The Ten Commandments of Corporate Engagement Seven
Understand your market
THINK’s research <ul><li>Global </li></ul><ul><li>desk research (source list is included) </li></ul><ul><li>interviews wit...
 
engagement societal benefits
engagement
 
Reputation / brand Gov’t relations Deliver strategic business goals Employee Geography  Supply chain Profit  Customers / c...
Funds  Morale  Skills  Networking  Mentoring Knowledge  Volunteer-ing  Second-ments  Attract Retain Team building Pride Lo...
Fundraising Pride Skills  Awareness Support Knowledge  Environment Service delivery Education Access Employment Behavioura...
investor or donor? Joint venture or begging bowl?
WCI table The combined gifts of the top 20 = 88% of the overall total of the top 300 Company Fiscal year WCI AstraZeneca D...
anomalies... <ul><li>figures skewed: </li></ul><ul><li>inclusion of a value for in kind gifts </li></ul><ul><ul><li>e.g. b...
mechanisms
the future?
the future? static      / static     / static     / static  
CECP
generalised company profiles <ul><li>multi-year </li></ul><ul><li>predominantly single year </li></ul><ul><li>single year ...
generalised company profiles <ul><li>GLOBAL </li></ul><ul><li>strategic fit aligned to global policies / lead programmes <...
summary <ul><li>do your research on potential corporate partners </li></ul><ul><ul><li>understand their issues </li></ul><...
 
Understand how companies make decisions
corporate toolkits
here’s a few... <ul><li>IPSOS Mori </li></ul><ul><li>London Benchmarking Group </li></ul><ul><li>Cone </li></ul><ul><li>Th...
what does this mean for you? <ul><li>companies are becoming increasingly sophisticated in their approach to partnerships w...
what does this mean for you? <ul><li>there is a continued reduction in financial gifts and increase in non-financial </li>...
corporate toolkits ‘ be known for what you accomplish, not just for what you give’ London Benchmarking Group
corporate toolkits <ul><li>a group of over 100 companies working together to measure Corporate Community Investment (CCI)....
corporate toolkits <ul><li>operates in the UK, Australia, Canada, Czech Republic, Romania and Spain and is emerging in Ger...
corporate toolkits
corporate toolkits
corporate toolkits KPMG’s Ready to Work Programme
issue ripeness grid Ref: McKinsey
Internal alignment
don’t forget  internal stakeholders
stakeholder map inform influence
Typical stakeholder map? Programme Staff Chief Exec Policy Brand Finance Trustees Procurement Legal Press Partner Orgs Gov...
summary <ul><li>realise to deliver corporate engagement your stakeholders will be beyond the fundraising team </li></ul><u...
 
Ethical policies <ul><li>Often a bureaucratic way of saying “no” </li></ul><ul><li>Often no more than a listing of sectors...
Warning! Rant coming...
Why don’t we talk about the ethics of refusing a donation? Rather than the ethics of accepting a donation
Let's make good companies our allies not our enemies!
A beneficiary-focused ethical policy <ul><li>Four questions: </li></ul><ul><ul><li>What impact would refusing a donation h...
No dialogue Dialogue Transaction <ul><li>Advice </li></ul><ul><li>Monitor </li></ul><ul><li>Verification  </li></ul><ul><l...
 
brand YOU offer companies credibility THEY offer the voluntary sector exposure
rational and emotional <ul><li>RATIONAL </li></ul><ul><li>Product quality </li></ul><ul><li>Service quality </li></ul><ul>...
importance of brand <ul><li>almost 1 in 2 consumers changed their purchase behaviour to participate in a CRM programme </l...
 
 
 
 
 
 
 
Understand the pot you’re dipping your hand in
<ul><li>Charity Committee, Corporate trust </li></ul><ul><ul><li>Grant application </li></ul></ul><ul><ul><li>COTY pitch <...
Gifts in kind <ul><li>past 10 year – increase in companies delivering non-financial benefits  </li></ul>‘ Doing good in go...
Gifts in kind <ul><li>try and introduce a non-financial target </li></ul><ul><ul><li>develop a way to measure this </li></...
Gifts in kind <ul><li>LBG suggest GIK donations are valued in two ways: </li></ul><ul><li>The value of product/service is ...
Reactive or proactive?
Proactive <ul><li>know your geographical reach </li></ul><ul><li>research the active and engaged companies </li></ul><ul><...
Reactive <ul><li>Research charity committees/corporate trusts for matching criteria </li></ul><ul><li>Research COTY opport...
People give to people
<ul><li>Build rapport </li></ul><ul><ul><li>time and energy </li></ul></ul><ul><li>Sound boards </li></ul><ul><ul><li>know...
<ul><li>People like to talk with equals – or above! </li></ul><ul><li>Don’t be precious – build on chemistry </li></ul><ul...
<ul><li>Understand your market </li></ul><ul><li>Understand how companies make decisions </li></ul><ul><li>Get aligned int...
 
