Spring 2007
“Issues Affecting Reputation Management and Strategic Communications”
How To Be The Best...Runner-Up
E Earn respect with passion
veryone wants to win, but if you accept it as a competitive advan-
tage, being in second place is not actually that bad. And unless
you are category leaders like The Home Depot, McDonald’s,
Coca-Cola or Nike, the majority of corporations are in the same
situation. How you behave as the “small fry,” runner-up or underdog will
reveal much about both you and your corporate reputation. Your actions
during “followership” will have a profound effect on how you maneuver
the competitive marketplace and will reveal the essence of your character
– with a direct impact on your future bottom line.
The following ideas demonstrate a few examples of how you can
capitalize on your current underdog market position through
“followership.” Integrating them with your short- and long-term busi-
ness goals and reputation management planning will provide a surprising
return on investment. As always, it is the CEO’s responsibility to
emulate these characteristics and ensure that they flow smoothly through
the corporate bloodstream. “Do, as I do,” because actions clearly speak
louder than words.
Following To The Top
A recent edition of National Geographic highlighted the extraordinary
accomplishments of the world's greatest mountain climber –
Reinhold Messner.
According to the account, Messner achieved some truly death
defying feats of mountaineering. He trained himself to go without
water and food for days at a time, to withstand extremely low
temperatures, and, overall, to endure exposure to the most brutal
physical conditions. Where others only ventured with team
expeditions, Messner soloed most of the world's highest and most
difficult rock and ice climbs. He came to rely on himself after
losing his brother and climbing partner in an ascent of Rupal Face
of Nanga Parbat in Pakistan. He loved his brother deeply and the
article goes on to describe the emotional struggle of having to leave
his brother behind so that one of them could live. Today, Messner
is without anyone to lead him up a mountain.
When I was a teenager, I had the thrill of climbing Mount Rainier,
one of the highest peaks of the Pacific Northwest. While Messner
would look at this climb as an afternoon stroll, for me it was
immense challenge to make it to the top of the 14,410 foot
mountain. Despite the calendar month (June), our guide led us
through blizzard conditions up to 10,000 feet. As we emerged
through the clouds, we came to the most beautiful site – brilliant
vol. 7 no.
People love the underdog. Everyone wants to see the class brain get the
school beauty queen, the last place baseball team miraculously finishing
first after the “turn around season,” and the hardworking blue-collar kid
receiving his letter of acceptance from Notre Dame. These underdogs are
targets worthy of respect because of two prominent characteristics –
passion and dedication. Incorporating these characteristics as the spirit
in your corporate reputation will gain you the respect you deserve.
Clearly define and hold your position
In 1962, Avis adopted the “We Try Harder” slogan. This is a competi-
tive stance that unmistakably defines their position as an underdog. It’s
remarkable how three simple words can say so much about one’s
character and reputation. Even though the car rental industry has
undergone considerable transformation through globalization and expan-
sion into new business segments, the slogan remains strong and Avis still
{ B E S T. . . R U N N E R - U P - continued on PG 2 }
sunshine and magnificent glaciers, with the region’s other high peaks
poking through the clouds around us.
I never would have made it to that point without a wonderful and
caring guide, one of the best female climbers in the world at the
time: Martha “Marty” Hoey. Like a female Messner, to me she was
a superwoman with incredible stamina and drive, and
undoubtedly able to carry me to the top if necessary. I'll never
forget the experience of following in her footsteps. It was like
climbing a ladder up through the icy slopes and over the crevasse to
the summit. All I had to do was put one foot in front of the other
and follow her to the top. Roped together, I had extreme confidence
as we made it to the top that day and back down to talk about it
later. I learned that you can often have all of the benefits, with few
of the risks, by being a follower. Most importantly, the victory is
always a shared victory.
This issue of the Mt. Vernon Report focuses on the many rewards
of being a good follower, of being a team player, and of achieving
great things with others by both accepting and giving help. We
encourage you to go climb your own mountain both as a leader or a
follower.
{ B E S T. . . R U N N E R - U P - continued from PG 1 }

