<p>声誉不仅仅是沟通的结果；它可以实质性地影响战略是否成功执行。其价值在于它所促成的：监管进展、利益相关者信任、市场准入、人才吸引、采纳和增长。如果声誉推动这些结果，那么它的衡量标准不仅仅是可见性，而是利益相关者的看法如何转化为行动。</p>
<p>声誉常常被视为一种附加在业务之上的层，或者被认为是由信息塑造、通过活动管理、并通过报道或情感评估的东西。但这种观点忽视了声誉实际上所做的事情。声誉是影响与您业务最相关的人决定是否与您合作、减缓进展或产生抵制的因素之一。矛盾的是，具有最大声誉影响的风险往往不是通过反应性沟通来最好地缓解，而是通过有意的声誉建设来增强信任、信誉和信心。</p>
<p>在医疗保健领域，这种现实是恒定的。监管机构影响批准的速度。政策制定者和支付方塑造准入。临床医生决定采纳。人才决定在哪里工作以及是否留下。社区影响信任和运营许可。声誉是影响这些决策是否朝着有利于您的方向发展的因素之一。在一个新闻报道碎片化且常常矛盾的现实中，这尤其复杂，报道可能在不同媒体之间显示相似的事实内容，但在深度、框架和情感上存在显著差异。</p>
<p>这就是为什么声誉应该被视为业务的推动力。它决定了战略是否转化为结果。一家公司可以拥有强大的产品线、合理的增长计划和清晰的战略叙述，但如果关键利益相关者不信任其领导层、不理解其价值或不相信其行动与他们的期望一致，执行就会停滞。产品延迟，合作关系削弱，准入收窄，创新放缓，机会丧失。在危机时刻，声誉决定了利益相关者是否愿意倾听、权衡并建设性地回应公司的立场。</p>
<p>这些压力日益全球化。公司正在应对定价和政策的变化，包括最惠国待遇式的压力和美国的交易，这可能会使新药物进入欧洲的经济变得复杂。他们在供应链区域化与全球准入承诺之间取得平衡，在地缘政治审查下扩大试验范围，并在管理政治和竞争风险的同时应对中国生物技术创新的崛起。在每种情况下，声誉问题不仅仅是公司所说的，而是利益相关者是否将其决策视为公平、可信，并与患者、市场和社会的期望一致。这些期望越来越受到政策和媒体动态的影响。行业报道显示出明确的对齐模式，一些公司明确表示与政府保持一致，而其他公司则保持更中立的立场，强调科学、患者和创造就业机会，而不是政治立场。</p>
<p>声誉必须融入业务的运作和决策中，包括领导层、研发、政策、运营和商业战略。公司可以利用分析、数据和洞察来理解业务战略与利益相关者期望的对齐或分歧，并以支持业务结果的方式做出更明智的声誉决策。全球声誉团队必须在公司的使命原则上完全对齐，但必须具备调整推动声誉的举措以满足国家和地方市场变化的权力和技能。</p>
<p>声誉不应仅仅被视为沟通职能。随着大型语言模型（LLM）驱动的搜索越来越多地影响人们如何查找和解读信息，声誉越来越多地影响在 AI 驱动环境中哪些信息被视为可信和有影响力：被视为可信、一致和基于证据的组织更有可能影响 AI 系统如何呈现其科学、品牌和企业定位。如今，从感知到行动的转变发生得更快，且中介更少：74% 的医生报告称每天使用 AI 驱动的工具，超过一半的人表示他们并不总是验证这些系统提供的信息，从而加速了感知转变为决策的速度。这将风险提升到超越可见性，涉及到信息的准确性和可信度，影响患者、提供者、合作伙伴和政策制定者。领导层的感知越来越实时地受到影响，AI 系统在规模、投资和创新方面展示与同行的比较。新的工具正在出现，帮助营销人员监测和塑造 AI 搜索如何框定他们的科学、故事和声誉，通过呈现 AI 驱动的叙述、标记差距和错误信息，并在 LLM 搜索环境中增强一致性、准确性和权威性。</p>
<p>由于声誉驱动结果，因此应以此方式进行衡量。越来越多的组织和董事会将声誉健康与年度董事会风险评估讨论联系起来，考虑到与关键利益相关者保持信任的战略重要性。这意味着超越意识或可见性，理解关键利益相关者的看法如何随时间变化，以及这些变化是否转化为行动。在危机中，声誉帮助塑造公司的立场是否被听到、被相信和被认真考虑，以及利益相关者是否做出建设性的回应。</p>
<p>公司需要以与其他战略资产相同的严谨态度来管理声誉。团队应在传达其科学、价值和使命时保持清晰和一致；使员工能够清晰沟通；并在与患者、提供者、政策制定者、合作伙伴和社区的每一次互动中，故意考虑公司的参与方式。为了建立信任，从而提升声誉，参与必须对塑造获取、采用和长期信誉的利益相关者具有相关性、共鸣和真实性。公司还应建立更系统的方法来监测声誉变化和新兴风险，包括利用人工智能预测新兴风险，使用基于研究的合成受众测试沟通方式，以及评估重大商业决策、临床里程碑、政策立场和企业倡议如何可能影响各利益相关者群体的看法。</p>
<p>因此，管理声誉不仅仅是关于感知，而是通过选择、行为和能够经得起时间考验的系统来赢得信任。一种有效的方法是将初步研究与分析相结合，并利用来自媒体、数字和社交渠道的实时信号，以识别信任在哪里增强、风险在哪里出现、紧张关系如何得到缓解或错误信息如何得到纠正，以及什么可能影响行为。</p>
<p>因为最终，声誉之所以重要，是因为它影响着公司能够实现的目标。</p>

<p>声誉显著影响商业战略的执行，影响监管进展、利益相关者信任、市场准入和人才吸引。它应被视为一种商业推动力，而不仅仅是沟通的结果。公司必须将声誉融入所有运营的决策中，利用数据将商业战略与利益相关者的期望对齐。随着人工智能塑造信息的可信度，组织必须确保其声誉得到准确体现。最终，声誉是一个关键资产，影响利益相关者的认知和行动，尤其是在危机期间</p>

<p>Reputation is more than a communications outcome; it can materially influence whether strategy is successfully executed. Its value lies in what it enables: regulatory progress, stakeholder trust, market access, talent attraction, adoption, and growth. And if reputation drives those outcomes, it should be measured not by visibility alone, but by how stakeholder perceptions translate into action.</p>
<div class="lb-trans"><p>声誉不仅仅是沟通的结果；它可以实质性地影响战略是否成功执行。其价值在于它所促成的：监管进展、利益相关者信任、市场准入、人才吸引、采纳和增长。如果声誉推动这些结果，那么它的衡量标准不仅仅是可见性，而是利益相关者的看法如何转化为行动。</p>
