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Sosyal İyilik Raporu / JWT
 

Sosyal İyilik Raporu / JWT

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Yeni sosyal sorumluluk anlayışı: "Sosyal İyilik" / JWT

Yeni sosyal sorumluluk anlayışı: "Sosyal İyilik" / JWT

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    Sosyal İyilik Raporu / JWT Sosyal İyilik Raporu / JWT Document Transcript

    • SOCIAL GOOD SEPTEMBER 2011
    • TABLE OF CONTENTSExecutive Summary ...................................................................................... 3Social Good .................................................................................................. 5 The End of Goodwashing ........................................................................ 6 The Rise of Shared Value ........................................................................ 12 Things to Watch: Buy One, Give One Away ............................................ 18 Creative Urban Renewal ........................................................................ 19 Ripping a Page From the For-Profit Playbook ............................................ 27 The Global Do-Good Generation ............................................................ 32 Things to Watch .................................................................................... 35 Gaming for Social Good .................................................................... 35 Beyond Slacktivism: Incentivizing Online Engagement ............................ 37 Donation Channel Innovation ............................................................ 38 Case Studies ........................................................................................ 41Appendix ........................................................................................................ 44 Learn More About Our Experts and Influencers .............................................. 45 Additional Charts .......................................................................................... 49 A note to readers: To make the report easy to navigate, we’ve added hyperlinks to the Table of Contents and Executive Summary, so you can jump immediately to the trends that most interest you. We’ve also added summary pages of each trend where, again, you can click items on the pages to jump to more information (or alternatively, you can read the material straight through). This is a report from JWTIntelligence. Go to JWTIntelligence.com to download this and other trend research.
    • SOCIAL GOODEXECUTIVE SUMMARYWith leaders of multinational organizations embracing socially responsible practices as good business strategy, nonprofitstaking a page from the for-profit playbook to drive results and a socially conscious generation coming of age, we’re seeingnew energy and increasingly innovative initiatives in the area of social good.This report explores how macro trends—including the call for radical transparency, rapid urbanization and advancementsin technology—are influencing social good initiatives across the globe. For instance, expect less “goodwashing,” morecreative strategies for urban renewal and corporations embracing “shared value.”• The End of Goodwashing: Cynical and savvy, today’s consumers expect greater accountability from nonprofits as well as brands involved in cause marketing—e.g., exactly where the money is going and what impact it’s having. More transparency will mean more focus on effecting real change and less “goodwashing.”• The Rise of Shared Value: Rather than simply doling out checks to good causes, some corporations are starting to shift their business models, integrating social issues into their core strategies. The aim is to create shared value, a concept that reflects the growing belief that generating a profit and achieving social progress are not mutually exclusive goals. By reconsidering products and target demographics, forging partnerships with local groups and improving productivity in the value chain, companies can become a force for positive change while enhancing their long-term competitiveness.• Creative Urban Renewal: Human environments will become increasingly important as the global population becomes more urbanized over the next few decades and cities boom. Brands will become key partners in enabling creative strategies for urban renewal—improving local environments, adding beauty or helping to bring communities together.• Ripping a Page From the For-Profit Playbook: Nonprofit organizations are increasingly adopting for-profit tactics, fusing social consciousness with business acumen and focusing on achieving visible change. The shift from blanket or black-hole benevolence to targeted giving and venture philanthropy places more emphasis on cause and effect, measurable results and return on investment.The four macro trends above represent the driving forces in social good today. In addition, this report outlines things towatch in this space, including gamification, new ways to incentivize online engagement and donation channel innovation.We also highlight a number of standout case studies from around the world.METHODOLOGYJWT’s “Social Good” report is the result of quantitative, qualitative and desk research conducted by JWTIntelligence inpartnership with EthosJWT, a unit specializing in brand strategy, ideas and activation for social change and societalbenefit.JWTIntelligence and EthosJWT interviewed experts and influencers from the nonprofit and corporate social responsibilitysectors and conducted quantitative surveys in the U.S., the U.K. and Canada. The surveys used SONAR™, JWT’sproprietary online tool, to poll 908 adults aged 18-plus from June 28-July 6, 2011. 3
    • SOCIAL GOODEXPERTS AND INFLUENCERS* David Belt MIT DAVID BELT, executive NATHAN EAGLE, founder VANESSA EDWARDS, director and founder, and CEO, txteagle head of corporate Macro Sea responsibility, WPP TIM FAVERI, director, KIM FINN, vice president STEVE LEWIS, CEO and sustainability and and managing director, co-founder, Living PlanIT responsibility, Tim Hortons, Inc. EthosJWT, Toronto IRA LISS, CEO and CHARMIAN LOVE, YAO-HUI HUANG, CEO, co-founder, AOK chief executive, Volans Win4Causes WALKER MORRIS, Malawi ALEXIS OHANIAN, co-founder, MILTON PEDRAZA, CEO, country executive, Clinton Reddit; founder, Breadpig Luxury Institute Foundation TONY PIGOTT, president KRISTINE SHINE, vice and CEO, JWT Canada; global president, PopSugar Media director, EthosJWT; co-founder, Brandaid Project *See Appendix to learn more about these experts and influencers. 4
    • SOCIAL GOOD 5
    • THE END OF GOODWASHING DRIVERS TREND MANIFESTATIONS }} Consumer cynicism More (and easier-to-digest) Expectation of radical labeling and reporting transparency (sustainability indexes, Tesco Cynical and savvy, today’s green labeling scheme, Starbucks Global consumers expect greater Reading the fine print Responsibility Report, accountability from nonprofits as Apple’s environmental well as brands involved in cause footprint, Patagonia’s marketing—e.g., exactly where “The Footprint Chronicles,” Social media Best Buy CSR and the money is going and what sustainability webinar) impact it’s having. More Competitive and transparency will mean more government pressures focus on effecting real change and less “goodwashing.” Benefit Corporations taking a holistic approach to More monitoring social good organizations and watchdogs Digitally enabled advocacy groups SIGNIFICANCE/RELEVANCEIt’s no longer enough to simply claim virtuous actions after some token efforts. As consumers learn all they ever wantedto know about the impact of their donations, volunteer efforts and cause-related purchases, brands and philanthropicorganizations will need to ensure their credentials are up to the scrutiny. This goes for internal operations as well aspartnerships. Better to acknowledge flaws in CSR programs and business operations—along with plans on how theseissues will be addressed—than to be found out by watchdogs or engaged individuals and have reputations smearedacross the media. 6
    • THE END OF GOODWASHING TRENDCynical and savvy, today’s consumers expect greater accountability from nonprofits as well as brands involved in causemarketing—e.g., exactly where the money is going and what impact it’s having. More transparency will mean morefocus on effecting real change and less “goodwashing.” DRIVERSConsumer cynicism: Today’s consumers have seen plenty of “goodwashing,” or dubiousPR- or marketing-driven efforts, such as BP’s $125 million investment to position itself asenvironmentally responsible prior to causing a catastrophic oil spill. So people are moreapt to question brands’ commitment to the causes they support: Just over half ofrespondents to our survey agreed with the statement, “I’m skeptical of brands that are Amy Phetaminealigned with charitable/social causes; their efforts seem somewhat halfhearted.”People have also seen nonprofits being taken to task—from Madonna’s Raising Malawito the foundation set up by Three Cups of Tea author Greg Mortenson—so they aresomewhat cynical about charities as well. For example, 88% of our respondents said they are “sometimes suspiciousabout how much of the money I donate actually goes to people in need, as opposed to management and administrativecosts.” (See figure 1a; for country breakdowns, see Appendix, figures 1b-d.) “Brands are becoming far more discerning about who to cooperate with in terms of institutions. Madonna had a problem with her charity, and so did Oprah. So before brands step in to sponsor a charity, it has to have impeccable credentials, have substance.” —MILTON PEDRAZA, CEO, Luxury InstituteExpectation of radical transparency: With the rise of Maximum Disclosure—brands telling consumers more abouteverything from calorie counts to carbon footprints—consumers are growing to expect greater transparency from thephilanthropic world as well. More than eight in 10 of our respondents agreed that “Brands that are aligned withcharitable/social causes need to do a better job of telling me how my donation is benefiting the cause.” And three-quarters of our respondents agreed with the statement, “Brands and companies don’t disclose enough informationabout their charity/social cause programs.” (See figure 1a.)Reading the fine print: People are putting more time and energy into research—they are increasingly apt to seek outmore details about programs and brands that attract their attention and discover additional information aboutenvironmental impact, business practices and more. Indeed, 55% of our survey respondents reported doing research tolearn how their funds are allocated before donating to a charitable organization; Millennials and Gen Xers are the mostdiligent cohorts, with around 60% in agreement. (See figure 1a.) 7
    • THE END OF GOODWASHING Figure 1A: RISE OF CONSUMER CYNICISM AND “My sense is that, with EXPECTATION FOR TRANSPARENCY (U.S., U.K., CAN) the younger generation, Percentage who agree with each of the following if they cannot read Millennials (18-33) Gen X (34-46) Boomers (47-66) things about your company on the Web, you have very little credibility in their eyes. … It is I’m skeptical of brands that are aligned with charitable/social causes, their efforts seem somewhat halfhearted I’m sometimes suspicious about 53% 49% 55% } 52% almost like they do not believe you unless they can read it for themselves and get comfort that someone out how much of the money I donate actually goes to people in need, as opposed to management and administrative costs 85% 87% 92% } 88% there has blogged or given the issue Brands that are aligned with the ‘Like’/thumbs up.” –TIM FAVERI, director, sustainability and charitable/social causes need to do a better job of telling me how my donation is benefiting the cause 86% 84% 83% } 84% responsibility, Tim Hortons, Inc.Social media: Facebook, Twitter and other social Brands and companies don’t disclose enough information about their charity/social cause programs 71% 77% 77% } 75%platforms have made it easy for anyone to become an I do background research to learnagent of social change. With a quick click, activists,watchdogs, thought leaders and average Joes can exactly how my funds are allocated before donating money to a charitable organization 45% 60% 61% } 55%disseminate their perspective to the masses, bringingvaried points of view to light and limiting anorganization’s ability to gloss over less flattering facts. I wish there was an easier way to see the direct impact my time/monetary donations have 86% 84% 83% } 84%Competitive and government pressures: Legal requirements and competitive pressures are forcing businesses aswell as nonprofits to more fully disclose everything from carbon footprints and labor practices to metrics charting acharity’s effectiveness.“We are being pushed by socially responsible investors and other stakeholders to measure the‘impact’ or ‘outcomes’ of our social/community programs. I think this will be a big area of interestand focus in the next few years.” —TIM FAVERI, director, sustainability and responsibility, Tim Hortons, Inc.More monitoring organizations and watchdogs: Third-party charitynavigator.orgorganizations are making it easier for people to find out moreabout individual charities and how they stack up. Guidestar,for instance, has aggregated information on more than 1.8million nonprofits and 6.6 million people in the sector withthe hopes of getting organizations to share their information more “openly and completely.” Charity Navigator evaluatesmore than 5,500 American charities based on their organizational efficiency and how well they sustain their programsover time, while the more stringent American Institute of Philanthropy (billed as “the pit bull of watchdogs”) is on amission to “educate the public about the importance of wise giving.” 8
    • THE END OF GOODWASHINGAiming to build a more transparent marketplace, GoodGuide is a website that uses a staff of researchers (chemists,toxicologists, nutritionists, etc.) to rate consumer products based on a wide range of criteria. Its mobile app allowsconsumers to scan products and get instant ratings to help them “Find safe, healthy, and green products,” as GoodGuide’stagline states. In 2010, GoodGuide announced plans to build a portal where manufacturers can learn how to boost their ratings. goodguide.comDigitally enabled advocacy groups: Digital media ishelping advocacy groups reach a broader audiencewith messages about avoiding brands that useoffending ingredients, unsavory labor practices and soon. With so much information out there, these groupshelp simplify issues for consumers while pushingcorporations to keep it clean. The Rainforest ActionNetwork, for instance, relies on aggressive marketingcampaigns against practices perceived as harmingrainforests and natural resources; its mission is to getcompanies to “balance profits with principles, [and] to ran.orgshow that it is possible to do well by doing good.” MANIFESTATIONSMore (and easier-to-digest) labeling and reporting: Some of the world’s leading brands are making the environmentalimpact of their products and operations more transparent. At the same time, reporting is becoming more visually driven,making sometimes complex information more digestible.• Sustainability indexes: Since 2009, Walmart has been working with vendors to develop a sustainability index for all its products. The retailer sells so many products and has such an extensive global presence that the initiative could eventually be a tipping point for universal eco-labeling. IKEA recently announced a “Sustainability Product Score Card” for its products, saying that by 2015, it aims to make the bulk of its home furnishing products more sustainable than predecessor or competing products.• Tesco green labeling scheme: Under this government-led voluntary program, the U.K.-based retail giant is working to label the 70,000 products on store shelves with carbon emissions data. So far Tesco has labeled more than 500 products. 9
