Building a reputation along the value chain at Levi Strauss

The Transparent Supply Chain: from Resistance to Implementation at Nike and Levi-Strauss

“…The promise to comply with local laws was a common feature of 1970s' corporate codes, but Levis' code purported to go one step further by indicating that compliance with laws was in addition to its promise to treat workers ''fairly,'' and ''well above the minimum legal standard.'' These sorts of lofty statements on social responsibility were consistent with the image of a good ''corporate citizen'' that the company had long cultivated (Preece et al, 1995;Schoenberger, 2000). However, its reputation for good deeds did not shield Levis from criticism when it began outsourcing its American production to foreign contractors in great quantities beginning in the late 1980s.…”

Investigating the service brand: A customer value perspective

“…A range of studies illustrates the benefits of a strong image and reputation. The benefits include increasing customers' buying intentions (Yoon et al, 1993), promoting higher rates of customer retention (Preece et al, 1995), enabling price premiums to be charged (Greyser, 1995), attracting investors (Fombrun and Shanley, 1990) and helping a firm survive in a time of crisis (Shrivastava and Siomkos, 1989).…”

Linking corporate reputation and shareholder value using the publication of reputation rankings

“…On the one hand this causes higher cash flows (CF) and on the other hand it reduces risks (r) by lowering the vulnerability of cash flows. Enhances perception of quality Grewal et al, 1998 Leads to higher post-purchase and postuse satisfaction Aaker, 1991;Lafferty & Goldsmith, 1999 Increases loyalty Lafferty & Goldsmith, 1999;Nguyen & Leblanc, 2001 Leads to higher customer retention Caminiti, 1992;Landon & Smith, 1997;Preece et al, 1995;Selnes, 1993 Enlarges customer basis, fewer leave and more arrive Rogerson, 1983 If we follow the presented framework then a good reputation will affect the shareholder value. Anderson and Smith (2006) as well as Freiesleben (2006) But if we take this impact as accepted in general, the next question which comes to mind is how corporate reputation is reflected in share prices.…”

“…All of them have in common that they are minimizing the costs and consequently the out flowing cash. Turban & Greening, 1997;Winkleman, 1999 Leads to more loyal behavior Fombrun, 1996 Reduces personnel fluctuation Caminiti, 1992;Dowling, 1986;Eidson & Master, 2000;Nakra, 2000;Preece et al, 1995;Roberts & Dowling, 2002;Winkleman, 1999 Increases morale & productivity Turban & Cable, 2003 Related to the second driver, the discount rate (r), investors are in the center of attention. They are used to assess companies on the basis of their economic risks.…”