00ebrdoruesit duan t\u00eb thon\u00eb at\u00eb q\u00eb mendojn\u00eb p\u00ebr historin\u00eb e nj\u00eb marke, por ata gjithashtu duan t\u00eb jen\u00eb n\u00eb gjendje t\u00eb ndikojn\u00eb n\u00eb vet\u00eb mark\u00ebn. Historia e suksesit \u00ebsht\u00eb hedhur posht\u00eb nga shkrimtar\u00ebt dhe \u00ebsht\u00eb l\u00ebn\u00eb n\u00eb dor\u00eb t\u00eb publikut. Ky \u00ebsht\u00eb nj\u00eb territor i paeksploruar, n\u00eb t\u00eb cilin prodhimi dhe konsumi shk\u00ebmbejn\u00eb vendet dhe rivler\u00ebsojn\u00eb synimet e tyre. Kjo \u00ebsht\u00eb nj\u00eb epok\u00eb e nd\u00ebrlidhur, epoka e pjes\u00ebmarrjes reale n\u00eb ueb 2.0. Gjithnj\u00eb e m\u00eb shum\u00eb kompani po punojn\u00eb gjithashtu p\u00ebr t\u00eb krijuar komunitete markash: \u00ebsht\u00eb disi m\u00eb e v\u00ebshtir\u00eb p\u00ebr t’u krijuar, por potencialisht mund t\u00eb \u00e7oj\u00eb n\u00eb shp\u00ebrblime m\u00eb t\u00eb m\u00ebdha. Krijimi i nj\u00eb komuniteti do t\u00eb thot\u00eb t’i ofroni audienc\u00ebs tuaj nj\u00eb platform\u00eb ku ata mund t\u00eb diskutojn\u00eb, ndajn\u00eb, m\u00ebsojn\u00eb dhe takojn\u00eb njer\u00ebz me t\u00eb nj\u00ebjtin mendim. K\u00ebrkon ide t\u00eb qarta, dizajn t\u00eb v\u00ebmendsh\u00ebm, durim, ndjeshm\u00ebri dhe udh\u00ebzim t\u00eb vazhduesh\u00ebm. Shp\u00ebrblimi do t\u00eb jet\u00eb nj\u00eb s\u00ebr\u00eb t\u00eb ashtuquajturve ungjilltar\u00eb – mb\u00ebshtet\u00ebsit tuaj m\u00eb aktiv\u00eb – t\u00eb cil\u00ebt mb\u00ebshtesin mark\u00ebn tuaj. Krijimi i nj\u00eb komuniteti popullor nuk \u00ebsht\u00eb aq i thjesht\u00eb, sidomos pa mb\u00ebshtetje profesionale, por kthimi konkret nga investimi \u00ebsht\u00eb sa i preksh\u00ebm dhe i matsh\u00ebm.<\/p>\n\n\n\n

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Menaxhim Krize<\/p>\n<\/div><\/div>\n\n\n\n