    • THE END OF GOODWASHING• Starbucks Global Responsibility Report: Among the annual responsibility reports that companies publish, which include updates on progress toward CSR and related goals, some stand out for their ability to make the information more digestible. Starbucks, for example, uses a visually driven format to reveal its progress in the areas of coffee purchasing and farmer support, community involvement, cup recycling and energy and water conservation; this is viewable under the Responsibility tab of the company’s website.• Apple’s environmental footprint: Apple’s website reveals its greenhouse gas emissions and outlines the environmental footprint of all its products in a visually appealing way.• Patagonia’s “The Footprint Chronicles”: The outdoor-gear brand details the environmental impact of its products, listing “the good” and “the bad” for each (e.g., the Nano Puff starbucks.com/responsibility Pullover jacket’s water-repellent finish contains a “synthetic chemical that is now persistent in the environment”).• Best Buy CSR and sustainability webinar: In mid-2011, Best Buy took a brave leap into transparency by hosting a discussion of its annual sustainability report with a live audience via Livestream and Twitter.Benefit Corporations taking a holistic approach to social good:While capitalism in the past century blossomed around theidea of increasing shareholder value, a new crop ofcorporations known as Benefit Corporations (or B Corps)operates under recently adopted legal provisions that make apple.com/environmentit easier to put sustainability and accountability at the centerof the business model. B Corps can legally consider allstakeholders when making decisions, not only stockholders.To become a B Corp, companies must be certified by B Lab, a nonprofit that evaluates a business’s operations and legalframework to ensure that doing good is ingrained in the DNA. There are nearly 450 B Corps across North America andthe EU—including Method and Seventh Generation—and they generate $2.18 billion in revenue across 54 industries,according to bcorporation.net.“The answer is not to play ‘gotcha’ at the back end. The answer is getting in front of the problemand preventing situations in the first instance.” —TIM DELANEY, president, National Council of Nonprofits, “Can You Know Where Your Charity Dollars Go? Not Easily,” npr.org, May 6, 2011 10
    • THE END OF GOODWASHING SIGNIFICANCE/RELEVANCEIt’s no longer enough to simply claim virtuous actions after some token efforts. As consumers learn all they ever wantedto know about the impact of their donations, volunteer efforts and cause-related purchases, brands and philanthropicorganizations will need to ensure their credentials are up to the scrutiny. This goes for internal operations as well aspartnerships. Better to acknowledge flaws in CSR programs and business operations—along with plans on how theseissues will be addressed—than to be found out by watchdogs or engaged individuals and have reputations smearedacross the media. POTENTIALWith consumers on high alert, claims must be solid: Consumers will see through “goodwashing” and similar practices.And transparency is essential too. It’s likely that simply being open will matter more to consumers than the specificinformation revealed.As more corporations spell out their CSR credentials and nonprofits more clearly illustrate their mission, it will becomeincreasingly important to practice Visual Fluency—that is, convey complex information in an easily digestible way. People intoday’s attention-scarce economy prefer a graphic synthesis of information to an avalanche of data and reading material.Watch for more businesses to follow the lead of companies like Best Buy, which is opening up a two-way dialogue aboutits CSR reporting; Patagonia, which divulges the shortcomings of its products in addition to their green credentials; andStarbucks, which lets consumers easily check the company’s progress toward self-imposed CSR goals. Such efforts willhelp companies differentiate themselves from the cacophony of CSR messaging.Meanwhile, brands with the cleanest credentials can ramp up efforts to educate consumers about why they should careand apply competitive pressure on organizations that have been slow to adopt the “Do no evil” creed or are still practicingold-school philanthropy.Brands that don’t become more responsible for their social impact and act more sustainably will lose ground. 11
    • THE RISE OF SHARED VALUE DRIVERS TREND MANIFESTATIONS }} New opportunities in emerging markets Rather than simply doling out checks to good causes, some corporations are starting to shift Reconceiving products to their business models, Pressure to cut costs and address social issues carbon emissions integrating social issues into (Campbell’s Nourish, their core strategies. The aim is Philips’ “Sustainable to create shared value, a concept Energy Solutions for Blurring lines between Africa,” GE’s Vscan) that reflects the growing belief business, nonprofits and government that generating a profit and achieving social progress are not mutually exclusive goals. By Reconceiving supplyLooming resource shortages reconsidering products and chains (Sabritas’ Educampo target demographics, forging project, Marks & Spencer’s “Plan A,” Walmart’s fuel- partnerships with local groups efficient trucks) Consumer expectations and improving productivity in the value chain, companies can become a force for positive change while enhancing their The Millennial outlook long-term competitiveness. SIGNIFICANCE/RELEVANCEBy putting shared value at the center of their strategy, brands can benefit their business, their customers and society ingeneral. Companies should identify needs and develop products, services and/or processes to meet them; invest in thecharitable, nonprofit and/or NGO space; and seek ways to reduce fuel consumption, which reduces costs and emissions.In the long term, these strategies can expand companies’ market presence, insulate them from shocks in the supplychain and improve the way they are perceived by consumers. 12
    • THE RISE OF SHARED VALUE TRENDRather than simply doling out checks to good causes, “The concept of shared value can be defined assome corporations are starting to shift their business policies and operating practices that enhancemodels, integrating social issues into their core strategies. the competitiveness of a company whileThe aim is to create shared value, a concept that reflectsthe growing belief that generating a profit and achieving simultaneously advancing the economic andsocial progress are not mutually exclusive goals. By social conditions in the communities in whichreconsidering products and target demographics, forging it operates. Shared value creation focuses onpartnerships with local groups and improving identifying and expanding the connectionsproductivity in the value chain, companies can become a between societal and economic progress.”force for positive change while enhancing their long-term competitiveness. —MICHAEL E. PORTER AND MARK R. KRAMER, “Creating Shared Value: How to reinvent capitalism—and unleash a wave of innovation and growth,” Harvard Business DRIVERS Review, January-February 2011New opportunities in emerging markets: As businesses seek “We have observed thatnew sources of revenue in emerging markets, they are comingto see that they can generate opportunities for growth if they companies that choose to takehelp to address some of the endemic problems they find (for on a more proactive approachexample, by creating relevant products and services and in the form of ‘socialinvesting in sustainable manufacturing processes). In Africa, for innovation’ are capturing much greaterexample, where an estimated 560 million people live withoutelectricity, new solar-powered technologies offer a cheap way to competitive advantage. This competitiveprovide families with lighting. advantage is rooted in an ability to create new products and services that deliver socialPressure to cut costs and carbon emissions: Companies aredeveloping more sustainable,low-cost manufacturing and transport and environmental impact alongside financialpractices as they seek ways to both reduce costs and fall in line with impact, gain access to new markets, engagepressures to cut carbon emissions. These practices,and others and retain their internal talent, as well asfocused on stewarding natural resources,can be both economical build brand differentiation in the market.”and effective,cutting pollution and improving local living conditions. —CHARMIAN LOVE, chief executive of social innovation consultancy VolansBlurring lines between business, nonprofits and government:Corporations are partnering with governments and nonprofits—from academic institutions to development organizations—inalliances that advance the objectives of all parties. As part of The Cocoa Plan, Nestlé, for example, has partnered with NGOs,governments and private companies in an effort to help cocoa farmers run profitable farms, improve production, respect theenvironment and better their local communities. We’re also seeing more social business enterprises—organizations thatcomprise both for- and nonprofit components—such as Waste Concern, which promotes recycling and waste management inBangladesh, and Terracycle, which helps to collect waste in more than a dozen countries and upcycles it into sellable products.As Michael E. Porter and Mark R. Kramer wrote in Harvard Business Review earlier this year,“The principle of shared value creationcuts across the traditional divide between the responsibilities of business and those of government or civil society. From society’sperspective, it does not matter what types of organizations created the value. What matters is that benefits are delivered by thoseorganizations—or combinations of organizations—that are best positioned to achieve the most impact for the least cost.” 13
    • THE RISE OF SHARED VALUE “We’ll see a growing recognition (at least among the most progressive companies) of the opportunities associated with sustainability and a greater commitment to creating ‘shared value’ for business and society. In terms of implementation, partnerships are often essential because of the complex nature of the challenges being addressed.” —VANESSA EDWARDS, head of corporate responsibility, WPPLooming resource shortages: In today’s globalized Figure 2A: CONSUMER EXPECTATION FORenvironment, demand for resources is growing RESPONSIBLE BUSINESS (U.S., U.K., CAN)exponentially, and experts are sounding warnings about Percentage who agree with each of the followinglooming shortages. In Africa, for example, political instabilityand antiquated farming techniques mean volatile supply Millennials (18-33) Gen X (34-46) Boomers (47-66)chains and greater risk for companies. Corporations aretrying to ensure the long-term viability of key resources by 84%improving living conditions and providing communitieswith new, more sustainable technologies. Brands and big corporations should take responsibility for improving the world 89% 87% }87%Consumer expectations: Consumers care about socialresponsibility and expect corporations to care as well, asour data shows: 87% of respondents across the marketssurveyed agreed that “Brands and big corporations Companies need to do more good, not just less bad 88% 88% 93% } 90%should take responsibility for improving the world.” I believe brands are ableMoreover, 90% felt that “Companies need to do moregood, not just less bad.” (See figure 2a; for country to be both powerful/ profitable and kind to the world at the same time 88% 88% 92% } 90%breakdowns, see Appendix, figures 2 b-d.)The Millennial outlook: Millennials, who tend to be optimistic, entrepreneurial and socially engaged, are entering thebusiness world and bringing this mind-set with them. This globally connected generation wants to effect socialchange and use intuitive, commercial strategies to do so. (See “The Global Do-Good Generation,” page 32.) MANIFESTATIONSReconceiving products to address social issues: Global brands are developing products and services tailored to addressissues prevalent in the markets where they operate.• Campbell’s Nourish: Distributed in Canadian groceries, Nourish is a single-serving can of soup designed to provide a complete daily serving of three key food groups at a low cost. Campbell’s considers the product both a commercial opportunity and a way to address hunger and food security issues. Additionally, the company donated 200,000 cans of Nourish to Food Banks Canada. Campbell’s has developed partnerships with nonprofits such as the World Food Programme and local governments, and is considering rolling out Nourish in other markets.• Philips’ “Sustainable Energy Solutions for Africa”: As part of this solar-focused effort, Philips is partnering with the Dutch government in a bid to provide affordable, sustainable energy solutions to some 10 million people across 14
    • THE RISE OF SHARED VALUE lighting.philips.com 10 sub-Saharan African nations by 2015. The Solar Home wfp.org System, for instance, is a low-cost, highly efficient light for Projects that create shared value “sidestep homes and small businesses. Its solar-charged battery pack the age-old debate about whether business powers two LED lamps, and a full day’s charging in the sun is good or evil. ... They just want to solve can provide more than five hours of light. A cheap, lightweight social problems in the most effective way solar reading light is designed to help children complete their they know how, and engaging business homework at night or allow people to read in the evening. know-how, resources and the profit• GE’s Vscan: GE started selling this smartphone-sized imaging motive turns out to be an important part tool, which brings ultrasound technology to physicians’ of many solutions.” pockets, in 2010. The device has an hour’s worth of battery life, allowing medics to diagnose patients in the field—most —LESLIE R. CRUTCHFIELD, JOHN V. KANIA, and notably in crisis zones where access to power is limited—and MARK R. KRAMER, “Do More Than Give: The Six along bedsides. With a price tag just under $8,000, the Vscan Practices of Donors Who Change the World,” offers a considerably cheaper alternative to standard as reprinted in Fast Company, March 2011 ultrasound machines, which can cost upward of $100,000.Reconceiving supply chains: Faced with rising manufacturing andtransportation costs—especially as the price of oil increases—businesses are starting to reduce packaging and reconfiguretheir logistics systems, steps that both save money and lowercarbon emissions.• Sabritas, Educampo project: As part of efforts to improve the sustainability of its corn supply, Sabritas works with farmers close to its factories in Mexico, in collaboration with the Mexican Foundation for Rural Development. The PepsiCo- Vscan Primary Care Online Brochure owned snack brand provides seeds, fertilizer, water usage guidelines and agrochemicals to help farmers increase their yields. Between 2008 and 2010, the project helped close to 300 small families, and the average corn yield more than doubled. Meanwhile, PepsiCo was able to lower transportation costs while ensuring access to the type of corn best suited to its 15
