initiative Presenters: David Hershberg & Tseli Mohammed 3 V the V olunteer- V alue- V acations: you  get  what you  give
Corporation leaders  recognize  the need to  invest  in Corporate Volunteer Programs (CVPs) for the betterment of their bu...
Marketing Objectives: <ul><li>Knowledge Objective : </li></ul><ul><ul><li>Recognized value of CVPs - tangible and intangib...
S pecific   M easureable   A ttainable   R elevant  T ime-sensitive <ul><li>Targeted audience </li></ul><ul><li>Specified ...
“ Low Hanging Fruit” Who we want to reach How we reach them
Target Audience: <ul><li>Segment 1 (Upstream) – Early Contemplation : </li></ul><ul><li>Mid-High Income Corporations </li>...
Engaging  Corporate   Leadership:   <ul><li>recognizes today’s corporate leadership as our upstream target audience. Corpo...
Upstream Barriers: “Before we sign anything, we want to know…..” <ul><li>Profitability : How can we be assured that  inves...
Stages of Change Transition: Early Contemplation to Late contemplation
Stages of Change Transition: Early Contemplation to Late contemplation
Engaging Corporate Employees: views entrepreneurial corporate employees with a desire become involved in the emerging glob...
<ul><li>Opportunity : balancing professional and private life, vacations by definition is for personal usage.  </li></ul><...
Stages of Change Transition: Late Contemplation to Preparation and Action
Positioning Statement: <ul><li>stands apart from competing forms of CSR initiatives and CVPs by providing an  innovative, ...
 
Marketing Strategy: 4Ps Product, Price, Place and Promotion
PRODUCT: Core, Actual and Augmented Value Actual Value Augmented Value Core Value
Price:
Place <ul><li>Convenience to corporations by providing tailored “matching” service, i.e. we come to them! </li></ul><ul><l...
Promotion – Segment 1: Corporation Leaders <ul><li>Leverage partnerships within major business media, e.g. publish article...
IMPLEMENTATION: Phased approach: 6month intervals for 2 years <ul><li>Example:   Corporation X  Phase 1: Months 1 - 6 </li...
Profile of Corporation X  Location: Boston, MA <ul><li>Provide consultation on health-related service delivery, capacity b...
Corporation X contacts  Month 1 (ground work) <ul><li>Preparation before in-person meeting: </li></ul><ul><ul><li>Conduct ...
Proposal for Corporation X Months 2, 3 and 4 (information gathering and analysis) <ul><li>Conduct 3V’s “ corporate charact...
Mechanism for info gathering <ul><li>Corporation stats on employees retention, skills, projects, etc.  </li></ul><ul><li>O...
Package to Corporation X: Months 5 and 6 (report of analyses and proposed program) <ul><li>Budget: rough estimate of adopt...
Contingency Plan: <ul><li>Phase 1: Stage of Change from Early Contemplation to Late Contemplation </li></ul><ul><li>Phase ...
Monitoring of 3V Programs: <ul><li>Quantitative Measures </li></ul><ul><ul><li>Collected data on corporation pre and post ...
Initiative Budget <ul><li>Initial Donor Invest fund </li></ul><ul><li>5-yr roll out plan </li></ul><ul><li>Major Budget li...
Initiative M&E:
“ Everyone thinks of  changing the world , but no one thinks of  changing himself ”      ~ Tolstoy
Thank You!
Upcoming SlideShare
Loading in …5
×

The 3V Initiative: Volunteer-Value-Vacations

627 views

Published on

Published in: Business, Economy & Finance
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
627
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
5
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