N\u00eb nivelin m\u00eb t\u00eb avancuar, menaxhimi i reputacionit funksionon mbi baz\u00ebn se \u00ebsht\u00eb m\u00eb mir\u00eb t\u00eb parashikohen skenar\u00ebt e rasteve m\u00eb t\u00eb k\u00ebqija dhe t\u00eb p\u00ebrgatitemi mir\u00eb p\u00ebr t’i zgjidhur ato n\u00eb m\u00ebnyr\u00eb efikase sesa t\u00eb presim q\u00eb ato t\u00eb ndodhin dhe m\u00eb pas t\u00eb menaxhohen pasojat. N\u00eb k\u00ebt\u00eb rast, menaxhimi i reputacionit b\u00ebhet menaxhim i kriz\u00ebs dhe p\u00ebrfiton nga teknikat e menaxhimit t\u00eb krizave. Kjo \u00ebsht\u00eb nj\u00eb tjet\u00ebr linj\u00eb mendimi n\u00eb menaxhimin e reputacionit q\u00eb harrohet leht\u00ebsisht: ajo e krizave t\u00eb mundshme t\u00eb reputacionit. Me ardhjen e inovacionit teknologjik 2.0 dhe afirmimin e shtrirjes globale t\u00eb internetit, ndikimi lokal \u00ebsht\u00eb b\u00ebr\u00eb global. P\u00ebr shembull, di\u00e7ka q\u00eb mund t\u00eb konsiderohet si nj\u00eb penges\u00eb e vog\u00ebl mund t\u00eb d\u00ebmtoj\u00eb nj\u00eb mark\u00eb n\u00eb nj\u00eb shkall\u00eb shum\u00eb m\u00eb t\u00eb madhe. M\u00ebnyrat n\u00eb t\u00eb cilat p\u00ebrhapet informacioni dhe “qeveriset” nj\u00eb ngjarje q\u00eb mund t\u00eb rrezikoj\u00eb shitjet jan\u00eb shpesh m\u00eb t\u00eb r\u00ebnd\u00ebsishme se vet\u00eb kriza. Ngjarjet q\u00eb kan\u00eb pak r\u00ebnd\u00ebsi n\u00eb vetvete mund t\u00eb shp\u00ebrthejn\u00eb jasht\u00eb proporcionit dhe situatat q\u00eb nuk kan\u00eb t\u00eb b\u00ebjn\u00eb fare me organizat\u00ebn tuaj mund t\u00eb ken\u00eb nj\u00eb ndikim shum\u00eb negativ n\u00eb shitje, duke kufizuar ndjesh\u00ebm shtrirjen tuaj. Prandaj, menaxhimi i duhur – mund\u00ebsisht parandalues \u200b\u200b- i krizave t\u00eb reputacionit b\u00ebhet nj\u00eb mjet jetik q\u00eb t\u00eb mos zhg\u00ebnjehet ose vihet n\u00eb pik\u00ebpyetje p\u00ebrkushtimi dhe profesionalizmi i nj\u00eb menaxheri ose pronari biznesi nga nj\u00eb moment reputacioni i menaxhuar keq. N\u00eb Itali – nj\u00eb vend i cili p\u00ebr fat t\u00eb keq nuk \u00ebsht\u00eb shum\u00eb i sensibilizuar p\u00ebr tem\u00ebn e menaxhimit t\u00eb rrezikut t\u00eb reputacionit – ka histori t\u00eb shumta q\u00eb konfirmojn\u00eb shprehjen e vjet\u00ebr rreth kushteve t\u00eb politikave t\u00eb vjedhjeve t\u00eb sht\u00ebpis\u00eb q\u00eb p\u00ebrmbushen vet\u00ebm pasi hajdut\u00ebt t\u00eb ken\u00eb hyr\u00eb. Sa keq q\u00eb kur problemi shp\u00ebrndahet, \u00ebsht\u00eb pothuajse gjithmon\u00eb von\u00eb p\u00ebr ta menaxhuar me efikasitet\u2026<\/p>\n\n\n\n

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P\u00ebrgjegj\u00ebsi Sociale<\/p>\n<\/div><\/div>\n\n\n\n