</div><p>Too often, reputation is treated as a layer that sits on top of the business or as something shaped by messaging, managed through campaigns, and evaluated through coverage or sentiment. But that view misses what reputation actually does. Reputation is one of the factors that influences whether the people who matter most to your business decide whether to move with you, slow progress, or create resistance. Paradoxically, the risks with the greatest reputational impact are often best mitigated not through reactive communications, but through deliberate reputation-building that strengthens trust, credibility, and confidence in advance.</p>
<div class="lb-trans"><p>声誉常常被视为一种附加在业务之上的层，或者被认为是由信息塑造、通过活动管理、并通过报道或情感评估的东西。但这种观点忽视了声誉实际上所做的事情。声誉是影响与您业务最相关的人决定是否与您合作、减缓进展或产生抵制的因素之一。矛盾的是，具有最大声誉影响的风险往往不是通过反应性沟通来最好地缓解，而是通过有意的声誉建设来增强信任、信誉和信心。</p>
</div><p>In healthcare, that reality is constant. Regulators influence speed to approval. Policymakers and payers shape access. Clinicians determine adoption. Talent decides where to work and whether to stay. Communities influence trust and license to operate. Reputation is one of the factors that can influence whether those decisions move in your favor. This is especially complex in a reality where news coverage is fragmented and often contradictory, and reporting can show similar factual content across outlets, but with meaningful differences in depth, framing, and sentiment.</p>
<div class="lb-trans"><p>在医疗保健领域，这种现实是恒定的。监管机构影响批准的速度。政策制定者和支付方塑造准入。临床医生决定采纳。人才决定在哪里工作以及是否留下。社区影响信任和运营许可。声誉是影响这些决策是否朝着有利于您的方向发展的因素之一。在一个新闻报道碎片化且常常矛盾的现实中，这尤其复杂，报道可能在不同媒体之间显示相似的事实内容，但在深度、框架和情感上存在显著差异。</p>
</div><p>That is why reputation should be treated as a business enabler. It shapes whether strategy translates into results. A company can have a strong pipeline, a sound growth plan, and a clear strategic narrative, but if key stakeholders do not trust its leadership, understand its value, or believe its actions align with their expectations, execution stalls. Products are delayed, partnerships weaken, access narrows, innovation slows, and opportunities are lost. In moments of crisis, reputation shapes whether stakeholders are willing to listen to, weigh, and respond constructively to a company’s position.</p>
<div class="lb-trans"><p>这就是为什么声誉应该被视为业务的推动力。它决定了战略是否转化为结果。一家公司可以拥有强大的产品线、合理的增长计划和清晰的战略叙述，但如果关键利益相关者不信任其领导层、不理解其价值或不相信其行动与他们的期望一致，执行就会停滞。产品延迟，合作关系削弱，准入收窄，创新放缓，机会丧失。在危机时刻，声誉决定了利益相关者是否愿意倾听、权衡并建设性地回应公司的立场。</p>
</div><p>Those pressures are increasingly global. Companies are navigating pricing and policy shifts, including MFN-style pressures and U.S. dealmaking that can complicate the economics of bringing new medicines to Europe. They are balancing supply-chain regionalization with global access commitments, expanding trial footprints amid geopolitical scrutiny over where research should be conducted, and responding to the rise of Chinese biotech innovation while managing political and competitive risk. In each case, the reputational question is not simply what a company says, but whether stakeholders view its decisions as fair, credible, and aligned with patient, market, and societal expectations. Those expectations are increasingly shaped by policy and media dynamics. Industry coverage shows clear alignment patterns, with some companies explicitly signaling alignment with the administration, while others maintain a more neutral stance, emphasizing science, patients, and job creation over political positioning.</p>