    • THE RISE OF SHARED VALUE needs. The company runs similar agricultural programs in other countries, including Russia and China.• Marks & Spencer, “Plan A”: The British retailer Marks & Spencer has committed to the lofty goal of becoming the world’s most sustainable major retailer by 2015. The company reported that in 2010/2011, this ongoing initiative contributed to a net benefit of £70 million for M&S. Among other strategies, the retailer switched its delivery fleet to 50% bio-diesel fuel and implemented a “‘green’ business travel policy to reduce CO2 emissions caused” by travel. It is currently upgrading its refrigeration pepsico.com systems in stores, leading to a reduction in greenhouse gas emissions.• Walmart’s fuel-efficient trucks: Walmart is working to double its truck efficiency by 2015 (based on a 2005 baseline), switching to fuel-efficient tires, recalibrating engines and adding aerodynamic elements to truck carriages. It has also replaced two-thirds of its nearly 7,000-truck fleet with fuel-efficient tractors and used detailed analysis to shorten its route network, by 49 Walmart Stores million miles. In 2010, these initiatives helped the company cut its fuel costs and save almost 40,000 metric tons of CO2 emissions. SIGNIFICANCE/RELEVANCEBy putting shared value at the center of their strategy, brands can benefit their business, their customers and society ingeneral. Companies should identify needs and develop products, services and/or processes to meet them; invest in thecharitable, nonprofit and/or NGO space; and seek ways to reduce fuel consumption, which reduces costs and emissions.In the long term, these strategies can expand companies’ market presence, insulate them from shocks in the supply chainand improve the way they are perceived by consumers. POTENTIALThere are more than 3 billion low-income consumers worldwide, according to estimates by Nestlé, and as globalpopulation growth explodes, this number is set to spike. By creating products and services to meet the needs of thissegment, brands have a huge opportunity to expand outside developed markets. And by investing in emerging markets,brands can create a virtuous circle, where employed locals become aspiring middle-class consumers.Brands can innovate by scaling down existing offerings into lower-priced versions. GE’s two-year-old Healthymaginationproject, for instance, which aims to lower the cost of health care, has already birthed several economical devices. One 16
    • THE RISE OF SHARED VALUEexample: The Brivo DR-F, a digital X-ray machine with a space-saving design, costs 30% less than premium systems andis also more energy efficient than typical film-imaging systems.Brands should consider how to best educate shareholders about the potential of these kinds of ventures. This can bedone by emphasizing the importance of a long-term business strategy, highlighting learnings about new areas forproduct development and making incremental changes to corporate practices. At the same time, expect a new group ofshared value auditors, which will develop new metrics that assess companies’ performances in terms of social impact andshared value generated. “Shared value is not social responsibility, philanthropy, or even sustainability, but a new way to achieve economic success. It is not on the margin of what companies do but at the center. We believe that it can give rise to the next major transformation of business thinking.” —MICHAEL E. PORTER and MARK R. KRAMER, “Creating Shared Value: How to reinvent capitalism— and unleash a wave of innovation and growth,” Harvard Business Review, January-February 2011 17
    • THE RISE OF SHARED VALUETHINGS TO WATCHBuy One, Give One AwayWatch for more companies to adopt the novel buy-one, give-one away model pioneered by TOMS, which donatesone pair of shoes for every pair it sells (more recently the company expanded into eyewear). This strategy offersconsumers a powerful incentive to become customers while also contributing to the greater good. sirrichards.com betterworldbooks.com warbyparker.comWarby Parker: To help low-income people with vision problems increase their earning potential, Warby Parkerdonates one pair of eyeglasses for every pair sold. So far, the company has given away more than 50,000 pairs topeople around the world.Sir Richard’s Condom Company: This company claims to offer the “first ever buy-one, give-one condom.”For every condom sold, it donates another to a country in need to help meet the world’s unmet demandfor condoms.Better World Books: In August 2011, this online bookseller—which seeks to improve literacy rates by collecting anddonating books to partner organizations—began donating a book for each one purchased on the site. 18
    • CREATIVE URBAN RENEWAL DRIVERS TREND MANIFESTATIONS Creativity bubbling up }} (ArtBridge, Guerrilla Fastest urban boom in Gardening, Greenaid, Macro history Sea, Detroit’s Imagination Station and Loveland, Favela Painting project)Government stagnation and lack of funding Human environments will Techie urbanites leveraging become increasingly important data (SeeClickFix, Give Empty retail space as the global population a Minute, Roadify, Code becomes more urbanized over for America) the next few decades and cities Environmental concerns boom. Brands will become key Brands supporting partners in enabling creative Creative Urban Renewal strategies for urban renewal— (KFC, Apple, Kia, Dulux DIY ethic improving local environments, Paints, Planters, Levi’s, BMW Guggenheim Lab) adding beauty or helping to bring communities together. “We vs. me” mind-set Giving new life to dead space (Absolut Stairwell Gallery, Wasted Spaces, “I Wish This Was”) Brand involvement in community is expected Corona’s “Save the Beach” project SIGNIFICANCE/RELEVANCEBrands will be key partners in enabling creative strategies for renewal, taking local CSR initiatives to the next level.Brands can show their creativity, innovative spirit and community-mindedness by tapping into the “urban hack” mind-set. 19
    • CREATIVE URBAN RENEWAL TRENDHuman environments will become increasingly important as the global population becomes more urbanized over thenext few decades and cities boom. Brands will become key partners in enabling creative strategies for urban renewal—improving local environments, adding beauty or helping to bring communities together. DRIVERSFastest urban boom in history: With cities booming, there’s never been a more pressing need to rethink them. In thedeveloping world, people are drawn to new opportunities in urban centers, which are adding an average of 5 millionpeople per month, according to UN-HABITAT. In Asia, Foreign Policy estimates, about half the population (1 billionpeople) will migrate from the countryside to urban centers by 2030. Meanwhile, the U.S. is seeing “bright flight,” withyounger, educated Americans reversing the trend among their parents and grandparents to leave cities for the suburbs;among first-time home buyers, 77% say they want to live in urban areas.Government stagnation and lack of funding: Despite government stimulus funds earmarked for infrastructure, manyofficials cite lack of money as a key barrier to infrastructure investment—a reality that is leading to citizen frustration.Nearly seven out of 10 respondents agreed with the statement, “My local community is in need of a lot of care, and thecity government has been slow to act”; discontent is even higher among British Millennials, with three-fourths inagreement. (See figure 3a; for country breakdowns, see Appendix, figures 3b-d.)The private sector can boost the speed and effectiveness of government projects to upgrade infrastructure.Governments in emerging markets “have plans to have private companies take a larger role,” according to a Bank ofAmerica Merrill Lynch study on investing in emerging market infrastructure.Empty retail space: As so many chains have declared bankruptcy and closed stores, developers have been forced toconsider repurposing excess retail space for activities other than shopping. They are recognizing the importance ofutilizing these spaces, which, if done correctly, can encourage foot traffic and maintain the vitality of urban areas. “The whole idea of dead retail space is pretty prevalent in the downturn. Artists used to go in and take over warehouse spaces. Now warehouse spaces—at least in cities—are often expensive. So maybe the next move is to David Belt take over some of these huge areas of strip malls that are so inexpensive or dead malls and create art studios. … I think people would love to take some of these spaces and turn them on their heads. … A lot of what happens in art these days is about appropriation, so if there was a way to rethink junk space and let the community use that, without too much money or intervention, [brands] could create an interesting place for [people] to go that’s sort of the anti-mall.” —DAVID BELT, executive director and founder, Macro Sea, a development firm that uses everyday objects to create unexpected interactive urban projects 20
    • CREATIVE URBAN RENEWALEnvironmental concerns: Public awareness surrounding environmental degradation is leading many to rethinkurban spaces.DIY ethic: People are losing faith in big institutions and governments, becoming more motivated to implement theirown, often unorthodox ideas for change. Indeed, 82% of our survey respondents agreed with the statement, “It’s betterto take local community projects into your own hands rather than waiting for big institutions or city governmentaction.” This figure jumps to 88% among British Millennials. (See figure 3a.)“We vs. me” mind-set: There’s a growing belief in Figure 3A: CONSUMER DESIRE FOR BRANDcollectively driven positive change, both among INVOLVEMENT IN LOCAL COMMUNITY (U.S., U.K., CAN) Percentage who agree with each of the followingprofessionals (designers and architects, developers, Millennials (18-33) Gen X (34-46) Boomers (47-66)urban planners, etc.) and everyday folk driven tobetter their environs.Brand involvement in community is expected:Renewed interest in local provenance andcommunity building has spotlighted the impact a My local community is in need of a lot of care and the city government has been slow to act 68% 67% 67% } 68% It’s better to take local communitymultinational corporation can have on communities.As a result, consumers are beginning to hold theseorganizations to a higher standard. Our survey projects into your own hands rather than waiting for big institutions or city government action 81% 83% 83% } 82%found that 84% of respondents agreed with the Brands and large corporations have 82%statement, “Brands and large corporations havea responsibility to improve the local communitiesin which they do business.” And nearly seven in a responsibility to improve the local communities in which they do business 83% 86% } 84% I wish a brand or company would 76%10 respondents said they felt that big businessand corporations should be more involved whenit comes to supporting charitable, social help by making substantial investments to improve my local community 80% 80% } 79% Members of my local communityand/or environmental causes in local 75%communities. are willing and able to roll up their sleeves and work on projects that will improve our town; we just need the tools and leadership to do it 80% 75% } 77% MANIFESTATIONSCreativity bubbling up: So-called urban hackers, artists, environmentalists and nonprofits have traditionally dominatedthis movement, challenging the status quo by re-creating spaces. Often, the ideas involve simple ways to beautify spaces.• ArtBridge: This nonprofit public arts organization is working to turn overhead construction scaffolding in New York into showcases for emerging local artists.• Guerrilla Gardening: This U.K.-based group uses the motto “Let’s fight the filth with forks and flowers!” and says it’s for “anyone interested in the war against neglect and scarcity of public space.” The movement is picking up adherents in the U.S.• Greenaid: In Los Angeles, this grassroots environmental campaign makes “candy machines loaded with ‘seedbombs’” for people to toss into unused plots of land. 21
    • CREATIVE URBAN RENEWAL• Macro Sea: This development company is bridging the gap between the creative grassroots and the private-sector approach, utilizing materials (oftentimes junk) and space in unexpected and visceral ways. One project turned Park Avenue in midtown Manhattan into a “lo-fi country club that featured dumpster swimming pools, cabanas, bocce ball and barbecues.”• Detroit’s Imagination Station and Loveland: In the wake of Detroit’s decline, a wave of artists have hijacked the city, turning it into a center of urban and artistic experimentation. The Imagination Station, a nonprofit group of artists and designers, aims to “reclaim” ruined properties, creating community centers and public art spaces. Loveland is a “micro real estate and entertainment fundraising startup,” with “inchvestors” from around the world invited to buy a square inch of property in Detroit; an online community then decides what should be done with the physical space. The project Antonia Wagner aims to “provide a fun, game-like ownership experience while creating entertainment fundraising, community collaboration, and social mapping tools that work at any scale.”• Favela Painting project: European artists Haas&Hahn have been beautifying Brazilian slums since 2005. The organization behind this, Firmeza Foundation, “supports the creation of striking artworks in unexpected places. It collaborates with local people to use art as a tool to inspire, create beauty, combat prejudice and attract attention.”Techie urbanites leveraging data: Empowered by technology, urbanites are setting out to improve real-time access toinformation, often bypassing city agencies, by making data mobile, collaborative and social.• SeeClickFix: This service allows anyone to report and track nonemergency issues such as downed trees, broken streetlights and potholes anywhere in the world. In April 2011, it launched a Facebook app, awarding “civic points” for each community-related effort done through SeeClickFix. The Facebook platform includes gaming elements, showing users how they stack up against friends and the SeeClickFix community.• Give a Minute: Currently operating in Chicago, Memphis, Tenn., and San Jose, Calif., Give a Minute is akin to a virtual community board; it provides a platform for people to share ideas on improving their city youtube.com/LocalProjects with community leaders, who respond to the best submissions.• Roadify: This SMS-based service—currently operating in parts of Brooklyn—compiles user-generated data to provide real-time status updates on parking spots and public transit.• Code for America: This new nonprofit similar to Teach for America and supported by Yahoo! and Microsoft, among others, taps Americans’ newfound sense of DIY civic reform. This year 20 idealistic techies are partnering with four U.S. cities—Boston, Philadelphia, Washington and Seattle—to create efficient and saleable Web-based solutions that address core civic problems and will help make cities “more efficient, transparent and participatory.” The goal is to help bring American cities into the 21st century while bridging budget gaps created by the recession. 22