Libri i Gjelb\u00ebr i Komisionit Evropian p\u00ebrkufizon p\u00ebrgjegj\u00ebsin\u00eb sociale si “nj\u00eb koncept ku kompanit\u00eb integrojn\u00eb shqet\u00ebsimet sociale dhe mjedisore n\u00eb operacionet e tyre t\u00eb biznesit dhe n\u00eb nd\u00ebrveprimin e tyre me pal\u00ebt e tyre t\u00eb interesit mbi baza vullnetare”. N\u00eb artikullin tim “Dimensioni etik i jet\u00ebs s\u00eb biznesit” citova fituesin e \u00e7mimit Nobel Milton Friedman, i cili n\u00eb vitet ’80 deklaroi se “p\u00ebrgjegj\u00ebsia e vetme sociale e biznesit \u00ebsht\u00eb t\u00eb paguaj\u00eb taksat”. Koha e ka ndryshuar thell\u00ebsisht k\u00ebt\u00eb koncept. Sot, globalizimi ka shkaktuar shqet\u00ebsime dhe pritshm\u00ebri t\u00eb reja midis konsumator\u00ebve, komuniteteve, organeve publike dhe investitor\u00ebve. Kompanit\u00eb jan\u00eb t\u00eb rr\u00ebnjosura fort dhe t\u00eb lidhura me zon\u00ebn e tyre t\u00eb operimit dhe me shoq\u00ebrin\u00eb n\u00eb p\u00ebrgjith\u00ebsi. Ndonj\u00ebher\u00eb m\u00eb shum\u00eb sesa e kuptojn\u00eb edhe vet\u00eb pronar\u00ebt e bizneseve. Marrja e veprimeve p\u00ebr k\u00ebt\u00eb n\u00eb m\u00ebnyr\u00eb t\u00eb pashmangshme n\u00ebnkupton marrjen e p\u00ebrgjegj\u00ebsive t\u00eb reja t\u00eb cilat n\u00eb t\u00eb kaluar\u00ebn nuk ishin pjes\u00eb e jet\u00ebs s\u00eb p\u00ebrditshme t\u00eb biznesit. Por si gjithmon\u00eb, situatat e reja mund por dhe duhet t\u00eb \u201cmenaxhohen\u201d, dhe nga \u00e7far\u00eb duket si nj\u00eb problem i ri, mund t\u00eb lindin mund\u00ebsi t\u00eb reja shum\u00eb interesante. Kompanive nuk u k\u00ebrkohet m\u00eb thjesht t\u00eb nxjerrin fitime ose t\u00eb b\u00ebjn\u00eb mir\u00eb pun\u00ebn e tyre. Menaxhimi i lart\u00eb duhet t’u p\u00ebrgjigjet pyetjeve n\u00eb lidhje me uljen e varf\u00ebris\u00eb, angazhimin mjedisor dhe social dhe cil\u00ebsin\u00eb e jet\u00ebs. Kompanit\u00eb e sotme duhet t\u00eb merren me nj\u00eb treg v\u00ebrtet global – jo vet\u00ebm n\u00eb kuptimin gjeografik, si\u00e7 e kemi njohur me dekada – por si pjes\u00eb e “rrjetit nervor” t\u00eb shoq\u00ebris\u00eb n\u00eb t\u00eb cil\u00ebn ato operojn\u00eb. T\u00eb p\u00ebrmbush\u00ebsh detyr\u00ebn e dikujt p\u00ebrsa i p\u00ebrket p\u00ebrgjegj\u00ebsis\u00eb sociale nuk do t\u00eb thot\u00eb t\u00eb publikosh nj\u00eb raport social me nj\u00eb list\u00eb t\u00eb thjesht\u00eb veprimesh bamir\u00ebsie: dit\u00ebt n\u00eb t\u00eb cilat mjaftonte t\u00eb \u201cb\u00ebsh mir\u00eb\u201d dhe m\u00eb pas t\u00eb tregosh historin\u00eb n\u00eb nj\u00eb deklarat\u00eb p\u00ebr shtyp, pak para nj\u00eb konference me ushqim t\u00eb bollsh\u00ebm p\u00ebr gazetar\u00ebt, definitivisht kan\u00eb p\u00ebrfunduar. Kompanit\u00eb jan\u00eb pjes\u00eb e nj\u00eb rrjeti kompleks, i cili n\u00eb nivel global lidh t\u00eb gjith\u00eb – \u00e7do institucion me nj\u00eb institucion tjet\u00ebr, \u00e7do kompani me kompani t\u00eb tjera dhe t\u00eb gjitha k\u00ebto me nj\u00ebra-tjetr\u00ebn. Vet\u00ebm zhvillimi i k\u00ebtyre marr\u00ebdh\u00ebnieve (duke filluar, natyrisht, me ato q\u00eb jan\u00eb “m\u00eb t\u00eb af\u00ebrta” dhe n\u00eb nj\u00eb m\u00ebnyr\u00eb q\u00eb \u00ebsht\u00eb graduale dhe e q\u00ebndrueshme p\u00ebr investitorin) mund t’u garantoj\u00eb aksioner\u00ebve nj\u00eb kthim v\u00ebrtet\u00eb t\u00eb r\u00ebnd\u00ebsish\u00ebm dhe afatgjat\u00eb nga investimi.<\/p>\n\n\n\n

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Raportimi i Rrjedh\u00ebs s\u00eb Vazhdueshme<\/p>\n<\/div><\/div>\n\n\n\n