<div class="lb-trans"><p>这些压力日益全球化。公司正在应对定价和政策的变化，包括最惠国待遇式的压力和美国的交易，这可能会使新药物进入欧洲的经济变得复杂。他们在供应链区域化与全球准入承诺之间取得平衡，在地缘政治审查下扩大试验范围，并在管理政治和竞争风险的同时应对中国生物技术创新的崛起。在每种情况下，声誉问题不仅仅是公司所说的，而是利益相关者是否将其决策视为公平、可信，并与患者、市场和社会的期望一致。这些期望越来越受到政策和媒体动态的影响。行业报道显示出明确的对齐模式，一些公司明确表示与政府保持一致，而其他公司则保持更中立的立场，强调科学、患者和创造就业机会，而不是政治立场。</p>
</div><p>Reputation must be embedded in how the business operates and makes decisions across leadership, R&amp;D, policy, operations, and commercial strategy. Companies can use analytics, data, and insights to understand where business strategy and stakeholder expectations align or diverge, and to make more informed decisions about reputation in ways that support business outcomes. Global reputation teams must be fully aligned on the corporation’s mission-based principles but have the authority and skills to adapt initiatives that drive reputation to meet country and local market variations.</p>
<div class="lb-trans"><p>声誉必须融入业务的运作和决策中，包括领导层、研发、政策、运营和商业战略。公司可以利用分析、数据和洞察来理解业务战略与利益相关者期望的对齐或分歧，并以支持业务结果的方式做出更明智的声誉决策。全球声誉团队必须在公司的使命原则上完全对齐，但必须具备调整推动声誉的举措以满足国家和地方市场变化的权力和技能。</p>
</div><p>Reputation should not be treated solely as a communications function. As LLM-powered search increasingly shapes how people find and interpret information, reputation increasingly shapes whose information is treated as credible and influential in AI-driven environments: organizations viewed as credible, consistent, and evidence-based are more likely to influence how AI systems represent their science, brands, and corporate positioning. Today, the translation from perception to action is happening faster and with fewer intermediaries: 74% of physicians report using AI-powered tools daily, and more than half say they do not consistently verify the information those systems provide, accelerating how quickly perception becomes decision. That raises the stakes beyond visibility to the accuracy and trustworthiness of the information reaching patients, providers, partners, and policymakers. Perceptions of leadership are increasingly shaped in real time, with AI systems surfacing comparisons to peers on scale, investment, and innovation. New tools are emerging to help marketers monitor and shape how AI search frames their science, story, and reputation by surfacing AI-driven narratives, flagging gaps and misinformation, and strengthening consistency, accuracy, and authority in an LLM-search environment.</p>
<div class="lb-trans"><p>声誉不应仅仅被视为沟通职能。随着大型语言模型（LLM）驱动的搜索越来越多地影响人们如何查找和解读信息，声誉越来越多地影响在 AI 驱动环境中哪些信息被视为可信和有影响力：被视为可信、一致和基于证据的组织更有可能影响 AI 系统如何呈现其科学、品牌和企业定位。如今，从感知到行动的转变发生得更快，且中介更少：74% 的医生报告称每天使用 AI 驱动的工具，超过一半的人表示他们并不总是验证这些系统提供的信息，从而加速了感知转变为决策的速度。这将风险提升到超越可见性，涉及到信息的准确性和可信度，影响患者、提供者、合作伙伴和政策制定者。领导层的感知越来越实时地受到影响，AI 系统在规模、投资和创新方面展示与同行的比较。新的工具正在出现，帮助营销人员监测和塑造 AI 搜索如何框定他们的科学、故事和声誉，通过呈现 AI 驱动的叙述、标记差距和错误信息，并在 LLM 搜索环境中增强一致性、准确性和权威性。</p>