preserves the number two position it has held for nearly 50 years. Promoting the health of your industry is a win/win situation
The chart below demonstrates how Avis’ percent of market share is
more than twice the share of six of its seven underdog competitors – It’s all about “good karma.” Corporate executives struggle with how to
a desirable position to own. beat the competition and get one step ahead – for many, their goal is
to eliminate their peers. Partnering and engaging the competition to
U.S. Car Rental Company Revenue & Market Share – 2002 create industry ambassadors is a premise that should not be ignored.
Keep in mind that collaborating with competitors can be a win/win
COMPANY TOTAL SHARE % situation. This collaboration creates good karma and enhances your
Alamo reputation in the process. Remember not to forget the “little guys,”
$ 685,005,053 10.50%
Avis $ 1,397,416,649 21.40% and, if one day you become a legitimate industry leader, you will
Budget $ 687,689,677 10.50% command the respect of your peers.
Dollar $ 551,790,857 8.50%
Enterprise $ 240,855,937 3.70% Support your community and build goodwill
Hertz $ 1,828,879,627 28.00%
National $ 792,607,539 12.10% Now that the industry is on board, reach out to the community.
Thrifty $ 238,574,634 3.70% Everyone respects a passionate underdog, so align yourself with
Other $ 105,116,485 1.6% community initiatives and non-profit organizations in similar situations
TOTAL $ 6,527,936,458 100.0% as your company. This brand initiative not only improves the
Source: Abrams Travel Service (Jon LeSage) community in which you live, but further supports your underdog
position. People are sympathetic to peers who experience pain or
Be realistic frustration, including the media, who are especially attentive and
sympathetic to the “small fry” and quick to discount the corporate
Enhance your reputation by admitting who and what you are – in other bully. In short, a solid community relations program benefits everyone.
words, own your “underdog-ness.” Don’t think you or your corporation
are bigger or better than you actually are. Accept reality, and it will Look on the bright side and always remember the glass
eventually pay in spades. Consumers, clients, and employees will always is half-full
respect your honesty and truthfulness. Stepping back and seeking
advice from an independent third party consultant or acquiring Market leaders usually worry about losing market share, while the
reputable industry statistics can be a worthwhile investment. Be a good underdogs usually worry about catching up to the market leaders or
listener. how they can gain. In other words, the winner is concerned with
losing, and the runner-up is concerned with winning! Somewhat ironic,
Embrace change and take calculated risks don’t you think? Consider reality and recognize the hierarchy of lead-
ership in both the industry and your company. Become a self-motivated
Change can be risky, and that’s why so many of us fear it. As the “mini-leader” by viewing the problem as a challenge and presenting it
underdog, you are in a position to ruffle feathers, to be the spoiler, and in a positive light.
to test new theories and approaches. These decisions should always be
based on your company’s set of realistic values. Make “change” part of Don’t be afraid to maintain the perception of second place
your business model and infuse it into your corporate culture. A
business or reputation management plan built around reality will have After billions of marketing dollars and impeccable quality, Toyota is set
more of an impact in the long run. to become the world’s largest automobile manufacturer. However,
sources say Toyota actually fears the newfound position. A March 5,
Consider broad benefits and complications 2007 story in BusinessWeek, “Why Toyota is Afraid of Being Number
One” clearly states the new set of challenges that Toyota CEO Katsuaki
To protect your corporate reputation you should always consider Watanabe is faced with. "We constantly need to think about the
potential problems and set-backs. Hostile take-over, tampered potential backlash against us," said Watanabe. Even if you reach the
products, and embezzlement are just a few examples of what every cor- top, it may make sense to maintain a “we try harder” image.
poration may experience, but some issues may be “underdog-centric.”
For example, the recent proposed merger of XM Satellite Radio, the What you need to ask yourself is, “would you rather be looking ahead
market leader, and Sirius Radio, the underdog, demonstrated the power or looking behind at your competition?” Is it possible that your
of the underdog as it relates to stock performance. Moments after the current existence as the underdog is living in the reality of hindsight?
announcement, Sirius’ stock jumped and XM’s dropped. If your And if so, how can you learn from the category leader? The answer is
objective as an underdog is to be acquired, ruffling the leader’s feathers that it’s all relative and that you are free to position your corporation
may be all you need to do. The point is to look at the world a little and reputation any way you want – the first step is to decide whether
differently considering your reputation and market position. “followership” is right for you.
~ Scott Emberley

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 "What makes a good follower? The single most important characteristic may
well be a willingness to tell the truth. In a world of growing complexity leaders
are increasingly dependent on their subordinates for good information, whether the
leaders want to hear it or not. Followers who tell the truth and leaders who listen
to it are an unbeatable combination."
–Warren G. Bennis (pioneer of the contemporary field of leadership studies)