CSR ka evoluar n\u00eb m\u00ebnyr\u00eb digjitale. Fal\u00eb nj\u00eb marr\u00ebveshjeje k\u00ebrkimore dhe p\u00ebrdorimit t\u00eb t\u00eb drejtave intelektuale me nj\u00eb nga ekspert\u00ebt m\u00eb t\u00eb mir\u00eb t\u00eb Italis\u00eb n\u00eb k\u00ebt\u00eb sektor, ne kemi nd\u00ebrtuar “Qendr\u00ebn Sociale” t\u00eb par\u00eb n\u00eb bot\u00eb. Bazuar n\u00eb nj\u00eb projekt t\u00eb lindur n\u00eb 2008 dhe i zhvilluar prej vitesh si nj\u00eb “pun\u00eb n\u00eb progres” n\u00eb versione t\u00eb ndryshme beta, platforma e lan\u00e7uar publikisht p\u00ebrfshin nj\u00eb raport t\u00eb integruar t\u00eb korporat\u00ebs n\u00eb internet t\u00eb disponuesh\u00ebm 365 dit\u00eb, i nd\u00ebrtuar jo vet\u00ebm nga kompania, por nga pal\u00ebt e saj t\u00eb interesuara p\u00ebr t\u00eb parandaluar mund\u00ebsin\u00eb e ndonj\u00eb \u201cndryshimi\u201d t\u00eb fundvitit. N\u00eb k\u00ebt\u00eb skenar, nga publikimi p\u00ebrfundimtar i rezultateve negative b\u00ebhet analiz\u00eb kritike e menj\u00ebhershme dhe nxjerr n\u00eb pah xhepat e joefikasitetit t\u00eb cilat p\u00ebrndryshe do t\u00eb kalonin pa u v\u00ebn\u00eb re. Nuk ka m\u00eb hagjiografi apo “mir\u00ebsi” tipike p\u00ebr raportet shoq\u00ebrore t\u00eb dikurshme. Tregimi i gj\u00ebrave se si jan\u00eb, n\u00eb m\u00ebnyr\u00eb transparente, me statistika dhe shifra q\u00eb publiku mund t’i lexoj\u00eb n\u00eb \u00e7do moment, n\u00eb m\u00ebnyr\u00eb q\u00eb t\u00eb nd\u00ebrtohet nj\u00eb reputacion i bazuar n\u00eb m\u00ebnyr\u00eb solide n\u00eb dialogun e vazhduesh\u00ebm dhe produktiv me klient\u00ebt e kompanis\u00eb, me q\u00ebllim nd\u00ebrtimin e besimit dhe n\u00eb k\u00ebt\u00eb m\u00ebnyr\u00eb duke ndikuar n\u00eb sjelljen e konsumatorit.<\/p>\n\n\n\n

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Marr\u00ebdh\u00ebniet me Mediat<\/p>\n<\/div><\/div>\n\n\n\n

T\u00eb gjitha aktivitetet e menaxhimit t\u00eb reputacionit mund dhe duhet t\u00eb kryhen n\u00ebp\u00ebrmjet shum\u00eb  kanaleve. N\u00eb asnj\u00eb m\u00ebnyr\u00eb nuk \u00ebsht\u00eb mjeti i vet\u00ebm p\u00ebr p\u00ebrhapjen e lajmeve dhe p\u00ebr t\u00eb krijuar reputacionin e nj\u00eb kompanie ose organi publik, ai sigurisht q\u00eb favorizohet nga mediat kryesore, televizioni, radio dhe gazetat – madje edhe p\u00ebrmes agjencive komb\u00ebtare t\u00eb shtypit. Nga k\u00ebndv\u00ebshtrimi i nj\u00eb menaxheri t\u00eb reputacionit, fokusi nuk duhet t\u00eb jet\u00eb vet\u00ebm sasior, si\u00e7 \u00ebsht\u00eb shpesh p\u00ebr zyrtar\u00ebt e shtypit, por mbi t\u00eb gjitha cil\u00ebsor. P\u00ebrforcimi i reputacionit dhe drejtimi pozitiv i sjelljes s\u00eb konsumatorit n\u00eb favor t\u00eb mark\u00ebs nuk vjen domosdoshm\u00ebrisht nga nj\u00eb publikimi i tep\u00ebrt artikujsh. Ai vjen duke i kushtuar v\u00ebmendje identifikimit, p\u00ebrzgjedhjes dhe krijimit t\u00eb p\u00ebrmbajtjes. Dhe nga aty, titujt – pa neglizhuar ndikimin dhe efektin e artikujve n\u00eb ndjenjat publike, ose nevoj\u00ebn p\u00ebr t\u00eb monitoruar dhe menaxhuar menj\u00ebher\u00eb komentet negative ose armiq\u00ebsore n\u00eb sfer\u00ebn digjitale. Pas vitesh k\u00ebrkimesh, me rezultate t\u00eb ndryshme, ne kemi zgjedhur pa m\u00ebdyshje ESPRESSO-n si partnerin ton\u00eb t\u00eb kualifikuar p\u00ebr k\u00ebt\u00eb lloj aktiviteti. Kjo kompani dinamike me baz\u00eb n\u00eb Milano ndan vizionin ton\u00eb “rrethor” dhe strategjik t\u00eb komunikimit t\u00eb korporat\u00ebs rreth nd\u00ebrtimit t\u00eb reputacionit.<\/p>\n\n\n