    • CREATIVE URBAN RENEWAL “I believe this massive amount of data that’s being generated can be used to better design cities, to build better disease surveillance models, to do things that ultimately are going to improve the lives of billions of people.” MIT —NATHAN EAGLE, founder and CEO, txteagle, which creates opportunities for mobile subscribers in the developing world to generate income via their phonesBrands supporting Creative Urban Renewal: With local municipalities strapped for cash, multinational brands arepartnering with local city agencies to fund urban improvements.• “Re-Freshed by KFC”: In the absence of government funding, KFC donated money to help fill some of the potholes in and around Johannesburg, South Africa, and sponsored pothole and road repairs in five U.S. cities; the repairs were stamped “Re-Freshed by KFC” with a nonpermanent stencil. BizCommunity.com• Apple’s transit station renovation: Before opening a Chicago store, Apple spent $4 million renovating a nearby transit station that was in terrible condition; it now has a new façade and park-like plaza, with Apple granted advertising rights.• Kia’s “Drive Change” campaign: In Canada, Kia built its “Drive Change” campaign around renewal projects, with spots showing Kia teams making over two rundown spaces each in the course of a day.• Dulux Paints’ “Let’s Colour Project”: Taking a cue from nonprofits such as Publicolor and Favela Painting, Dulux Paints embarked on the “Let’s Colour Project” in March 2010, supplying material and organizing communities in Brazil, France, the U.K., South Africa, Turkey, India and the Netherlands to help paint schools, homes and public spaces.• Planters’ community parks: Throughout 2011, Planters is sponsoring the creation of peanut- shaped community parks, dubbed Planters Groves, in four U.S. cities as part of the nut brand’s “Naturally Remarkable” campaign and a national tour to promote sustainability. The parks are prnewswire.com constructed on unused land with recycled materials, and local volunteers come together alongside Planters employees to work on them. 23
    • CREATIVE URBAN RENEWAL• Levi’s donations to a Rust Belt town: Braddock, Pa.—a town hurt by the decline of jobs for the skilled blue-collar worker— is the beneficiary of Levi’s Creative Urban Renewal project. The brand, which showcases Braddock locals in its national “Go Forth” campaign, agreed to fund a refurbishment of the Braddock town community center and to support an urban farm that provides inexpensive produce to residents.• BMW Guggenheim Lab: Some efforts focus on simply generating ideas and bringing people together. BMW teamed youtube.com/LevisReadyToWork up with the Guggenheim Foundation to build a “lab” that will spend six years traveling through nine cities worldwide, serving as “a public place for research, experimentation, and the sharing of ideas about major issues affecting urban life.” The project launched in New York in August 2011. “Just to put [your brand’s] name on a banner isn’t so interesting, but to take a leadership role where they’re raising money for a community garden or where David Belt they’re providing a creative space for people to interact with—that’s pretty empowering because it gives people the tools. “I feel [brands] don’t have to accommodate that many people in order to have a tremendous impact and influence and get a pretty big bang for their buck, because if they have the right people in there the word really gets out and the ripple effect is felt.” —DAVID BELT, executive director and founder, Macro Sea, a development firm that uses everyday objects to create unexpected interactive urban projectsGiving new life to dead space: Developers and DIYers are repurposing excess retail space for activities otherthan shopping.• Absolut Stairwell Gallery: This initiative was created as part of the Dead Space Living Artists initiative, which converted neglected spaces in Sydney into “culture pockets”; each month a staircase leading up to a popular bar displayed works from emerging artists.• Wasted Spaces: This London-based nonprofit “transforms vacant properties and other unloved [oftentimes retail] spaces into exciting art experiences,” placing smiley-face graphics on an abandoned storefront, for instance, and creating a public art installation that utilizes commands from Twitter users to power an image projected wastedspaces.org onto a wall. The organization also held an open call for ideas on intermediary uses for an abandoned shopping center. 24
    • CREATIVE URBAN RENEWAL• “I Wish This Was”: In New Orleans, artist Candy Chang launched this project in late 2010, encouraging community members to tag abandoned buildings with stickers detailing how the space could be better used. Corona’s “Save the Beach” project: Launched in 2009, this project was created to clean up the litter on one European beach each year. The initial year more than 120,000 people voted via the “Save the Beach” website, for Capocotta beach in Rome. In 2010, Corona—in partnership with JWT Madrid—decided to push the concept even further. To call attention to the litter issue in a unique way, it created a beach hotel made out of garbage, symbolizing what vacations will be like in the future if people continue to litter on beaches. The German artist HA Schult, known for his work with trash, designed the building, which included more than 12 coronasavethebeach.org tons of litter picked up from European beaches. The hotel began to receive bookings in the first few hours. This year, the cleanup took place in Litorali di Augusta in Sicily, Italy. SIGNIFICANCE/RELEVANCEBrands will be key partners in enabling creative strategies for renewal, taking local CSR initiatives to the next level. Brandscan show their creativity, innovative spirit and community-mindedness by tapping into the “urban hack” mind-set. POTENTIALAt a time when CSR and more traditional marketing efforts are meshing, Creative Urban Renewal projects present waysfor brands to both help communities/neighborhoods and craft an image as innovative, original and cool. These projectstend to be sustainable, fun, educational and interactive—key areas/attributes for brands. Our research suggests thatconsumers would be open to brand-sponsored community renewal projects, with 79% of respondents agreeing with thestatement, “I wish a brand or company would help by making substantial investments to improve my local community.”(See figure 3a.)With today’s “we vs. me” mind-set and DIY ethos, there is ample opportunity for brands to partner with professionals,residents and nonprofits to spearhead innovative ideas and solutions. In our survey, 77% of Americans, Britons andCanadians agreed that “Members of my local community are willing and able to roll up their sleeves and work on projectsthat will improve our town; we just need the tools and leadership to do it.” (See figure 3a.) By creating opportunities foractive participation in the revitalization of a space, brands can further generate goodwill by giving citizens a sense ofownership over the project and pride in their achievements.Large corporations can also leverage their economic weight on behalf of communities and side with citizens to spur localgovernment action. 25
    • CREATIVE URBAN RENEWALThe efforts must be substantial: This movement has roots in anti-consumerist notions, and skeptical consumers willquickly smell empty gestures. Additionally, with 89% of survey respondents in agreement, local citizenry must be involvedin the decision-making process before brands or big corporations embark on projects to improve a community. (SeeAppendix, figure 3e; for country breakdowns, see Appendix, figures 3f-h.) “Unfortunately, we’re still in the phase of insincerity. The next evolution of this is when some of those companies actually say, ‘Look, we need to do this because it makes great business sense for us, because it creates a meaningful environment in which to be employed.’ The more we push on creating change and improving quality of life for people through what we do best, which is technologies and business models and investments, the more comes to us. And the more that comes to us, the more we can reinvest. And it creates an acceleration of not only our business ethic and our business model, and our business, but also it starts to have real tangible, measurable impacts on people.” —STEVE LEWIS, CEO and co-founder, Living PlanIT, which builds large integrated technology platforms for managing city operations 26
    • RIPPING A PAGE FROMTHE FOR-PROFIT PLAYBOOK DRIVERS TREND MANIFESTATIONS }} Surge in public-private Nonprofit organizations are partnerships (Walmart and increasingly adopting for-profit Treasure Coast Food Bank, tactics, fusing social IBM and Turkish nonprofit A race for funding Toplum Gönüllüleri Vakfi, consciousness with business HP and mothers2mothers, acumen and focusing on micro-volunteering) achieving visible change. The Desire for self-sufficiency shift from blanket or black-hole benevolence to targeted giving Surge in social enterprises and venture philanthropy places (Me to We, Breadpig)Donor insistence on results more emphasis on cause and effect, measurable results and Venture philanthropy funds return on investment. (Acumen Fund, International Finance Corporation) SIGNIFICANCE/RELEVANCENonprofits and other socially focused efforts will need more than good intentions to stay viable as supporters seekmeasurable change. Indeed, with the rise of social enterprises, we’ll see a more open-minded attitude toward the meansthat organizations use to achieve their ends, as long as that means real-world impact. 27
    • RIPPING A PAGE FROM THE FOR-PROFIT PLAYBOOK TRENDNonprofit organizations are increasingly adopting for-profit tactics, fusing social consciousness with business acumenand focusing on achieving visible change. The shift from blanket or black-hole benevolence to targeted giving andventure philanthropy places more emphasis on cause and effect, measurable results and return on investment. In the next few years, CSR and social change initiatives will evolve “from traditional development models of aid provided with an undetermined end-game for sustainability to a business-plan approach with a quantifiable baseline, benchmarks, outcomes and timeline for sustainability.” —WALKER MORRIS, Malawi country executive, Clinton Foundation DRIVERSA race for funding: With more organizations vying for less money, nonprofits need impressive numbers to get theattention of donors and show why they’re the better investment.During the recession, nonprofitsfound themselves in crisis whendonations diminished and revenuestreams dried up. (According to a2010 report by The NonprofitResearch Collaborative, 37% of2,500-plus organizations surveyedreported a decrease in fundingduring the first nine months of theyear.) At the same time, moreorganizations require funding—in the U.S., for example, the numberof registered nonprofits grew bynearly 380,000 between 1999 and2009. There’s an excess of choice:86% of respondents said they are tableatnyoverwhelmed by the number ofsocial causes and charities out there.Desire for self-sufficiency: Since private donations, grants and government funding often carry stipulations as to how theycan be used, nonprofits are increasingly looking for ways to develop their autonomy. By creating steady self-generatedrevenue streams, they gain the flexibility and security needed to allocate funds as they see fit.Donor insistence on results: Today’s well-informed consumers expect total transparency from the nonprofits they support(see “The End of Goodwashing” on page 6 for more): They want to know not only how funds are spent but also exactlywhat kind of impact those funds are making. 28
    • RIPPING A PAGE FROM THE FOR-PROFIT PLAYBOOK MANIFESTATIONSSurge in public-private partnerships: Instead of simply donating funds as part of their CSRefforts, more corporations and professionals are lending their know-how, boosting the ability ofnonprofits to achieve their goals. • Walmart and Treasure Coast Food Bank: In 2009, Florida-based Treasure Coast Food Bank leveraged Walmart’s famed logistical stophunger.org expertise to determine how to deliver more meals each week with their existing resources. Members of the Walmart distribution facebook.com/wlamart team helped the food bank build its warehousing capabilities, improve storage and more rapidly sort food; they also developed new truck routes to facilitate more frequent food deliveries. The food bank was able to increase its culinary partners from 140 to 200 and doubled the number of meals it serves weekly.• IBM and Turkish nonprofit Toplum Gönüllüleri Vakfı: In Turkey, IBM volunteers partnered with the educational nonprofit Toplum Gönüllüleri Vakfı (Community Volunteers Foundation), using the company’s “Share project management skills” solution to help develop and teach a children’s literacy program. This and similar efforts are coordinated via IBM’s On Demand Community portal, which allows IBM volunteers to combine their skills and IBM’s technology. Since its 2003 launch, 170,000 IBM employees have logged more than 12 million hours of volunteer service via the site.• HP and mothers2mothers: As part of a new partnership with mothers2mothers—a South African group that works to prevent HIV- positive mothers from transmitting the virus to their children—HP is using its database, cloud and mobile technologies to digitize the organization’s patient records. This will allow mothers2mothers to share patient information across regions, helping counselors provide better education and support services, and eventually m2m.org enable staff to collect and share basic data via mobile phones.• Micro-volunteering: A new crop of organizations connects skilled volunteers with nonprofits in need of relevant services, such as logo design, accounting help or membership catchafire.org development strategies. Examples include Catchafire and Sparked, both for-profits, and the nonprofit Taproot Foundation. 29
    • RIPPING A PAGE FROM THE FOR-PROFIT PLAYBOOK metowe.comSurge in social enterprises: Entrepreneurs are startingphilanthropy-driven organizations based around for-profitmodels.• Me to We: Harnessing for-profit strategies to achieve socially responsible objectives, this retailer was launched by the founders of Free the Children with the sole purpose of creating a steady revenue stream for the charity. It sells environmentally friendly and socially conscious apparel, self-empowerment books and music, and also coordinates adventure travel trips, donating half the profits to Free the Children and investing the other half back into the business. In 2010, Me to We donated $1 million in cash and in-kind contributions. youtube.com/MeToWe “With innovation as the driving force, Me to We is redefining how to do business, with big ideas that push the boundaries of social entrepreneurship. As a social enterprise, Me to We is a revenue- generating business with a twist. We measure our bottom line by the number of lives we change. We calculate our return on investment by our social and environmental impacts.” —Me to We annual report, 2010• Breadpig: This organization sells products such as magnets, clothing and posters at a profit then donates the proceeds to its nonprofit “allies,” which include Room to Read and the San Francisco SPCA. One of its objectives is to forge long-term relationships that include collaborative projects. Since it was founded in 2008, Breadpig has raised and donated more breadpig.com than $186,000. 30