standard offering <ul><li>charitable partnerships help companies to: </li></ul><ul><li>demonstrate good corporate citizens...
U nique  S elling  P oint
RSPCA Value of gift incl. €£¥$ from the company Levels of benefits 1. 2. 4. 3. 5.
S tand  O ut  F rom  T he  C rowd
 
 
 
 
Global Reporting Initiative <ul><li>US based organisation that has pioneered development of a sustainability reporting fra...
Global Reporting Initiative <ul><li>facilitates transparency and accountability </li></ul><ul><li>provides stakeholders a ...
Global Reporting Initiative
some more reading...
corporate toolkits The Partnering Initiative is a global programme of  the International Business Leaders Forum (IBLF).
corporate toolkits <ul><li>work with all sectors  </li></ul><ul><ul><li>strategic and operational  </li></ul></ul><ul><li>...
corporate toolkits Marketing agency that specialises in brand  building for organisations that are focussed on  using busi...
corporate toolkits
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Corporate partnerships strategy IoF 2011

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  • FIONA
  • SHAREHOLDERS
  • Note Pharmas include discounted drugs
  • Clash of cultures – Levi Strauss
  • GAP tried to change logo – happened in October – massive online outcry – old logo loved more than they thought
  • Corporate partnerships strategy IoF 2011