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Trajnim p\u00ebr Media<\/p>\n<\/div><\/div>\n\n\n\n

Fatkeq\u00ebsisht, Italia nuk \u00ebsht\u00eb nj\u00eb vend i njohur p\u00ebr ndjeshm\u00ebrin\u00eb e saj ndaj kriz\u00ebs s\u00eb reputacionit. Masat priren t\u00eb merren vet\u00ebm si p\u00ebrgjigje ndaj nj\u00eb krize t\u00eb hapur q\u00eb tashm\u00eb \u00ebsht\u00eb duke u zhvilluar, kur \u00ebsht\u00eb tep\u00ebr von\u00eb p\u00ebr t\u00eb menaxhuar n\u00eb m\u00ebnyr\u00eb efektive \u00e7do reagim kund\u00ebr nj\u00eb marke. Nj\u00eb nga dob\u00ebsit\u00eb m\u00eb t\u00eb zakonshme nga ky k\u00ebndv\u00ebshtrim \u00ebsht\u00eb mungesa e nj\u00eb z\u00ebdh\u00ebn\u00ebsi t\u00eb em\u00ebruar t\u00eb mark\u00ebs (nj\u00eb figur\u00eb e lart\u00eb si CEO ose nj\u00eb menaxher i besuar) i cili mund t\u00eb marr\u00eb rolin e drejtuesit ndaj shtypit, autoriteteve dhe n\u00eb p\u00ebrgjith\u00ebsi publikut, n\u00ebse \u00ebsht\u00eb e nevojshme p\u00ebr t\u00eb shuar nj\u00eb kriz\u00eb reputacioni. Trajnimi i k\u00ebtij personi ndjek nj\u00eb rrug\u00eb t\u00eb p\u00ebrcaktuar qart\u00eb, e cila p\u00ebr arsye t\u00eb dukshme nuk mund dhe nuk duhet t\u00eb improvizohet. Menaxhimi i k\u00ebtij aspekti n\u00eb koh\u00ebn e duhur mbron vlerat e aksioner\u00ebve dhe rrit elasticitetin e kompanis\u00eb.<\/p>\n\n\n\n

E v\u00ebrteta \u00ebsht\u00eb se ne t\u00eb gjith\u00eb komunikojm\u00eb n\u00eb baza ditore n\u00eb vendin e pun\u00ebs dhe n\u00eb jet\u00ebn ton\u00eb t\u00eb p\u00ebrditshme, por pavar\u00ebsisht k\u00ebsaj, pak njer\u00ebz i din\u00eb parimet baz\u00eb q\u00eb rregullojn\u00eb komunikimin efektiv, dhe akoma m\u00eb pak din\u00eb t’i zbatojn\u00eb k\u00ebto parime. Ashtu si me shum\u00eb aktivitete t\u00eb tjera njer\u00ebzore, komunikimi ka rregulla dhe kritere t\u00eb sakta p\u00ebr ekzekutim, por nuk \u00ebsht\u00eb gjithmon\u00eb instinktive dhe e natyrshme zbatimi i tyre: t\u00eb marra s\u00eb bashku, ato jan\u00eb bazat e vet\u00eb komunikimit. Termi “themelore” u zgjodh nga studiuesit n\u00eb analogji me at\u00eb q\u00eb ndodh n\u00eb sportet ku \u00e7do disiplin\u00eb ka nj\u00eb s\u00ebr\u00eb l\u00ebvizjesh teknike t\u00eb sakta q\u00eb duhen m\u00ebsuar me kujdes p\u00ebr t\u00eb qen\u00eb i suksessh\u00ebm. N\u00eb mjedisin e korporat\u00ebs, komunikimi i trajtuar me baza t\u00eb dob\u00ebta ka nj\u00eb probabilitet t\u00eb lart\u00eb p\u00ebr t’u mos pranuar si\u00e7 duhet, duke shkaktuar irritim dhe ndoshta edhe duke shkaktuar q\u00ebndrime t\u00eb mosgatishm\u00ebris\u00eb p\u00ebr t\u00eb bashk\u00ebpunuar, me d\u00ebme t\u00eb pashmangshme p\u00ebr sa i p\u00ebrket produktivitetit.<\/p>\n\n\n\n