    • RIPPING A PAGE FROM THE FOR-PROFIT PLAYBOOKVenture philanthropy funds: These nonprofits are like venture capitalorganizations—they provide seed money to nascent businesses—except theyinvest exclusively in socially responsible enterprises. Once a company hasdeveloped, it must repay this investment, but interest rates are low; all returnsfrom investments are directed back into the fund.• Acumen Fund: Acumen provides loans or equity—but not grants—that acumenfund.org typically range from $300,000 to $2.5 million, describing this funding as “patient capital.” To be eligible for support, organizations must provide low-income consumers with access to water, health care, housing, agricultural inputs or alternative energy. In 2007, for example, Acumen invested in Jamii Bora, a Kenyan microfinance organization that supported the construction of 750 low-income homes outside Nairobi; the organization repaid in full by 2010.• International Finance Corporation: Part of the World Bank Group, the IFC supports sustainable economic growth in emerging markets by providing private-sector investment and advisory services. The organization will support only projects that, among other things, have good prospects of being profitable, benefit the local economy and are socially and environmentally sound. In fiscal year 2010, the IFC committed $18 billion to 528 projects across the globe. Average returns on assets and capital ranged from around 3% to 10%. SIGNIFICANCE/RELEVANCENonprofits and other socially focused efforts will need more than good intentions to stay viable as supporters seekmeasurable change. Indeed, with the rise of social enterprises such as Me to We and Breadpig, we’ll see a more open-minded attitude toward the means that organizations use to achieve their ends, as long as that means real-world impact. POTENTIALWe’ll see more partnerships and collaborations between for- and nonprofits, allowing charities to leverage considerableresources. Organizations can even outsource the implementation of a project while handling the rest of the responsibilities.ColaLife, for example, turned to Coca-Cola to help in its mission to deliver hydration packs to impoverished communities indeveloping countries, since the company has one of the world’s most advanced distribution networks. ColaLifemanufactures the packs and prepares them for shipping, while Coca-Cola aids the cause by providing access to itsdistribution network; the scheme is being tested in Zambia.Such relationships offer benefits to both parties: Brands can earn CSR points (at a relatively low cost, in some cases), whilenonprofits become more efficient and effective. 31
    • THE GLOBAL DO-GOOD GENERATIONMillennials strive to be active and engaged in their world. A globally minded cohort, they’re already taking on today’sbiggest issues, tackling them with an entrepreneurial mind-set, a “we vs. me” mentality, a belief in large-scalecollaboration and an optimistic, can-do spirit. “For the generation coming up now, there is a much stronger optimism and a much bigger desire to do well while also doing good.” —ALEXIS OHANIAN, co-founder of Reddit and founder of Breadpig, a U.S.-based social enterprise that sells geeky products and donates the profits to nonprofit organizations.This generation—born between 1978 and 2000—is uniquely motivated to make a difference: They want to improve societybut without compromising personal aspirations; do good, the thinking goes, and the personal benefits will follow. And asso-called digital natives, they’re uniquely equipped to make a difference: They have the tech savvy to create innovativesolutions and to organize on a scale never before possible. And then there’s the sheer size of this generation: some 78million individuals in the U.S. alone.Another key factor is that they’re the first “global generation,” with more overlapping values and shared experiences thanany before them, thanks to globalization and the communication technology revolution. They are more likely than theirelders to identify with and embrace people and cultures beyond their own borders.Technology enables young people to swap ideas, connectwith like-minded individuals across borders and organizeevents. And social media helps to push social causes intothe mainstream of Millennial consciousness: “Liking” acause on Facebook or tweeting about injustice helps definewho you are and what you believe in. (Although the verdictis still out as to whether this “activism-light” translates intoany meaningful real-world change.) There are even socialnetworks based around the idea of social good, likeTakingITGlobal, which has more than 340,000 membersworking in nonprofits worldwide, and KooDooZ.com, akids network. Nearly nine in 10 Millennials we surveyedacknowledged that they have the communication tools tomake a huge difference in the world. Causes.comThis global do-good generation is quickly shiftingattitudes and approaches to activism. Take organizationslike U.S.-based DoSomething.org, which has nearly 2 million people under age 25 participating, or Causes.com,co-founded by a Millennial (Sean Parker of Napster and Facebook fame), which is the world’s largest platform for activismand philanthropy. 32
    • THE GLOBAL DO-GOOD GENERATIONAnd then there are the masses shaking up their leaders, UNITED STATESoften with the help of social media: The Arab Spring of2011 was aided in large part by Millennials organizing 90% Millennials FEEL it’s theirvia Facebook and other social networking sites. In Spain, responsibility totens of thousands of youth activists—termed “the 80% Gen Xers make the world a better place forindignant”—marched to protest austerity measures and 80% Boomers future generations.other issues. And a massive social protest in Israel overthe summer started with a Facebook post by a 25-year-old filmmaker. 89 % 82% 76%Marketers can tap into this spirit by creatingmovements around their CSR efforts and calling on vs. vs.Millennials for ideas. Brands and philanthropic Millennials Gen Xers Boomersorganizations should enable these hands-on consumers I think about the impact my decisionsto show passion for and engagement with the relevant AGREE “ and actions have on the world around me. ”cause or campaign. This means giving up a certainmeasure of control, letting local groups organize andcreate excitement, or outsourcing tasks. Empower UNITED KINGDOMMillennials with tools for involvement in a cause,helping them to spread their engagement by 89% Millennials BELIEVE there’s a need toincentivizing social media posts. 85% Gen Xers balance out inequalities around “[Doing good] has become 71% Boomers the world. part of the Millennial DNA, and this generation is the 69% 54 % 55 % driving force behind social change initiatives. Smart brands have vs. vs. recognized this and have started to tap into Millennials Gen Xers Boomers the power of this generation and the power of My generation is more community-minded and AGREE “ to thinking and acting collectively on social open social change mapped to their brand identity causes compared to other generations. ” as an important part of their business model and profits.” CANADA —KRISTINE SHINE, vice president, PopSugar Media 71% Millennials FEEL donating to a charity or cause is 63% Gen Xers a way of showingIn many cases, the Millennials in our research expressed people around themmore concern than their elders about the impact of 59% Boomers that they’re a caringtheir actions on the world and on future generations. person.(This goes for Millennials in the U.S. and U.K. more thanthose from Canada. See figures 4a and 4b for U.S. andU.K. generational breakdowns; see Appendix, figures 4c 81% 69% 70%and 4d, for combined country and Canadian vs. vs.generational breakdowns.) Millennials Gen Xers Boomers AGREE “As a wealthy country, we have acountries. help those less fortunate in other duty to ” 33
    • THE GLOBAL DO-GOOD GENERATION Figure 4A: THE GLOBAL DO-GOOD Figure 4B: THE GLOBAL DO-GOOD GENERATION (U.S.) GENERATION (U.K.) Percentage who agree with each of the following Percentage who agree with each of the following Millennials (18-33) Gen X (34-46) Boomers (47-66) Millennials (18-33) Gen X (34-46) Boomers (47-66) I think about the impact my decisions and actions have on the world around me 89% 82% 76% } 82% I think about the impact my decisions and actions have on the world around me 78% 76% 67% } 74% I feel it’s my responsibility to make the world a better place for future generations 80% 80% 90% } 83% I feel it’s my responsibility to make the world a better place for future generations 70% 81% 82% } 78% It’s important to me to leave a legacy of goodwill 84% 78% 71% } 78% It’s important to me to leave a legacy of goodwill 54% 77% 70% } 67% My generation is more My generation is more community-minded and open to thinking and acting collectively on social causescompared to other generations 66% 62% 56% } 61% community-minded and open to thinking and acting collectively on social causes compared to other generations 54% 55% 69% } 59% There’s a need to balance out inequalities around the world 73% 69% 66% } 69% There’s a need to balance out inequalities around the world 71% 89% 85% } 82% As a wealthy country, we have a duty to help those less fortunate in other countries 62% 60% 58% } 60% As a wealthy country, we have a duty to help those less fortunate in other countries 54% 77% 70% } 67% Donating to a charity or cause is a way of showing people around me that I’m a caring person 51% 69% 68% } 63% Donating to a charity or cause is a way of showing people around me that I’m a caring person 56% 71% 66% } 64% 34
    • THINGS TO WATCHTHINGS TO WATCHGaming for Social GoodPhilanthropic organizations are increasinglyusing gaming mechanics as a way to engagepeople in a cause and build communities oflike-minded supporters. This is amanifestation of one of our 10 Trends for 4 in 10 “Aa rewards-basedget people is good way to mechanism2011, All the World’s a Game. SAY involved in a cause.Game-based schemes offer an inventive way ”to drive donations and improve long-termcommitment to a cause, making participationmore interactive and rewarding. For Yao-Hui Huang, CEO of Win4Causes—a platform set to launch this fall thathelps nonprofits raise funds through auctions—the most integral element is the prospect of winning, which shesays drives people to donate: “It’s making something fun, making it an experience. All that really is, if you want toboil it down, is applying emotion to an action.” For example: Tearfund: This platform, which provides financial and developmental support to impoverished communities in the developing world, is developing a game-based smartphone app in an attempt to engage more young people. The platform will reward supporters for their involvement and allow them to share this with other users via social networking tools. The aim is to make engaging with the U.K.-based charity more interesting and enjoyable, and help build long-lasting relationships with supporters.Gamification also enables people to view their standing in real time and compare this with peers’. In broadcastingtheir behaviors online, people are consciously or unconsciously engaging in social one-upmanship—“I’m morewitty, worldly, in-the-know, on-the-go, etc., than you.” This is particularly the case with the hyper-social Millennials:According to a survey we conducted in October 2010, 56% of Millennial respondents in the U.S. and U.K. said theyoften compare their activities, purchases, habits or behaviors with those in their social circle, and nearly half saidthey often try to one-up those in their social circle. When asked about philanthropy in our July 2011 survey, three in10 Millennials agreed that nonprofits could get more people involved by adding a layer of competition, almostdouble the proportion of Boomers who agreed.To target today’s increasingly connected and competitive consumers, for- and nonprofits alike are introducingleader boards and scoring systems and integrating them with the social graph. For example: AOK: Founded in early 2011, AOK is a platform that aims to increase acts and observations of kindness through competitive elements such as scoring systems, leader boards and real-world rewards. Every time participants perform a good deed (anything from lending a car to a friend to donating old clothes), they create a log of it using their smartphone and upload it to AOK with pictures and descriptions. To challenge users to check on each other, players also get points for observing and reporting acts of kindness. AOK converts points into real-world donations to charities, and players have chances to win brand-sponsored prizes along the way. Users have a tally that updates in real time, and they’re encouraged to compare it with others. (cont’d. on next page) 35
    • THINGS TO WATCH THINGS TO WATCH (cont’d.) “People really like that their efforts are getting rewarded instantly, so what we are hoping to do is provide people with an incentive in the form of gaming that literally translates into an impact immediately.” —IRA LISS, CEO, AOK Playtogive: This enterprise provides nonprofits with a platform to create online games. Players can highlight in-game accomplishments and solicit sponsorship from friends. The website displays individuals’ scores and allows them to share these with their social graph. Players who garner the most donations or sponsors are nominated as “All Stars” and ranked on the site’s “Champions” page.Another approach is to use social games to boost awareness of issues or foster cause-centric communities. Evoke,for instance, is a “social network game” developed by the World Bank Institute in which players collaborate toconceive creative solutions to problems such as hunger and poverty. For brands, there is potential to tailormessaging to players engaged with relevant social issues. For example: DailyFeats: Another points-based system for social good, Web-based DailyFeats partners with brands to offer coupons and other incentives to participants (currently, more than 129,000 local discounts and rewards are available in North America). As with AOK, participants can tag or categorize their “feats,” then upload them to the DailyFeats social graph. Marketers can create promotions tailored to specific actions. For example, in August, as part of an anti- bullying campaign, MTV encouraged people to be more inclusive and supportive by offering points for anti-bullying actions dailyfeats.com/partner/mtv (such as standing up to bullies); the more points players accumulated, the closer they came to wining prizes, such as an invitation to MTV’s Video Music Awards. My Conservation Park: Created by Good World Games, a game development company that aims to change the world through games, this Facebook game has eco-conscious participants playing virtual managers of a wildlife reserve. Good World Games donates a percentage of revenue from in-game purchases to conservation efforts. Conspiracy for Good: Nokia sponsored this real-life game that incorporated the company’s augmented reality software in partnership with the organization Room to Read, which tackles illiteracy in Africa and Asia. As part of the game, conducted in spring 2010, participants played activists and supporters of a secret organization called Conspiracy for Good, completing tasks using Nokia smartphones and other devices. (cont’d. on next page) 36