</div><p>Since reputation drives outcomes, it should be measured that way. Increasingly. organizations and boards are tying reputational health to annual board risk assessment discussions, given the strategic importance of maintaining trust with key stakeholders. That means going beyond awareness or visibility to understand how key stakeholder perceptions shift over time, and whether they translate into action. In a crisis, reputation helps shape whether a company’s position is heard, believed, and seriously considered, and whether stakeholders respond constructively.</p>
<div class="lb-trans"><p>由于声誉驱动结果，因此应以此方式进行衡量。越来越多的组织和董事会将声誉健康与年度董事会风险评估讨论联系起来，考虑到与关键利益相关者保持信任的战略重要性。这意味着超越意识或可见性，理解关键利益相关者的看法如何随时间变化，以及这些变化是否转化为行动。在危机中，声誉帮助塑造公司的立场是否被听到、被相信和被认真考虑，以及利益相关者是否做出建设性的回应。</p>
</div><p>Companies need to steward reputation with the same discipline they apply to other strategic assets. Teams should be clear and consistent in how they communicate their science, value, and purpose; aligning employees to communicate with clarity; and being deliberate about how the company engages in every interaction with patients, providers, policymakers, partners, and communities. To build trust and, in turn, reputation, engagement must be relevant, resonant, and authentic for the stakeholders who shape access, adoption, and long-term credibility. Companies should also establish more systematic ways to monitor reputational shifts and emerging risks, including using AI to anticipate emerging risks, test communications approaches with research-informed synthetic audiences, and evaluate how major business decisions, clinical milestones, policy positions, and corporate initiatives are likely to influence perceptions across stakeholder groups.</p>
<div class="lb-trans"><p>公司需要以与其他战略资产相同的严谨态度来管理声誉。团队应在传达其科学、价值和使命时保持清晰和一致；使员工能够清晰沟通；并在与患者、提供者、政策制定者、合作伙伴和社区的每一次互动中，故意考虑公司的参与方式。为了建立信任，从而提升声誉，参与必须对塑造获取、采用和长期信誉的利益相关者具有相关性、共鸣和真实性。公司还应建立更系统的方法来监测声誉变化和新兴风险，包括利用人工智能预测新兴风险，使用基于研究的合成受众测试沟通方式，以及评估重大商业决策、临床里程碑、政策立场和企业倡议如何可能影响各利益相关者群体的看法。</p>
</div><p>Managing reputation, then, is not just about perception, but about earning trust through choices, behaviors, and systems that hold up over time. A useful approach combines primary research with analytics, and real-time signals from media, digital, and social channels to identify where trust is strengthening, where risk is emerging, where tensions can be mitigated or misinformation corrected, and what may be influencing behavior.</p>
<div class="lb-trans"><p>因此，管理声誉不仅仅是关于感知，而是通过选择、行为和能够经得起时间考验的系统来赢得信任。一种有效的方法是将初步研究与分析相结合，并利用来自媒体、数字和社交渠道的实时信号，以识别信任在哪里增强、风险在哪里出现、紧张关系如何得到缓解或错误信息如何得到纠正，以及什么可能影响行为。</p>
</div><p>Because in the end, reputation matters because it influences what a company is able to accomplish.</p>
<div class="lb-trans"><p>因为最终，声誉之所以重要，是因为它影响着公司能够实现的目标。</p>
</div>

声誉管理：推动利益相关者采取行动并促进业务发展