Sipas hulumtimit t\u00eb kryer nga Holmes Report n\u00eb nj\u00eb kampion prej rreth 400 kompanish t\u00eb m\u00ebdha amerikane dhe britanike, d\u00ebmi ekonomik q\u00eb i atribuohet komunikimit t\u00eb dob\u00ebt dhe munges\u00ebs s\u00eb njohurive t\u00eb pro\u00e7edurave dhe politikave t\u00eb kompanis\u00eb ishte, n\u00eb nj\u00eb vit t\u00eb vet\u00ebm, rreth 37 miliard\u00eb dollar\u00eb, me nj\u00eb kosto mesatare totale p\u00ebr kompani rreth 62 milion\u00eb dollar\u00eb. N\u00eb t\u00eb kund\u00ebrt, kur menaxher\u00ebt dhe personeli i kompanis\u00eb kan\u00eb aft\u00ebsi m\u00eb t\u00eb m\u00ebdha komunikimi, ka kthime financiare m\u00eb t\u00eb m\u00ebdha.<\/p>\n\n\n\n

Duke punuar n\u00eb bashk\u00ebpunim me nj\u00eb ekip studiuesish shkencor\u00eb, kompania jon\u00eb ka krijuar nj\u00eb paket\u00eb mjetesh efektive p\u00ebr t\u00eb trajnuar individ\u00ebt ky\u00e7 n\u00eb organizatat private dhe publike dhe sjell vite k\u00ebrkimesh mbi k\u00ebto tema. Ne kemi krijuar nj\u00eb model trajnimi unik, gjith\u00ebp\u00ebrfshir\u00ebs dhe shum\u00eb profesional p\u00ebr t\u00eb trajnuar menaxhimin e lart\u00eb p\u00ebr t’i b\u00ebr\u00eb ball\u00eb presioneve dhe streseve tipike t\u00eb nj\u00eb krize, p\u00ebr t\u00eb menaxhuar m\u00eb mir\u00eb flukset e komunikimit dhe p\u00ebr t’i b\u00ebr\u00eb ato m\u00eb efektive n\u00eb jet\u00ebn e p\u00ebrditshme t\u00eb korporat\u00ebs.<\/p>\n\n\n\n

Kur nj\u00eb CEO dhe organizata e tyre din\u00eb t\u00eb p\u00ebrdorin bazat e duhura t\u00eb komunikimit, mund t\u00eb v\u00ebrehen p\u00ebrmir\u00ebsime t\u00eb padyshimta n\u00eb performanc\u00eb dhe efikasitet, t\u00eb cilat tejkalojn\u00eb vendin e pun\u00ebs dhe mjedisin e korporat\u00ebs, duke reflektuar pozitivisht nga jasht\u00eb p\u00ebrsa i p\u00ebrket imazhit, ndikimit t\u00eb ushtruar dhe rritjes s\u00eb shtrirjes s\u00eb organizat\u00ebs.<\/p>\n\n\n\n

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Mund t\u2019ju ndihmojm\u00eb?<\/a><\/div>\n<\/div>\n\n\n\n

<\/p>\n","protected":false},"excerpt":{"rendered":"

N\u00eb nj\u00eb nga Gjasht\u00eb Memot e tij t\u00eb famshme, “Exactitude”, i paharruari Italo Calvino (nd\u00ebr dhjet\u00eb autor\u00ebt m\u00eb t\u00eb mir\u00eb italian\u00eb t\u00eb shekullit t\u00eb 20-t\u00eb) p\u00ebrqendrohet n\u00eb fuqin\u00eb…<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"template-full-width.php","meta":[],"_links":{"self":[{"href":"https:\/\/reputationmanagementitalia.it\/al\/wp-json\/wp\/v2\/pages\/75"}],"collection":[{"href":"https:\/\/reputationmanagementitalia.it\/al\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/reputationmanagementitalia.it\/al\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/reputationmanagementitalia.it\/al\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/reputationmanagementitalia.it\/al\/wp-json\/wp\/v2\/comments?post=75"}],"version-history":[{"count":16,"href":"https:\/\/reputationmanagementitalia.it\/al\/wp-json\/wp\/v2\/pages\/75\/revisions"}],"predecessor-version":[{"id":215,"href":"https:\/\/reputationmanagementitalia.it\/al\/wp-json\/wp\/v2\/pages\/75\/revisions\/215"}],"wp:attachment":[{"href":"https:\/\/reputationmanagementitalia.it\/al\/wp-json\/wp\/v2\/media?parent=75"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}