    • THINGS TO WATCH THINGS TO WATCH (cont’d.) Nokia reported more than 900,000 worldwide downloads of the game’s app and a community of more than 4,000 dedicated users. At the culmination of the game, five libraries were established in Zambia and 50 girls were provided with one year of schooling.Gamification can increase loyalty and engagement, drive or change behavior or habits, push people to exerciseinfluence over their peers and/or get them to consider donating something, doing something or goingsomewhere for the first time. And for nonprofits, the instant gratification helps address the issue of donorsbecoming disheartened when their support doesn’t result in quick change. We’ll see more organizationsencouraging rivalry or a competitive spirit to motivate involvement, or adding a sense of play or fun intophilanthropy. Small-scale philanthropy will become more social as supporters invite friends to play along.However, competition to reach today’s gamers is stiff, since they have a wide array of compelling options.Nonprofits seeking to fully leverage this budding trend will have to come up with compelling challenges that cancompete against today’s blockbuster games, perhaps even leveraging the weight of gaming heavyweights such asZynga or EA Games.Beyond Slacktivism:Incentivizing Online EngagementTo get people connected to a cause, various brands andorganizations have relied on basic one-off social mediatactics to amass fans—take Levi’s recent campaign tosupport Water.org, in which the retailer pledged a donationto provide clean water for 8,000 people once 100,000Facebookers clicked a “Pledge to support” button onFacebook. But prompting any more meaningful actionamong the digitally distracted is a challenge. Now somebrands are upping the ante by making donations inexchange for deeper engagement with a cause—watchingvideos, reading articles, emails and so on, donating smallamounts or calling on their virtual networks to spreadawareness.This fall, U.S.-based retailer Macy’s is currently donating $1to DoSomething.org each time a customer scans an in-store QR code within Macy’s mstylelab, the retailer’s teen DoSomething.orgclothing department. Doing so points users to videofeaturing Kelly Osbourne encouraging viewers to learnmore about volunteer opportunities with DoSomething.org.To raise funds for after-school activities, JCPenney is challenging consumers to donate $1 million in pennies bymatching this amount if the goal is reached, as part of its “Pennies From Heaven” campaign. Participants candonate either by rounding up the total of real-world purchases or by earning virtual pennies by engaging with the (cont’d. on next page) 37
    • THINGS TO WATCH THINGS TO WATCH (cont’d.)campaign site. Interacting directly with the retailer online—joining a mailing list, reading campaign emails,logging into the site, watching cause-related videos, etc.—earns participants virtual pennies. Users can alsoengage their social network (and rack up more virtual pennies) by sending a virtual “lucky penny” via Facebook.Since the campaign launched in July, players have raised more than 14 million real and virtual pennies.As part of the Great American Condom Campaign, which encourages safer sex among American youth, Trojanpromises to donate condoms to people at high risk of sexually transmitted diseases and unintended pregnancy ifvisitors engage with the content on trojanvideos.com. Trojan donates one condom each time someone opts in foroffers or posts a comment on the site and two condoms for users who go the extra mile (embedding a video,rating a video, completing a sexual IQ quiz and so on). Trojan is now more than halfway to its goal of donating 1million condoms.While many have criticized social media activism as a minimalist form of engagement (slacktivism, anyone?), thenext level of engagement can be fostered among those with a greater degree of interest in the cause. Brands canincentivize the more passionate cause-minded people to do some heavier lifting than the average onlineactivist—things they might be doing anyway, but now on the brand’s behalf. By targeting this group, brands aremore likely to encourage others to get involved.Donation Channel InnovationTechnology is having a tremendous impact on the way consumers donate to organizations and social causes.Additionally, traditional cash donation campaigns are innovating to better engage donors.MobileAs the mobile phone evolves into an Everything Hub, it is making a profound impact on the ways people give,streamlining the steps between charitable impulse and actual donation. SMS donations: Back in 2004, following the Asian tsunami, U.S. mobile users generated $200,000 through text-based donations. In the seven years since, this channel has become mainstream, with the Red Cross pulling in $4.5 million from text donations in response to the earthquake and tsunami in Japan. Last May, Vodafone U.K. and online donation platform JustGiving launched a program that allows smaller nonprofits to set up justgiving.com text-based donation campaigns for free. In less than two months, more than 8,000 charities had signed up for the service. QR code donations: Smart nonprofits and brands are taking advantage of QR codes to encourage donations— for example, Macy’s partnership with DoSomething.org (see page 37 for details). In pedestrian-heavy New York, the local nonprofit City Harvest places QR codes on phone booth and bus shelter billboards. The code brings (cont’d. on next page) 38
    • THINGS TO WATCH THINGS TO WATCH (cont’d.) interested passersby to a simple page featuring videos explaining “how City Harvest helps feed hungry New Yorkers” and other aspects of their work, with links to donate online or over the phone. Donation apps: In-app donations remove the extra layer of going to a website. In the wake of the earthquake and tsunami in Japan, SoftBank created an app to help collect funds for disaster relief. And late last year, Oxfam International partnered with Nokia on “Oxfam Donate,” an app that spotlights the charity’s work on five projects around the world, with progress reports and fundraising levels, and an easy way to blog.ovi.ocm donate directly to any of them. In some markets however, such as the U.S. and U.K., Apple bans donation apps for iPhones.Contactless paymentsThese can be made via phone (usually using NFC technology, which allows for wireless communication betweendevices that support it) or cards, which typically use RFID chips. Juniper Research estimates that, by 2014, one in six mobile users worldwide will have NFC-enabled phones. The ability to make contactless payments means an ability to make on-the-go donations. As the notion of cashless societies grows closer to reality, we’ll see innovative ideas that allow people to make quick electronic donations on the street (last year Barclays promoted its contactless technology in London with a street performer who accepted only card-based donations for Help a London newsroom.barclays.com Child on a specially designed guitar) or even underground (also in London, a student project proposed a dedicated gate at tube stations where commuters swiping their contactless Oyster cards would add a penny for charity).TV donationsNonprofits are turning Internet-enabled televisions into a channel for giving. In May, Dish Network—a satelliteservice in the U.S.—launched on-demand channels such as “Donate Storm Relief” and “Donate to Japan Here,”allowing viewers with Web-connected TVs to contribute by clicking a remote-control button. After following on-screen instructions, customers can add a $5 donation to their monthly bill.A similar technology has existed in the U.K. for over a decade. Certain channels allow viewers to press a button toactivate interactive services, opening the door to TV-based donations. In 2009, for instance, the BBC’s annual“Children in Need” campaign collected more than £318,000 in four days from viewers who used their credit cardsvia an interactive app.While customers currently need an Internet connection to make donations, expect this kind of mechanism tobecome more popular as 4G and other untethered technologies help to drive set-top-based giving. (cont’d. on next page) 39
    • THINGS TO WATCH THINGS TO WATCH (cont’d.)ATM donationsThis convenient method of giving, already a familiar practice in places including Mexico and Colombia, isexpanding to more markets. In May, U.K. banks and the LINK network reached a decision that will allow holdersof LINK-enabled bank cards to make donations via ATMs—officials hope the practice will take root when thefeature is implemented in 2012. The potential for raising significant sums is great, as evidenced by Wells Fargo,which collected more than $1 million in 10 days for the American Red Cross relief effort in Japan after adding anATM donation option last March. This was the first time an American bank had offered the feature nationally.New Ways to Collect Coins Cruz Roja Mexicana, “Your Help Can Keep Us Going”: Often people feel as though their small donations won’t make much of a difference, so they don’t give at all. The 2010 national fundraising drive for Cruz Roja Mexicana (the Mexican Red Cross) demonstrated that each coin can make a difference while providing the donor with a fun experience. Coin- operated kiddie rides, shaped like ambulances, helicopters and boats, each featuring the Red Cross logo, served as collection boxes. Placed in public areas such as parks, stores and malls across Mexico, the rides were accessible to a broad spectrum of people. Parents who put money in the machines were able to give their child a ride, make a donation jwt.com and let their child play at being a hero. The campaign, from JWT Mexico City, helped increase donations to Cruz Roja Mexicana by 23% in 2010, despite the deep recession that year, and won silver and bronze Lions at the Cannes Lions festival. In 2011, a new iteration, “Your Coin Saves Lives,” involved coin-operated claw machines that allowed people to “rescue” a doll inside from various catastrophes. Donations increased 7.5% over 2010, and people learned that even their small donations could make an impact. UNICEF, “Change for Haiti”: In 2010, Unicef was focused on raising awareness and funds to help rebuild Haiti after its devastating earthquake; one big issue facing Haitians was the scarcity of clean water. Unicef believed the reason people often fail to donate is that they just don’t get around to it—donating is too involved and time-consuming. So in Spain, JWT Madrid created an almost effortless way to give, labeling one button on vending machines “Agua para Haiti” (Water for Haiti). People could press it to donate their change in a quick and direct way, helping to provide Haitians with water as they were purchasing their own beverage. Within the campaign’s first week, one in three vending customers was donating their change and the campaign has since jwt.com inspired imitations all over the world. 40
    • CASE STUDIESCASE STUDIES We scanned the globe for innovative efforts—from JWT and beyond—that focus on promotingsocial change. Ben & Jerry’s, Fair Tweets To spread the word about Fair Trade, earlier this year Ben & Jerry’s ice cream, which has been championing fair trade ingredients takecaretakecharge.in since 2005, decided to leverage unused characters in tweets— those that fall short of 140 characters. “Just like putting together good combinations for our flavors, our goal was to combine a fairtweets.com popular social media tool with our effort to educate about Fair Trade,” the Unilever brand explained. Initially, the browser extension allowed people to donate unused Twitter characters to spread the message about World Fair Trade Day on May 14. Subsequently, Fair Tweets is being used more Garnier and The Times of India, generally to enhance awareness, with messages linking to an Take Care, Take Charge article about the Fair Trade movement. Fair Tweets are available for Indians are waking up to the reality of climate any amount of leftover characters. So far, more than half a million change, partly because of media exposure but characters have been donated. mostly because they’re seeing its impact firsthand. As a result, a small but growing population (mainly youth) are motivated to do their bit for the planet, be it reducing their Brandaid Project carbon footprint or starting green groups in It is estimated that artisan schools and colleges. In 2010, Garnier, the communities in the developing world mass-market brand of L’Oréal, joined hands receive only 2-8% of the retail value of with India’s leading English daily, The Times of their work, and the statistics for other India, to promote green ideas among Indian youth. The Take Care, Take Charge initiative, brandaidproject.com sectors of the handmade economy are similar. The Brandaid Project works to which kicked off on April 22 (World Earth Day), shift this imbalance, applying modern sought to build a greenhouse of ideas for a marketing and branding to help greener planet. For every idea received, Garnier artisan communities increase their and The Times of India bought 10 kilograms of revenue, retain profits and effectively access a multibillion-dollar market. Working with used paper. On June 5 (World Environment advertising and design agencies, Brandaid helps artisans create brand and marketing Day), the campaign culminated with an entirely assets, codesigns unique collections and helps generate sustainable retail sales at recycled special edition of The Times of India. substantially better pricing. The winning ideas were shared with organizations aligned to the campaign and Brandaid Project was piloted in Haiti in 2009 with the launch of two micro-enterprise recommended to government bodies for brands and collections. Croix-des-Bouquets and Carnival Jakmèl were showcased at further development. high-profile media events in Los Angeles and New York in partnership with Vanity Fair magazine and the endorsement of celebrities such as Diane Lane and Diane von Furstenberg. After the earthquake in Haiti, Brandaid brokered a deal with Macy’s to carry a line of Haitian home decor products under the “Heart of Haiti” brand. Currently, with the support of the Canadian government, Brandaid is developing brand and launch programs for nine artisan small businesses as part of Haiti’s economic recovery plan. Brandaid’s ultimate vision is of a multicountry, multiyear program to launch hundreds of micro-brands and showcase products and cultural narratives from dozens of developing nations. 41
    • CASE STUDIESCASE STUDIES (cont’d.) Miracle Whip, Miracle Machine “We can do amazing things when we all pitch in!” says the Facebook page for Miracle Machine, a Philippines-based initiative from Kraft’s Miracle Whip, working with JWT Manila. The project, which fits into a trend we’ve termed Collective Consciousness (the idea that people are thinking less about “me” and more about what “we” can do collectively), was launched on Facebook in December 2010. The aim is to use the social network to make “miracles” happen, with participants spreading the word among their networks about specific needs and hoping someone might have the resources to help. The project was initially launched with the goal of making 12 listed “miracles” happen in 12 days. facebook.com/WhippingUpMiracles Participants who felt they were able to help could sign up to be “miracle workers” through Facebook, select a case, then explain on the wall how they could pitch in. The first “miracle” achieved involved granting the wish of a sick child who wanted to meet a pilot. Others included collecting books for a group that helps stock libraries in public schools and organizing a potluck party for kids at a charity home. The long-term goal is to evolve into “a platform where people can come together online and combine resources to make miracles happen for the less fortunate.” For-profit chains, nonprofit stores Two distinct retail chains are pioneering an innovative idea in corporate social responsibility, tweaking their normal retail operations into nonprofit endeavors that leverage what the companies do best to benefit community organizations. Customers take part by simply consuming as normal. twitpic.com/67866e In August, U.S. luxury department store chain Nordstrom opened a New York City concept store dubbed Treasure & Bond where 100% of proceeds go to local charities focused on children. Inventory is perhaps a bit funkier than the merchandise sold at Nordstrom and runs the price gamut—jewelry and designer clothing carry lofty price tags, while some housewares are under $20—allowing a range of customers an opportunity to help New York kids in a unique way. Meanwhile, patrons of Panera Cares restaurants enter an alternate universe in which they choose what to pay for their food, with profits going to charity. While the restaurants look and feel like the other Panera sandwich outlets, they include a donation box by the register and suggested rather than fixed prices. Panera Bread Company created its first such restaurant in May 2010 in its hometown of St. Louis and now operates two more branches, with plans to launch about four more a year. “We were doing this for ourselves to see if we could make a difference with our own hands, not just write a check, but really make a contribution to the community in a real, substantive way,” said Panera’s founder and executive chairman, Ronald Shaich. The restaurants are funded by Panera’s charitable foundation, and the proceeds go to a job-training and life-skills puroticorico program for youths who would otherwise have trouble finding and maintaining jobs. While it’s easy to abuse the pay- what-you-want system, Panera Cares patrons have proved conscientious: Panera says that 20% actually pay more than the suggested price, and another 60% donate the suggested amount. With today’s consumers expecting brands to become more responsible for the well-being of the communities in which they do business, watch for the nonprofit store to gain wider adoption. 42
