Income and education were important factors; overall, "younger" ekEerly were more influenced by television than over-70 viewers.Demographically, America is getting older. According to the 1978 U.S. census, persons 65 and over constitute nearly 11 percent of the population, and this group is increasing at a more rapid rate than is the general population (8, pp. 27-32; 9, p. 10). This age group has also been found to watch more television than any other. Nielsen statistics (5) show that among people over 55, women watch slightly over 37 hours and men watch almost 33 hours per week.Several factors have been found to affect how the elderly TV viewer perceives television. According to Davis (2), age, more than other socioeconomic factors, determines the viewer's perception, and positive feelings toward television wane as the viewer ages. Phillips and Sternthal (7) concluded that social and psychological changes which accompany the aging process also have an impact on how the elderly process and use information gained from television.The negative portrayal of the elderly on television may also be a factor in their use of television information. In an examination of prime-time dramatic television from 1969 to 1971, Aronoff (1) found that the aging process was associated with increasing evil, failure, and unhappiness. Northcott's (6) 1974 study indicated that the elderly are both under-represented and negatively portrayed, while Harris and Feinberg (4) concluded that under-representation per se was not a main problem, but rather that older characters were essentially one-dimensional and were rarely well developed. Commercials, too, seemed to exhibit
This paper, examines why CEOs often misunderstand and therefore mismanage the reputations of their companies. The paper describes the way corporate reputations are built, maintained and enhanced and suggests that a good reputation needs several elements: (1) that it be part of the corporate strategy, not just a public relations or advertising slogan; and (2) that it be built from differentiating, sustaining activities of the company. The author couples his own experience with the literature on corporate strategy, noting that reputation is part of the corporate positioning process, which has long been considered the core element in strategy. Fortune magazine’s “Most admired companies” and research conducted by the author are used to highlight the variables of corporate reputation and how perceptions of reputation differ internationally. Using these variables, companies can maintain consistency in their reputation globally, while at the same time allowing regions and countries to customise to meet local needs. The paper argues that companies often fail to achieve their desired reputations because of two primary factors: (1) the failure to identify a clear core competency, relying instead on claims of superiority that have little value to the intended audience; and/or (2) “active inertia”, or continuing to do the same things that made the company successful, despite the fact that these things are no longer relevant to the current situation. Examples of companies that have done a good job at building their corporate reputation and examples of some who have had problems are provided, along with a check list of “warning signs” that a company’s reputation is in trouble, along with some suggested actions.
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