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Presentation For Baptist U Pr Summit 2009

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  • 1. A Bad Day at Headquarters Downside of Not Participating in Today‟s Continuous Conversation Hong Kong - September 13, 2009
  • 2. Local and global…and local
  • 3. Not so happy meal…
  • 4. One bad apple…
  • 5. Three stripes and you’re out-ed…
  • 6. A bad day at headquarters… Day 4-5 Press Release Local NGO or Conference Website with Local Media Local News Whistle Blower a.k.a. BBS security guard, Local NGO employee Day 6-7 Day 1 International NGO Website Blog Translators Press Release International International or Media NGOs Conference International Blogs Day 8: A Bad Day at Headquarters
  • 7. The global insight “In this transparent world, how you live your life and conduct your business matters more than ever… Companies that get their „hows‟ wrong won‟t be able to clean up their mess by taking a couple of reporters to lunch…But this also creates opportunities…‟how‟ you keep your promises…build trust…collaborate…lead” Tom Friedman, “The Whole World is Watching” The New York Times, 6/27/07
  • 8. Responsible Companies: A mix of “what” and “how” B62-73. When you think of good and responsible companies, how important is each of the following factors to the overall reputation of the company? Please use a nine-point scale where one means that factor is “not at all important” and nine means it is “extremely important” to overall reputation. (Top 4 Box) 25-64 Informed publics in 6countries
  • 9. Businesses are expected to act quickly and make significant changes when problems arise Cap pay for executives who are accountable for the problems Fire any executives or employee found to be guilty of wrongdoing Partner with governments, or other third parties to solve the problems Make full public disclosure about the problems and their causes Have senior executives take a visible lead in communicating about the problems Admit their mistakes when things go wrong Make significant changes so the problems don't happen again Act quickly to correct problems B83-90. How much would you trust companies to take the following actions when problems or difficulties arise? Please use a 9-point scale where one means that you “DO NOT TRUIST THEM AT ALL” and nine means “YOU TRUST THEM A GREAT DEAL” to take this action when problem arise. (Top 4 Box), Informed publics ages 25-64 in 6 countries
  • 10. End-to-end social engagement OLD: Pyramid Model NEW: Sphere of Cross- Influence Organization Consumers Media Employees Trade Investors NGOs Regulators Mass Audience Organizations
  • 11. The big picture…
  • 12. Rebalancing of power Western pressure Well defined expectations in Asia Pacific
  • 13. Five drivers 1. Social and environmental challenges 2. Government activism 3. Growing influence of NGOs 4. Passionate consumers 5. Web and mobile communications
  • 14. 1 Social and environmental challenges Pollution Social inequity
  • 15. 2 Government activism “Our economic growth is realized at an excessively high cost to resources and the environment” October 15, 2007 17th National Congress of the Communist Party of China
  • 16. 3 Growing influence of NGOs NGO networks
  • 17. 4 Passionate consumers Brand advocates
  • 18. 5 Web and mobile communications Explosion in web and mobile use
  • 19. Making business sense
  • 20. The Asia-Pacific imperative 1. Get your House in Order 2. Listen to New Voices 3. Converge around Big Ideas 4. Be an Advocate
  • 21. 1. Get your House in Order • Audit and Transparency • Understand and address business risks and opportunities • Assess existing CSR initiatives against “real” needs • Government, NGO, employee insights
  • 22. 2. Listen to New Voices • NGOs • Employees • Consumers
  • 23. Academics, a person like yourself most credible CEO and government increase in APAC despite global drop APAC 100% 90% 80% 70% 59% 60% 50% 47% 46% 42% 39% 40% 35% 31% 30% 20% 10% 0% An academic or A person like Financial or CEO of company Non-profit Government Regular employee expert on that yourself industry analyst organization or official or of a company company's NGO regulator industry or representative issues* *asked as “an D112-118. [TRACKING] Now I’m going to read you a list of people. In general, when forming an opinion of a company, if you heard academic” in 2008 information about a company from that person, how credible would the information be—extremely credible, very credible, somewhat credible, or not credible at all? (Top 2 Box) Informed publics 25-64 in 18 countries
  • 24. 3. Converge around Big Ideas • Take on Important Issues • Moving from corporate philanthropy to “Green is Green” • Partnering with Civil Society Environment Social
  • 25. 4. Be an Advocate • Creating Credible • Evolving Role of • Issues Management Sources of the CEO Information
  • 26. Bringing it all together
  • 27. Social engagement continuum Action Line Involved “Feel good” Socially Engaged Knowledge/ Know-how Line Passive Informed Observer Uninvolved Nonaligned Aligned China Business Society Continuum

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