    1. 2. The Ten Commandments of Corporate Engagement Seven
    2. 3. Understand your market
    3. 4. THINK’s research <ul><li>Global </li></ul><ul><li>desk research (source list is included) </li></ul><ul><li>interviews with charities </li></ul><ul><li>interviews with companies </li></ul><ul><li>interviews with institutions </li></ul><ul><li>analysis </li></ul>
    4. 6. engagement societal benefits
    5. 7. engagement
    6. 9. Reputation / brand Gov’t relations Deliver strategic business goals Employee Geography Supply chain Profit Customers / clients
    7. 10. Funds Morale Skills Networking Mentoring Knowledge Volunteer-ing Second-ments Attract Retain Team building Pride Loyalty Diversity Field trips Expertise
    8. 11. Fundraising Pride Skills Awareness Support Knowledge Environment Service delivery Education Access Employment Behavioural change £££ Purpose / morale Creating community
    9. 12. investor or donor? Joint venture or begging bowl?
    10. 13. WCI table The combined gifts of the top 20 = 88% of the overall total of the top 300 Company Fiscal year WCI AstraZeneca Dec 09 £481m GlaxoSmithKline Dec 09 £467m BHP Billiton Jun 09 £119.3m Tesco Feb 09 £85.4m Rio Tinto Dec 09 £73.3m BP Dec 09 £65.8m Royal Bank of Scotland Dec 09 £63.9m HSBC Dec 09 £61.6m Barclays Dec 09 £54.9m Anglo American Plc Dec 09 £50.8m
    11. 14. anomalies... <ul><li>figures skewed: </li></ul><ul><li>inclusion of a value for in kind gifts </li></ul><ul><ul><li>e.g. both GlaxoSmithKline and AstraZeneca have implemented a policy of reporting the value of product donations at cost as well as market value </li></ul></ul>
    12. 15. mechanisms
    13. 16. the future?
    14. 17. the future? static    / static  / static  / static 
    15. 18. CECP
    16. 19. generalised company profiles <ul><li>multi-year </li></ul><ul><li>predominantly single year </li></ul><ul><li>single year e.g. COTY </li></ul><ul><li>multi-year programmes, e.g. M&S </li></ul>
    17. 20. generalised company profiles <ul><li>GLOBAL </li></ul><ul><li>strategic fit aligned to global policies / lead programmes </li></ul><ul><li>moved beyond cash only  engagement </li></ul><ul><li>tangible, relevant business benefits </li></ul><ul><li>devolve budgets </li></ul><ul><li>becoming increasingly pro-active </li></ul><ul><li>generous. </li></ul><ul><li>NATIONAL </li></ul><ul><li>look for territory reach </li></ul><ul><li>less likely to have a defined programme - opportunistic </li></ul><ul><li>do not enjoy working with multiple brands </li></ul><ul><li>demand outcomes / business benefits </li></ul><ul><li>cash as an integral part of engagement – often matched giving </li></ul><ul><li>less generous. </li></ul><ul><li>LOCAL: </li></ul><ul><li>prefer geographically close, community-based & business benefits </li></ul><ul><li>- prefer local / national charities so their donation does not get ‘lost’ </li></ul><ul><li>responsive and tactical - expect to give cash </li></ul><ul><li>generous. </li></ul>
    18. 21. summary <ul><li>do your research on potential corporate partners </li></ul><ul><ul><li>understand their issues </li></ul></ul><ul><li>think creatively about what benefits you could offer corporate partners </li></ul><ul><ul><li>develop bespoke packages </li></ul></ul><ul><li>be realistic – don’t expect to be </li></ul><ul><li>a perfect match! </li></ul>
    19. 23. Understand how companies make decisions
    20. 24. corporate toolkits
    21. 25. here’s a few... <ul><li>IPSOS Mori </li></ul><ul><li>London Benchmarking Group </li></ul><ul><li>Cone </li></ul><ul><li>The Partnership Initiative </li></ul><ul><li>SROI </li></ul><ul><li>The Institute for Social and Ethical Accountability ‘Accountability’ AA1000 </li></ul><ul><li>Global reporting initiative </li></ul><ul><li>This list is not exhaustive however demonstrates the </li></ul><ul><li>common themes... </li></ul>
    22. 26. what does this mean for you? <ul><li>companies are becoming increasingly sophisticated in their approach to partnerships with the voluntary sector </li></ul><ul><ul><ul><li>and in many cases being more proactive and targeting partners </li></ul></ul></ul><ul><li>many have adopted a systematic modelling approach to enable them to evaluate impact across their interests </li></ul>
    23. 27. what does this mean for you? <ul><li>there is a continued reduction in financial gifts and increase in non-financial </li></ul><ul><li>there is a growing a commitment by business to measure and report on outcomes </li></ul><ul><li>if you are not ready to respond and not able to evidence measureable outcomes you will be at a disadvantage – if not now, then later. </li></ul>
    24. 28. corporate toolkits ‘ be known for what you accomplish, not just for what you give’ London Benchmarking Group
    25. 29. corporate toolkits <ul><li>a group of over 100 companies working together to measure Corporate Community Investment (CCI). </li></ul><ul><li>a member-driven organisation </li></ul><ul><li>been in existence since 1994 </li></ul>London Benchmarking Group <ul><li>developed a global measurement standard </li></ul><ul><li>benchmark and share best practice </li></ul><ul><li>develop and refine measurement tools </li></ul><ul><li>improve management & implementation of CCI projects </li></ul><ul><li>communicate CCI results to stakeholders </li></ul>
