For the past twenty years, CDR MediaScan has been analysing one of the most decisive factors influencing the reputation of management companies: how they are perceived by journalists.
Originally launched as a comparative study in the UK and Europe, the initiative has, over the years, become a true barometer of the media’s expectations of asset management firms. It assesses how journalists perceive asset management firms, their executives, their public statements and, more broadly, the value of their brand. To mark its 20th anniversary, the study is expanding to the Asia-Pacific (APAC) region for the first time, offering a more comprehensive view of the evolving relationship between the media and asset managers.
The main takeaway? The fundamentals of reputation remain the same. However, the ways in which we build and maintain it have changed significantly.
In Europe, the United Kingdom and the Asia-Pacific region, journalists continue to identify fund performance and the quality of management teams as the key factors determining an asset management firm’s credibility and value. However, communication practices have changed considerably. Twenty years ago, communications focused primarily on products and their distribution. Following the financial crisis, the sector gradually shifted its focus towards thought leadership, market analysis and the production of high-value-added content. This strategy has helped to bring about a lasting improvement in journalists’ perception of the sector.
Today, a new paradigm shift is underway. Geopolitical tensions, debates surrounding ESG, the proliferation of information channels and the rise of artificial intelligence have raised the profile of asset management firms. However, this increased exposure is accompanied by greater caution in communications.
The journalists interviewed have thus observed a growing trend towards control over public discourse: more restricted access to senior figures and spokespersons, increased reliance on written responses, and stricter vetting of messages. Striking the right balance between controlling communication and ensuring accessibility is becoming one of the sector’s main challenges.
The extension of the study to the Asia-Pacific region also highlights significant cultural differences. In Europe, journalists pay particular attention to transparency, educational value and the clarity of messages. In the APAC region, the visibility of senior executives, the size of the company and its institutional reputation play a more decisive role in brand perception.
The study also reveals different approaches to artificial intelligence. Asian journalists appear to be integrating it more quickly into their working methods, particularly for information gathering and as an aid to writing. In Europe, its use remains more cautious and focuses mainly on transcription, monitoring and trend analysis.
One conclusion is clear: one-size-fits-all communication strategies have reached their limits. International players must now strike a balance between overall consistency and adaptation to local circumstances.
At a time when artificial intelligence is transforming the way information is used and communication channels are multiplying, media relations can no longer be regarded as a mere support function. They have become a key driver of reputation, visibility and differentiation. Understanding journalists’ expectations and perceptions is no longer merely useful: it has become a strategic imperative.
Please do not hesitate to contact us to access the MediaScan CDR and discuss the implications of these developments with our experts.
Kristell le Nadan, Director
Email: Kristell.LeNadan@cdrgrayling.com
Yoann Besse, Managing Director
Email: Yoann.Besse@cdrgrayling.com