    • CASE STUDIESCASE STUDIES (cont’d.) Human Rights Watch, petition to free Burma’s political prisoners, “Behind Bars in Burma” tide.com Tide, Loads of Hope Days after a deadly tornado hit Joplin, Mo., in May 2011, Procter & Gamble set up a Tide Loads of Hope mobile laundry service jwt.com in an empty Walmart parking lot. The service processed 764 loads of laundry in its first day, the most since the disaster- response program started in 2005, after As part of Human Rights Watch’s “Behind Bars in Burma” campaign Hurricane Katrina hit New Orleans. to release 2,100 political prisoners, an interactive installation was built Catering to victims whose clothes are left in New York’s Grand Central Terminal in June 2010. Small images of wet and dirty, the service washes and folds prisoners were projected behind what looked like real-life bars but clothes free of charge. were actually pens—passersby could remove these (symbolizing the freeing of a prisoner) and then sign a petition. Thousands of people, The Loads of Hope truck contains 32 from 86 countries, participated. The installation raised awareness and energy-efficient washers and dryers, and attracted media attention around the world. The experience was about 10 staffers, as well as local help, do replicated in an interactive way online so more people could the laundry, processing an average of 300 participate. The campaign was created by JWT New York, which won loads a day. Tide also leases local six international awards for the effort. laundromats to provide additional free washing and folding services. “Tide has Human Rights Watch sent the petition book to the United Nations cleaned clothes for Americans every day for secretary-general and leaders of countries with close ties with Burma. the last 65 years, and this is so core to our While Burma continues to repress freedoms, more than 150 political purpose as a brand,” says Mandy Treeby, prisoners have been released since the campaign, including external relations manager for Tide and opposition leader Aung San Suu Kyi. director of the program. Toyota, Ideas for Good This initiative, launched in November 2010, asked people to submit ideas on how Toyota’s technologies could be repurposed to effect positive change. Proposals could fit into one of five technology categories, such as the Total Human Model for Safety and Advanced Parking Guidance System. Over a four-month youtube.com/ToyotaUSA period, Toyota received more than 4,000 submissions. These were reviewed by independent judges and then voted on by the public at an “Ideas for Good” website. Winning ideas included taking advantage of Toyota’s injury-simulation software to build a better bike helmet and using the cameras and ultrasonic sensors of Toyota’s advanced parking guidance system to create an extension ladder for firefighters with accurate positioning for roofs and buildings. The winners in each category received a Toyota vehicle (they had their choice among three models) and were invited to a prototyping session, held in partnership with Carnegie Mellon University. Students and faculty at Carnegie Mellon continue to work on the prototypes, thanks to a $100,000 donation from Toyota. 43
    • APPENDIX 44
    • APPENDIXLEARN MORE ABOUT OUR EXPERTS/INFLUENCERS DAVID BELT, executive director and founder, Macro Sea Belt, executive director and founder of Macro Sea, has become increasingly interested in transforming junk spaces and objects into fully utilized places of recreation and culture. He conceives and formulates each project’s concept and vision, and oversees design and David Belt implementation. The first project from the New York-based firm, whose ventures combine elements of art, environmentalism and urban renewal, involved converting dumpsters into mobile swimmingpools. This evolved into a more recent endeavor: the Mobile Pool project in New York City, where dumpsters-turned-pools, flanked by decks, were set up on Park Avenue as a sort of country club. Next up? A found object skate park inDetroit. NATHAN EAGLE, founder and CEO, txteagle Eagle’s research involves engineering computational tools, designed to explore how large-scale human behavioral data can be used for social good. As a research scientist at MIT and Fulbright professor in 2006, he launched MIT’s EPROM MIT (Entrepreneurial Programming and Research on Mobiles) initiative, developing a mobile phoneprogramming curriculum that has been adopted by 12 computer science departments across sub-Saharan Africa.Thousands of African computer science students have gone through his curriculum, leading to hundreds of mobileapplications designed specifically for the African market, as well as a significant number of local startups. One suchstartup is txteagle, a company he formed in 2008 with the goal of enabling the 2 billion mobile phone subscribers livingin the developing world to generate income using their phones.He holds a bachelor’s and two master’s degrees from Stanford University’s School of Engineering; his Ph.D. from the MITMedia Laboratory on Reality Mining was declared one of the “10 technologies most likely to change the way we live” bythe MIT Technology Review. In 2008, Nokia named him as one of the world’s top mobile phone developers, and in 2009, hewas elected to the TR35, a group of the top innovators under 35. His academic work has appeared in Science, Nature andPNAS; his research has been featured in The New York Times, The Wall Street Journal, Businessweek and CNN.He is a visiting assistant professor at MIT, a research assistant professor at Northeastern and an Omidyar Fellow at theSanta Fe Institute. VANESSA EDWARDS, head of corporate responsibility, WPP Edwards has held her current role at WPP for the past decade. She was instrumental in producing WPP’s first corporate responsibility report 10 years ago, which until last year was the only report of its kind produced by a marketing services company. Edwards is responsible for WPP’s entire corporate responsibility strategy across the areas of environmental, employment, social investment and marketing ethics. WPP employs 153,000 people across 2,400 offices, with 2010 revenues of $9.3billion and billings of $42.6 billion. Prior to joining WPP, Edwards was head of public affairs for HSBC Investment Bankin London. 45
    • TIM FAVERI, director, sustainability and responsibility, Tim Hortons, Inc. Faveri is responsible for cross-functional execution of this Canadian fast casual restaurant chain’s comprehensive sustainability and responsibility strategy, stakeholder engagement and corporate sustainability reporting. KIM FINN, vice president and managing director, EthosJWT, Toronto EthosJWT is a specialized practice devoted to developing social strategies that can position organizations and brands as sources of trust, value and values. An expert in social branding and communications, corporate social responsibility, signature program development and nonprofit partnership development, Finn has worked extensively with not-for-profits, corporations, governments and institutions. She has developed strategies and campaigns focused on issues such as affordablehousing, the environment, health care, education and international development for leading brands including Heart andStroke Foundation, Microsoft, Walmart, Sick Kids and Habitat for Humanity. STEVE LEWIS, CEO and co-founder, Living PlanIT Lewis previously served as general manager of market development at Microsoft and co-chair of the Microsoft Business Development Forum. He was primarily responsible for understanding key market trends and developments. Before joining Microsoft, Lewis worked in the finance and investment industry, focusing on areas including due diligence, mergers and acquisitions, and participated on the boards ofnumerous companies. He also served as general manager of the Lotus Messaging and Collaboration division of IBM Corp.Currently Lewis is an active member on several boards of commercial corporations, philanthropic foundations andgovernment bodies. He relocated to Portugal to establish Living PlanIT’s operations in June 2008. IRA LISS, CEO and co-founder, AOK Liss co-founded and runs AOK, a “social game for social good” played online and in the real world that offers virtual and real rewards to players who capture, post and share acts and observations of kindness. He is also an entertainment consultant and responsible for strategic partnerships at The Golden Opportunity, a video community that empowers individuals to perform and share meaningful micro- acts aimed at achieving a personal or social goal. His experience includes packaging creative content,consulting with and building artists’ careers, and developing and selling digital media businesses, including the sale of theTV series Mad Men. CHARMIAN LOVE, chief executive, Volans Prior to joining Volans, a specialist consultancy and think tank business focused on social innovation, Love was a consultant with The Boston Consulting Group. Throughout her career she has worked on a range of projects focused on innovation, economic development, social entrepreneurship and social finance. Love is past chair of the Flavelle Foundation, an advisory board member of the Queen’s School of Business Centre for Responsible Leadership and a Fellowship Council member at the RSA.She holds a degree in art history from Queen’s University and an MBA from Harvard Business School. 46
    • YAO-HUI HUANG, CEO, Win4Causes Huang is an entrepreneurial executive who works with businesses and startups in many industries with a focus on technology. She has started and run companies in the technology, digital media and venture space and is co-founder and managing director of The Hatchery, a venture collaboration organization with international reach that bridges the gap between entrepreneurs and investorsthrough access, advisory, funding and building communities. She currently works with eight countries and their trade andinvestment agencies to help their tech companies launch in the U.S.Huang has a particular passion for helping entrepreneurs, women and social causes with projects in place to build globalcommunities, push more women into executive positions, and fund causes in a scalable, recurring way with Win4Causes, aplatform set to launch in fall 2011. WALKER MORRIS, Malawi country executive, Clinton Foundation Walker Morris has served since 2008 as the Malawi country executive of the Clinton Development Initiative, a program of the William J. Clinton Foundation focused on developing sustainable business solutions that help to alleviate rural poverty. He joined the Clinton Foundation in 2006, serving as director of business development for the Clinton-Hunter Development Initiative in Malawi and Rwanda. He also serves as private sector program manager of the foundation’s work in Haiti, wherehe is involved in recruiting international business investment and supporting increased international sourcing fromHaitian producers.Prior to joining the Clinton Foundation, Morris worked in the broadcasting business. Since 1983 he has been presidentand primary shareholder of Muirfield Broadcasting, Inc., which operates radio stations in central North Carolina. Morrishas a master’s in education from Duke University and a bachelor’s in English from the University of North Carolina atChapel Hill. ALEXIS OHANIAN, co-founder, Reddit; founder, Breadpig Ohanian describes himself as a “startup guy” who would “like to make the world suck less.” He co- founded Reddit after graduating from UVA in 2005. Breadpig is a U.S.-based nonprofit that sells sustainably developed products and donates the proceeds to nonprofit organizations. Ohanian also helped launched Hipmunk, a flight and hotel search site, serves as “ambassador to the East” for YCombinator and is an angel investor at Das Kapital Capital. He makes regular TV appearances as a contributor forBloomberg TV. MILTON PEDRAZA, CEO, Luxury Institute Through the use of proprietary surveying techniques with high-net-worth consumers, Pedraza has established the New York-based Luxury Institute as a ratings, research and luxury CRM consulting institution. Luxury goods and services firms, luxury professionals, high-net-worth consumers and the international press rely on the institute for its impartial ratings and best practices insights on how to better serve high-net-worth clients globally.Pedraza is a world-class expert CRM practitioner. Prior to founding the Luxury Institute, he served in finance, marketing, 47
    • sales and senior management positions at Fortune 100 companies Altria, PepsiCo, Colgate, Citigroup and WyndhamWorldwide. In charge of CRM for a major division of Citigroup, Pedraza was assigned to run Citi’s first global CRMproject and won a Global Marketing award for his results. At Cendant (now Wyndham), he was also assigned to run thecompany’s first CRM project in addition to running luxury segments. He has licensed his proprietary and continuouslyupdated CRM methods, intellectual property and best practices to the Luxury Institute in order to serve the luxury industryand its consumers.An author and speaker, he frequently presents at conferences globally on the topics of financial services, travel and leisure,real estate and luxury. As an executive and private investor, he has conducted business in more than 90 countries andspeaks several languages. TONY PIGOTT, president and CEO, JWT Canada; global director, EthosJWT; co-founder, Brandaid Project As CEO of JWT Canada, Pigott launched JWT’s social change practice, EthosJWT, in 2002. It is the center of excellence for social strategy and communications for the agency globally. Corporate clients have included Walmart, Shell, Tim Hortons, Nestlé, Microsoft and HSBC; NGO and institutionalclients have included Canadian Cancer Society, CARE, Participaction, Heart and Stroke Foundation and the University ofToronto.Pigott has also worked on global projects with UNESCO, leading a communication initiative between UNESCO and JWTGlobal that was presented at the World Summit on Sustainable Development in Johannesburg. More recently, the directorgeneral of UNESCO selected Pigott as a global adviser on the organization’s World Report on Cultural Diversity andIntercultural Dialogue, published in 2010.Pigott also has hands-on experience in social enterprise, co-founding Brandaid Project, which brings modern marketing,branding and market access to master artisan communities in least developed countries. KRISTINE SHINE, vice president, PopSugar Media In her role at PopSugar Media, an online leader in original content and social media for Millennial women, Shine has been responsible for creating solutions for brands to engage and interact with this demographic. Shine looks at what resonates most with this generation and how brands can get these influential women to become their evangelists. She blogs about her thoughts on this demographic onWhy Y Women: Marketing and Millenials and contributes to MediaPost’s Engage:GenY blog. Prior to joining Sugar, Shinewas at Spotrunner, Microsoft and Businessweek. 48