    26. 30. corporate toolkits <ul><li>operates in the UK, Australia, Canada, Czech Republic, Romania and Spain and is emerging in Germany, Hong Kong / Singapore and several other markets. </li></ul>London Benchmarking Group <ul><li>over 150 companies around the world use the LBG Model and participate in LBG Benchmarking Groups </li></ul><ul><li>LBG International network brings together these national groups to promote LBG as the international standard for measuring and managing CCI . </li></ul>
    27. 31. corporate toolkits
    28. 32. corporate toolkits
    29. 33. corporate toolkits KPMG’s Ready to Work Programme
    30. 34. issue ripeness grid Ref: McKinsey
    31. 35. Internal alignment
    32. 36. don’t forget internal stakeholders
    33. 37. stakeholder map inform influence
    34. 38. Typical stakeholder map? Programme Staff Chief Exec Policy Brand Finance Trustees Procurement Legal Press Partner Orgs Governments
    35. 39. summary <ul><li>realise to deliver corporate engagement your stakeholders will be beyond the fundraising team </li></ul><ul><ul><li>expect this to take time </li></ul></ul><ul><li>your role is that of a broker / coordinator / negotiator </li></ul><ul><ul><li>you will need a diverse skill set </li></ul></ul><ul><li>once you have got your organisation to the point of being ready for corporate engagement, and you win a partnership, the stakeholder dialogue will start all over again </li></ul>
    36. 41. Ethical policies <ul><li>Often a bureaucratic way of saying “no” </li></ul><ul><li>Often no more than a listing of sectors “we feel uncomfortable with” </li></ul><ul><li>Often reflects the biases of the most vocal </li></ul><ul><li>Inflexible and restrictive </li></ul>
    37. 42. Warning! Rant coming...
    38. 43. Why don’t we talk about the ethics of refusing a donation? Rather than the ethics of accepting a donation
    39. 44. Let's make good companies our allies not our enemies!
    40. 45. A beneficiary-focused ethical policy <ul><li>Four questions: </li></ul><ul><ul><li>What impact would refusing a donation have on the charity’s ability to deliver to beneficiaries? </li></ul></ul><ul><ul><li>What would our beneficiaries say? </li></ul></ul><ul><ul><li>Have we asked them? </li></ul></ul><ul><ul><li>Would they accept a poorer service on ethical grounds? </li></ul></ul>
    41. 46. No dialogue Dialogue Transaction <ul><li>Advice </li></ul><ul><li>Monitor </li></ul><ul><li>Verification </li></ul><ul><li>No publicity </li></ul><ul><li>Challenges </li></ul><ul><li>Donations </li></ul><ul><li>Consulting </li></ul><ul><li>Emp. FR </li></ul><ul><li>No publicity </li></ul>Profile <ul><li>COTY </li></ul><ul><li>Sponsorship </li></ul><ul><li>CRM <£50k </li></ul>Partnership <ul><li>CRM >£50k </li></ul><ul><li>Long-term </li></ul>Alignment Shared brand values
    42. 48. brand YOU offer companies credibility THEY offer the voluntary sector exposure
    43. 49. rational and emotional <ul><li>RATIONAL </li></ul><ul><li>Product quality </li></ul><ul><li>Service quality </li></ul><ul><li>Price </li></ul><ul><li>EMOTIONAL </li></ul><ul><li>Differentiation </li></ul><ul><li>Promise </li></ul><ul><li>Trust + credibility </li></ul>Customer/brand relationship Find convergence of motivators that creates unique value
    44. 50. importance of brand <ul><li>almost 1 in 2 consumers changed their purchase behaviour to participate in a CRM programme </li></ul><ul><li>30% consumers switched brands as a result of a CRM partnership </li></ul><ul><li>7 out of 10 reported a positive impact on their behaviour or perceptions when they participated </li></ul><ul><li>80% of participants will continue to feel positive about the company </li></ul><ul><li>more than 2 in 3 people think companies should be involved in cause-related marketing </li></ul>
    45. 58. Understand the pot you’re dipping your hand in
    46. 59. <ul><li>Charity Committee, Corporate trust </li></ul><ul><ul><li>Grant application </li></ul></ul><ul><ul><li>COTY pitch </li></ul></ul><ul><li>Corporate Social Responsibility </li></ul><ul><ul><li>Strategic partnership </li></ul></ul><ul><ul><li>Brand fit </li></ul></ul><ul><li>Marketing Department </li></ul><ul><ul><li>Sponsorship </li></ul></ul><ul><ul><li>CRM </li></ul></ul><ul><li>Sales Department </li></ul><ul><ul><li>List swaps </li></ul></ul>
    47. 60. Gifts in kind <ul><li>past 10 year – increase in companies delivering non-financial benefits </li></ul>‘ Doing good in good times takes vision. Sticking with it in the tough times takes vision and determination’ . David Grayson Professor of Corporate Responsibility Director of the Doughty Centre for Corporate Responsibility Cranfield School of Management
    48. 61. Gifts in kind <ul><li>try and introduce a non-financial target </li></ul><ul><ul><li>develop a way to measure this </li></ul></ul><ul><ul><li>if possible, use a scoring model that is aligned to the corporate one </li></ul></ul><ul><li>know what the companies you are targeting do in terms of their non-financial contributions. </li></ul>