The Joys of Being Second

There are many different strategies marketers use to establish or
position their brand in the market. It depends on a variety of
circumstances, but the bottom line always concerns how to
competitively position the brand for success. For some, the best
strategy is serving as the underdog. In many instances, this
approach has led to winning campaigns and brand success.
Some of the biggest brand names have enhanced their reputation
by positioning themselves as the second choice, or the alternative.
After a difficult struggle to compete with and beat the PC, Apple
management finally recognized their role in the computer world:
Mac will never be a PC. This recognition has ultimately helped
boost Apple’s reputation and increase its number of loyal
consumers.
introducing their Macs in sleeker, slimmer, and more colorful
varieties than PCs. Apple appreciates that these qualities, along
with the unique graphic and media features, could lead
consumers away from the majority to join their distinctive
consumer base.
Apple users are loyal and highly enthusiastic about the brand. In
the world of computers, you are either an Apple or PC user –
very rarely do consumers cross over. In addition, the introduc-
tion of Apple’s new ad campaign has helped further secure its
followers, reassuring them that they have chosen the right com-
puter, and serves as a means to attract PC users. The campaign’s
message is clear: if you’re tired of the typical problems of your
PC, there’s always an Apple for you.

In accepting this identity, Apple mounted a campaign featuring
its computers as the "un-PC," thus appealing to a demographic
that may be tired of mainstream PCs and ready for something
refreshing. In recent ads, Apple demonstrates that they are the
“other choice,” offering even better graphics and media features
than the business-minded PC. The witty, comical commercials
poke fun at the PC and underline the unique qualities that a Mac
offers its consumers.
While Apple has successfully played the number two spot in
recent computer campaigns, for years they have enjoyed the
number one spot in the music category. Campaigns for the iPod
and iTunes fully demonstrate the company’s position as a
category leader. They are bold, trendy and prominent, and exert
an air of established accomplishment. With the iPod and iTunes,
Apple has effectively championed the music category. The PC
world has yet to catch up.

Apple’s target market is a less business-oriented group that
prefers a user-friendly interface and creative features to
tedious spreadsheets. Apple’s team recognizes PC's consumer
base and the need to differentiate themselves in order to increase
their consumer base.
Apple has successfully become the “other choice” for computer
users positioned as a hip, chic alternative to the mainstream PC
world, and the champion for the MP3 consumers; Apple’s tactics
illustrate how a company can successfully build a reputation by
playing both the underdog and the top-dog.

Even as an underdog, Apple has a trendy image and has always ~ Christine McManus
had a significant following. Over the years, the company has
moved even farther away from the mainstream by

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 Followers Are Worth Training
In many organizations, a worker’s willingness to follow is • Working (effectively) with others – Followers balance
regarded as an asset, not a weakness. These individuals have personal interests with the interests of others and
a strong capacity for “followership.” Followership, a term discover a common purpose. They coach, lead, mentor
with biblical and military roots, can be loosely defined as an and collaborate to accomplish the mission.
individual’s desire to serve others and support a team in its
task to complete a mission. Today, many organizations are • Embracing change – Followers are committed to
encouraging followership to improve company performance constant improvement. They are change agents.
that can create a better balance within the company.
• Adopting the leader’s vision (seeing the big picture
According to Dr. Robert E. Kelley, an expert in leadership from the boss’ perspective) – Followers know the limits
and general management and adjunct professor of business of personal perspective and actively seek others’
at the Graduate School of Industrial Administration at perspectives for greater team effectiveness. They have a
Carnegie Mellon University, “Training effective followers clear understanding of priorities.
demands an investment of company resources, but the
returns are significant.” • Doing the job (competence) – Followers know what’s
expected, strive to be the best, and derive satisfaction from
Many branches of the United States military use applying the highest personal standards. To them, work is
followership programs and initiatives that are critical to their integral to life.
success. Organizations implementing followership training
outside the military need to develop a partnership program • Seeing one’s self as a resource (appreciating
with employees, allowing the free-flowing exchange of ideas, one’s skills) – Followers understand their value as part of
goals, critical thinking and even constructive criticism the organization and care for themselves as assets/
between employees and management. Commitment to a investments.
program like this is critical to its success.
• Communicating courageously
Not everyone in an organization can be a successful leader
These competencies can help mold effective and motivated
or a follower. Below are some key dimensions and character
followers who always strive to be the best. Effective followers
traits for effective followers and followership programs from
want to contribute all they can to take the company forward
“Leading the New Professional,” by Earl H. Potter, William E.
– not backward.
Rosenbach and Thane S. Pittman: ~ Margaret Brady

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Boston, MA 02108

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The Mount Vernon Report™ is published and copyrighted 2007 by Morrissey & Company, an independent Reputation Management and Public Relations firm headquartered at 121 Mount Vernon Street, Boston, MA 02108. Permission to copy and
distribute is granted, provided that full attribution is given to Morrissey & Company. Further commentary or response to any of the topics discussed in this issue is welcome and should be directed to 617-523-4141 or via e-mail to peter@morrisseyco.com.
In an effort to conserve natural resources we have altered the format of the Mount Vernon Report to omit the use of an envelope.

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