    • APPENDIXADDITIONAL CHARTS FIGURE 1B: RISE OF CONSUMER CYNICISM AND EXPECTATION FOR TRANSPARENCY (U.S.) Percentage who agree with each of the following Millennials (18-33) Gen X (34-46) Boomers (47-66) I’m skeptical of brands that are aligned with charitable/social causes, their efforts seem somewhat halfhearted I’m sometimes suspicious about 43% 56% 52% } 50% how much of the money I donate actually goes to people in need, as opposed to management and administrative costs 83% 82% 89% } 85% Brands that are aligned with charitable/social causes need to do a better job of telling me how my donation is benefiting the cause 77% 83% 81% } 80% Brands and companies don’t disclose enough information about their charity/social cause programs 73% 70% 68% } 70% I do background research to learn exactly how my funds are allocated before donating money to a charitable organization 61% 59% 71% } 63% I wish there was an easier way to see the direct impact my time/monetary donations have 83% 80% 84% } 82% 49
    • APPENDIXFIGURE 1C: RISE OF CONSUMER CYNICISM AND EXPECTATION FOR TRANSPARENCY (U.K.)Percentage who agree with each of the following Millennials (18-33) Gen X (34-46) Boomers (47-66) I’m skeptical of brands that are aligned with charitable/social causes, their efforts seem somewhat halfhearted I’m sometimes suspicious about 51% 53% 62% } 55% how much of the money I donate actually goes to people in need, as opposed to management and administrative costs 90% 93% 90% } 91% Brands that are aligned with charitable/social causes need to do a better job of telling me how my donation is benefiting the cause 85% 84% 82% } 84% Brands and companies don’t disclose enough information about their charity/social cause programs 72% 78% 76% } 75% I do background research to learn exactly how my funds are allocated before donating money to a charitable organization 33% 48% 62% } 48% I wish there was an easier way to see the direct impact my time/monetary donations have 79% 77% 89% } 82% 50
    • APPENDIXFIGURE 1D: RISE OF CONSUMER CYNICISM AND EXPECTATION FOR TRANSPARENCY (CAN)Percentage who agree with each of the following Millennials (18-33) Gen X (34-46) Boomers (47-66) I’m skeptical of brands that are aligned with charitable/social causes, their efforts seem somewhat halfhearted I’m sometimes suspicious about 52% 51% 50% } 51% how much of the money I donate actually goes to people in need, as opposed to management and administrative costs 81% 86% 96% } 88% Brands that are aligned with charitable/social causes need to do a better job of telling me how my donation is benefiting the cause 90% 88% 91% } 90% Brands and companies don’t disclose enough information about their charity/social cause programs 70% 85% 89% } 81% I do background research to learn exactly how my funds are allocated before donating money to a charitable organization 46% 58% 61% } 55% I wish there was an easier way to see the direct impact my time/monetary donations have 86% 89% 91% } 89% 51
    • APPENDIXFIGURE 2B: CONSUMER EXPECTATION FOR RESPONSIBLE BUSINESS (U.S.)Percentage who agree with each of the following Millennials (18-33) Gen X (34-46) Boomers (47-66) Brands and big corporations should take responsibility for improving the world 83% 82% 81% } 82% Companies need to do more good, not just less bad 82% 79% 89% } 83% I believe brands are capable of being both powerful/profitable and kind to the world at the same time 82% 88% 90% } 87%FIGURE 2C: CONSUMER EXPECTATION FOR RESPONSIBLE BUSINESS (U.K.)Percentage who agree with each of the following Millennials (18-33) Gen X (34-46) Boomers (47-66) Brands and big corporations should take responsibility for improving the world 87% 87% 96% } 90% Companies need to do more good, not just less bad 89% 92% 92% } 91% I believe brands are capable of being both powerful/profitable and kind to the world at the same time 84% 92% 90% } 89% 52
    • APPENDIXFIGURE 2D: CONSUMER EXPECTATION FOR RESPONSIBLE BUSINESS (CAN)Percentage who agree with each of the following Millennials (18-33) Gen X (34-46) Boomers (47-66) Brands and big corporations should take responsibility for improving the world 83% 89% 92% } 88% Companies need to do more good, not just less bad 94% 94% 96% } 95% I believe brands are capable of being both powerful/profitable and kind to the world at the same time 92% 90% 98% } 93% 53
    • APPENDIXFIGURE 3B: CONSUMER DESIRE FOR BRAND INVOLVEMENT IN LOCAL COMMUNITY (U.S.)Percentage who agree with each of the following Millennials (18-33) Gen X (34-46) Boomers (47-66) My local community is in need of a lot of care and the city government has been slow to act 65% 60% 62% } 62% It’s better to take local community projects into your own hands rather than waiting for big institutions or city government action 79% 80% 86% } 82% Brands and large corporations have a responsibility to improve the local communities in which they do business 74% 79% 77% } 77% I wish a brand or company would help by making substantial investments to improve my local community Members of my local community 73% 72% 72% } 72% are willing and able to roll up their sleeves and work on projects that will improve our town; we just need the tools and leadership to do it 79% 72% 84% } 78% 54
    • APPENDIXFIGURE 3C: CONSUMER DESIRE FOR BRAND INVOLVEMENT IN LOCAL COMMUNITY (U.K.)Percentage who agree with each of the following Millennials (18-33) Gen X (34-46) Boomers (47-66) My local community is in need of a lot of care and the city government has been slow to act 68% 64% 75% } 69% It’s better to take local community projects into your own hands rather than waiting for big institutions or city government action 80% 82% 88% } 83% Brands and large corporations have a responsibility to improve the local communities in which they do business 86% 89% 87% } 87% I wish a brand or company would help by making substantial investments to improve my local community Members of my local community 80% 78% 84% } 81% are willing and able to roll up their sleeves and work on projects that will improve our town; we just need the tools and leadership to do it 66% 78% 75% } 73% 55
    • APPENDIXFIGURE 3D: CONSUMER DESIRE FOR BRAND INVOLVEMENT IN LOCAL COMMUNITY (CAN)Percentage who agree with each of the following Millennials (18-33) Gen X (34-46) Boomers (47-66) My local community is in need of a lot of care and the city government has been slow to act 65% 74% 76% } 72% It’s better to take local community projects into your own hands rather than waiting for big institutions or city government action 77% 83% 86% } 82% Brands and large corporations have a responsibility to improve the local communities in which they do business 81% 87% 92% } 86% I wish a brand or company would help by making substantial investments to improve my local community Members of my local community 77% 83% 90% } 82% are willing and able to roll up their sleeves and work on projects that will improve our town; we just need the tools and leadership to do it 75% 81% 87% } 81% 56
    • APPENDIXFIGURE 3E: CONSUMERS WANT THEIR VOICES HEARD IN LOCAL DECISION MAKING(U.S., U.K., CAN)Percentage who agree with each of the following Millennials (18-33) Gen X (34-46) Boomers (47-66) If brands and big corporations embark on projects to improve the local community, it is important they involve the locals in the planning and decision-making process 85% 89% 93% } 89% Local government should let the people take a more active role in deciding how “junk space” (abandoned plots of land, parking lots, retail and office spaces, etc.) is used 87% 88% 90% }88% I wish there was an easier way for me to share ideas on how to improve my community with officials 62% 70% 76% } 69% I prefer to donate to charities where I can see the actual results (e.g., a new park being built in my town) 76% 74% 75% } 75% 57
    • APPENDIXFIGURE 3F: CONSUMERS WANT THEIR VOICES HEARD IN LOCAL DECISION MAKING (U.S.)Percentage who agree with each of the following Millennials (18-33) Gen X (34-46) Boomers (47-66) If brands and big corporations embark on projects to improve the local community, it is important they involve the locals in the planning and decision-making process Local government should let the 81% 84% 86% } 84% people take a more active role in deciding how “junk space” (abandoned plots of land, parking lots, retail and office spaces, etc.) is used 81% 83% 88% } 84% I wish there was an easier way for me to share ideas on how to improve my community with officials 57% 64% 79% } 67% I prefer to donate to charities where I can see the actual results (e.g., a new park being built in my town) 81% 77% 76% } 78% 58
    • APPENDIXFIGURE 3G: CONSUMERS WANT THEIR VOICES HEARD IN LOCAL DECISION MAKING (U.K.)Percentage who agree with each of the following Millennials (18-33) Gen X (34-46) Boomers (47-66) If brands and big corporations embark on projects to improve the local community, it is important they involve the locals in the planning and decision-making process 86% 93% 94% } 91% Local government should let the people take a more active role in deciding how “junk space” (abandoned plots of land, parking lots, retail and office spaces, etc.) is used 91% 94% 91% } 92% I wish there was an easier way for me to share ideas on how to improve my community with officials 58% 74% 76% } 69% I prefer to donate to charities where I can see the actual results (e.g., a new park being built in my town) 70% 69% 80% } 73% 59
    • APPENDIXFIGURE 3H: CONSUMERS WANT THEIR VOICES HEARD IN LOCAL DECISION MAKING (CAN)Percentage who agree with each of the following Millennials (18-33) Gen X (34-46) Boomers (47-66) If brands and big corporations embark on projects to improve the local community, it is important they involve the locals in the planning and decision-making process 88% 90% 99% } 92% Local government should let the people take a more active role in deciding how “junk space” (abandoned plots of land, parking lots, retail and office spaces, etc.) is used 83% 89% 95% } 89% I wish there was an easier way for me to share ideas on how to improve my community with officials 75% 70% 71% } 72% I prefer to donate to charities where I can see the actual results (e.g., a new park being built in my town) 69% 76% 79% } 75% 60
    • APPENDIXFIGURE 4C: THE GLOBAL DO-GOOD GENERATION (U.S., U.K., CAN)Percentage who agree with each of the following Millennials (18-33) Gen X (34-46) Boomers (47-66) I think about the impact my decisions and actions have on the world around me 73% 81% 82% } 78% I feel it’s my responsibility to make the world a better place for future generations 83% 82% 79% } 81% It’s important to me to leave a legacy of goodwill 66% 79% 77% } 74% My generation is more community- minded and open to thinking and acting collectively on social causes compared to other generations 61% 61% 67% } 63% There’s a need to balance out inequalities around the world 83% 79% 75% } 79% As a wealthy country, we have a duty to help those less fortunate in other countries 61% 66% 73% } 67% Donating to a charity or cause is a way of showing people around me that I’m a caring person 56% 66% 71% } 64% 61
    • APPENDIXFIGURE 4D: THE GLOBAL DO-GOOD GENERATION (CAN)Percentage who agree with each of the following Millennials (18-33) Gen X (34-46) Boomers (47-66) I think about the impact my decisions and actions have on the world around me 76% 76% 87% } 80% I feel it’s my responsibility to make the world a better place for future generations 77% 85% 88% } 83% It’s important to me to leave a legacy of goodwill 76% 76% 82% } 78% My generation is more community- minded and open to thinking and acting collectively on social causes compared to other generations 65% 65% 74% } 68% There’s a need to balance out inequalities around the world 86% 85% 90% } 87% As a wealthy country, we have a duty to help those less fortunate in other countries 69% 70% 81% } 73% Donating to a charity or cause is a way of showing people around me that I’m a caring person 63% 59% 71% } 64% 62
    • About JWT: JWT is the world’s best-known marketing communications brand. Headquartered in New York, JWT is a true global network with more than 200 offices in over 90 countries employing nearly 10,000 marketing professionals. JWT consistently ranks among the top agency networks in the world and continues its dominant presence in the industry by staying on the leading edge—from producing the first-ever TV commercial in 1939 to developing award-winning branded content for brands such as Smirnoff, Macy’s, Ford and HSBC. JWT’s pioneering spirit enables the agency to forge deep relationships with clients including Bayer, Bloomberg, Cadbury, Diageo, DTC, Ford, HSBC, Johnson & Johnson, Kellogg’s, Kimberly-Clark, Kraft, Nestlé, Nokia, Rolex, Royal Caribbean, Schick, Shell, Unilever, Vodafone and many others. JWT’s parent company is WPP (NASDAQ: WPPGY). About EthosJWT: We think there is an emerging marketplace: the Marketplace for Social Change. It is evident in the public’s concerns on issues from climate change to community. It is evident in the actions of leading corporations, governments, nonprofits and brands. This is why we started EthosJWT 10 years ago. EthosJWT is a nationally and globally recognized expert in helping organizations create breakthrough social strategies against a broad range of social contexts and stakeholder demands/needs. An integrated practice within JWT, EthosJWT helps our clients harness the power of brand strategy, ideas and activation for social good/social change. The goal is to make a true impact on the issues most relevant to our clients, their key audiences, and the communities in which they live, and in the process add new depth and meaning to the organization and its brand. EthosJWT provides a full range of strategic marketing, advertising and communications services utilizing talent of JWT including: • Leading CSR/citizenship platforms/programs • Igniting social issues and causes • Animating/activating social movements • Unleashing brand/consumer power for social good/social change SOCIAL GOOD JWTIntelligence contacts: EthosJWT contact:466 Lexington Avenue Ann M. Mack Tony Pigott Lead writer and researcher Jessica Vaughn 212-210-7378 President and CEO,New York, NY 10017 ann.mack@jwt.com JWT Canadawww.jwt.com | @JWT Worldwide Co-writers William Palley @annmmack Global Director,www.jwtintelligence.com | @JWTIntelligence Sarah Siegel EthosJWTwww.anxietyindex.com | @AnxietyIndex Director of trendspotting Ann M. Mack Jessica Vaughn 416-926-7383 212-210-8583 tony.pigott@jwt.com Editor Marian Berelowitz jessica.vaughn@jwt.com Proofreader Nick Ayala @jess_vaughn160 Bloor Street EastSuite 800 Design Paris Tempo Productions (c) 2011 J. Walter Thompson Company.Toronto, Ontario All Rights Reserved.M4W3P7www.ethosjwt.com