    49. 62. Gifts in kind <ul><li>LBG suggest GIK donations are valued in two ways: </li></ul><ul><li>The value of product/service is at the cost to the company rather than the notional fee the beneficiary would pay. Enables to be assessed as a cash donation </li></ul><ul><li>The market price may be used to denote an approximate value to the GIK </li></ul><ul><ul><li>creates a distinction between cost and value. </li></ul></ul><ul><ul><li>e.g recipient may not have purchased so the true value would be calculated as a cost savings such as pro bono consultancy services where you would save money on a permanent member of staff to deliver a programme </li></ul></ul>
    50. 63. Reactive or proactive?
    51. 64. Proactive <ul><li>know your geographical reach </li></ul><ul><li>research the active and engaged companies </li></ul><ul><li>frame your offerings around the respective company’s timeframes </li></ul><ul><li>Look for strategic and brand fit </li></ul><ul><li>manage expectations </li></ul><ul><li>DELIVER, MEASURE and REPORT </li></ul><ul><li>develop exit strategies </li></ul><ul><li>Long-term, steady income </li></ul>
    52. 65. Reactive <ul><li>Research charity committees/corporate trusts for matching criteria </li></ul><ul><li>Research COTY opportunities </li></ul><ul><li>Pitch for everything you can </li></ul><ul><li>Very limited success rate </li></ul><ul><li>Enormous energy expended </li></ul><ul><li>When you win, expectations raised, difficult to repeat </li></ul><ul><li>DELIVER, MEASURE and REPORT </li></ul><ul><li>High energy, unpredictable, lumpy, short-term </li></ul>
    53. 66. People give to people
    54. 67. <ul><li>Build rapport </li></ul><ul><ul><li>time and energy </li></ul></ul><ul><li>Sound boards </li></ul><ul><ul><li>knowledge, insight </li></ul></ul><ul><li>Develop connections </li></ul><ul><ul><li>sensitivity, judgement </li></ul></ul><ul><li>Touchpoints </li></ul><ul><ul><li>the receptionist </li></ul></ul><ul><ul><li>saving a mobile number </li></ul></ul>CORPORATE BOARDS <ul><li>Avoid drainage </li></ul><ul><ul><li>know and respect the limits </li></ul></ul>Remember – business leaders move around...
    55. 68. <ul><li>People like to talk with equals – or above! </li></ul><ul><li>Don’t be precious – build on chemistry </li></ul><ul><li>Get to know the second tier – tomorrow’s leaders </li></ul><ul><li>Spread as widely across the organisation as you can </li></ul><ul><li>Look for shared interests </li></ul><ul><li>Give them the little extra something </li></ul>CORPORATE BOARDS
    56. 69. <ul><li>Understand your market </li></ul><ul><li>Understand how companies make decisions </li></ul><ul><li>Get aligned internally </li></ul><ul><li>Target companies with brand fit </li></ul><ul><li>Know the pots you’re dipping into </li></ul><ul><li>Be proactive </li></ul><ul><li>Remember that people give to people </li></ul>
    57. 71. standard offering <ul><li>charitable partnerships help companies to: </li></ul><ul><li>demonstrate good corporate citizenship </li></ul><ul><li>improve employee morale </li></ul><ul><li>increase sales </li></ul><ul><li>enhance brand values </li></ul><ul><li>increase reach to potential customers </li></ul><ul><li>link to celebrities </li></ul><ul><li>achieve positive press </li></ul><ul><li>raise the profile of their organisation </li></ul>
    58. 72. U nique S elling P oint
    59. 73. RSPCA Value of gift incl. €£¥$ from the company Levels of benefits 1. 2. 4. 3. 5.
    60. 74. S tand O ut F rom T he C rowd
    61. 79. Global Reporting Initiative <ul><li>US based organisation that has pioneered development of a sustainability reporting framework </li></ul><ul><li>sustainability reporting guidelines set out principles and indicators that can be used to measure and report on economic, environmental and social performance </li></ul><ul><li>applicable to any size or type of </li></ul><ul><li>organisation </li></ul><ul><li>any geographic region </li></ul><ul><li>used by thousands of organisations </li></ul>
    62. 80. Global Reporting Initiative <ul><li>facilitates transparency and accountability </li></ul><ul><li>provides stakeholders a universally applicable comparable framework </li></ul><ul><li>developed with input from over 60 countries </li></ul><ul><li>80% of the top 15 Global Brands as ranked by Interbrand and Business week produce </li></ul><ul><li>reports based on these metrics </li></ul><ul><li>sustainability reporting is becoming a more utilised tool in maintaining and building a brand </li></ul>
    63. 81. Global Reporting Initiative
    64. 82. some more reading...
    65. 83. corporate toolkits The Partnering Initiative is a global programme of the International Business Leaders Forum (IBLF).
    66. 84. corporate toolkits <ul><li>work with all sectors </li></ul><ul><ul><li>strategic and operational </li></ul></ul><ul><li>promote and support cross-sector partnerships </li></ul><ul><ul><li>appropriate, effective and innovative </li></ul></ul>publish a series of free toolbooks:
    67. 85. corporate toolkits Marketing agency that specialises in brand building for organisations that are focussed on using business for the greater good.
    68. 86. corporate toolkits

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