Reputation Study – British Petroleum Disaster Experience
"The Gulf Spill incident caused the company an enormous reputation damage which in effect diminished its business value."
What Does a Crisis Do to Your Reputation? A Case Study on British Petroleum
Date and time
Thursday, June 16th, 2011
11 am-11:45 pm ET; 8-8:45 am PT, 4-4:45 pm UK
Speakers panel
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| Qaalfa Dibeehi | Steven Walden | Kalina Janevska |
Qaalfa Dibeehi, Chief Operating and Consulting Officer
Steven Walden, Senior Head of Research and Consulting
Kalina Janevska, Consultant and Business Psychologist
Program
In June 2010 BP’s investors saw their holdings in BP shrink to $27.02, a nearly 54% loss of value in 2010. The Gulf Spill incident caused the company an enormous reputation damage which in effect diminished its business value.
The media reported and at the same time shaped the public’s opinion of the company. But what was actually going on in citizen’s minds and how impacted was their decision to buy shares from BP in reality?
Only a month after the incident, using sophisticated tools to measure their subconscious and emotional response to BP’s reputation we find out how the public really felt about the company and whether that was going to change their attitude or behaviour towards BP.
- We look at BP’s brand image and compare it to brands from the same industry
- We understand the relationship the company’s actual (subconscious) reputation has with the public’s stated attitudes towards it
- We investigate the link between the company’s reputation and the public’s willingness to engage in a business deal through shareholding
Learning Objectives
- Learn about the importance subconscious emotional responses have in assessing a company’s reputation
- Discover the public’s true perception of BP’s reputation month after the event and whether it in fact changed their attitude towards the company
- Understand if and how BP’s reputation impacted the public’s intention to buy shares from BP