The 3V Initiative: Volunteer-Value-Vacations

  1. 1. initiative Presenters: David Hershberg & Tseli Mohammed 3 V the V olunteer- V alue- V acations: you get what you give
  2. 2. Corporation leaders recognize the need to invest in Corporate Volunteer Programs (CVPs) for the betterment of their business and global social welfare, and integrate a 3V program into their Corporate Social Responsibility (CSR) goals and corporation culture. Behavior Change Objective:
  3. 3. Marketing Objectives: <ul><li>Knowledge Objective : </li></ul><ul><ul><li>Recognized value of CVPs - tangible and intangible </li></ul></ul><ul><ul><li>Increases in employee retention and recruitment </li></ul></ul><ul><ul><li>Diversifies CSR portfolio </li></ul></ul><ul><ul><li>Enhances triple bottom line </li></ul></ul><ul><li>Belief Objective : </li></ul><ul><ul><li>Increasing trend in CSR endeavors </li></ul></ul><ul><ul><li>Innovative business growth strategy – branding, new partnerships, new markets, etc. </li></ul></ul><ul><ul><li>Increases in social welfare on global scale </li></ul></ul>
  4. 4. S pecific M easureable A ttainable R elevant T ime-sensitive <ul><li>Targeted audience </li></ul><ul><li>Specified behavior change </li></ul><ul><li>Added social value </li></ul><ul><li>Trends in CSR </li></ul><ul><li>Globalization/access to info </li></ul><ul><li>Cultural/Societal shifts </li></ul><ul><li>Pre/Post quantitative and qualitative data collect and analysis </li></ul><ul><li>Desire and need for this behavior change </li></ul><ul><li>Profitability of initiative </li></ul><ul><li>Flexibility/Customization based on capacity </li></ul><ul><li>Designated timelines </li></ul><ul><li>Realistic deadlines </li></ul><ul><li>Phased approach </li></ul>Goals:
  5. 5. “ Low Hanging Fruit” Who we want to reach How we reach them
  6. 6. Target Audience: <ul><li>Segment 1 (Upstream) – Early Contemplation : </li></ul><ul><li>Mid-High Income Corporations </li></ul><ul><li>CEO/Board Members </li></ul><ul><li>Decision-Makers and Policy Developers </li></ul><ul><li>Segment 2 (Downstream) – Late Contemplation : </li></ul><ul><li>Skilled employees </li></ul><ul><li>Employees’ families </li></ul>
  7. 7. Engaging Corporate Leadership: <ul><li>recognizes today’s corporate leadership as our upstream target audience. Corporate decision makers have the burden of delivering profits to shareholders. As such, there can be resistance to adopting new ideas. However, we view corporate leadership today as dynamic and forward thinking. By creatively articulating the values and ROI of corporate volunteerism, we will gain a strong support at the leadership level of corporations. </li></ul>
  8. 8. Upstream Barriers: “Before we sign anything, we want to know…..” <ul><li>Profitability : How can we be assured that investing time, resources and energy in developing a 3v program will contribute to our bottom line? </li></ul><ul><li>Feasibility : Is sending employees around the world to volunteer a realistic option for our corporation? What will a program like this look like? </li></ul><ul><li>Liability : What are the added risks associated with a 3v program? How can these risks be mitigated? </li></ul>
  9. 9. Stages of Change Transition: Early Contemplation to Late contemplation
  10. 10. Stages of Change Transition: Early Contemplation to Late contemplation
  11. 11. Engaging Corporate Employees: views entrepreneurial corporate employees with a desire become involved in the emerging global community as our primary beneficiaries in the “late-contemplation” stage of change. They are open to volunteering and this opportunity, encouraged by their employers, provides a life changing experience which can leverage their professional skill-set to affect real change on a global scale. They are not only doing something that will make the world a better place, but can also further their career.
  12. 12. <ul><li>Opportunity : balancing professional and private life, vacations by definition is for personal usage. </li></ul><ul><li>Feasibility : elements of time and cost associated with volunteering. </li></ul><ul><li>Visibility : little thought or opportunity to use professional skills in voluntary setting in new environments and cultures. </li></ul>Downstream Barriers: “Before we sign up, we want to know…..”
  13. 13. Stages of Change Transition: Late Contemplation to Preparation and Action
  14. 14. Positioning Statement: <ul><li>stands apart from competing forms of CSR initiatives and CVPs by providing an innovative, business-driven solution to sustainable international development, facilitating an exchange of corporate expertise to the developing world for unique, life-changing opportunities that enhance growth both professionally and personally . </li></ul>
  15. 16. Marketing Strategy: 4Ps Product, Price, Place and Promotion
  16. 17. PRODUCT: Core, Actual and Augmented Value Actual Value Augmented Value Core Value
  17. 18. Price:
  18. 19. Place <ul><li>Convenience to corporations by providing tailored “matching” service, i.e. we come to them! </li></ul><ul><li>Convenience in logistics and cost by providing access to large networks and facilitating partnerships with major NGOs in developing world. </li></ul><ul><li>Existing on-the-ground projects needing long-term or short-term participation. </li></ul>
  19. 20. Promotion – Segment 1: Corporation Leaders <ul><li>Leverage partnerships within major business media, e.g. publish articles in major business magazine about benefits of 3V Initiative and ways to get involved. </li></ul><ul><li>3V website, blog and social media (facebook, youtube, twitter, etc.) to share information on initiative and how to get involved. </li></ul><ul><li>Hold in-person meetings with corporate leadership, for hand-on approach. </li></ul>
  20. 21. IMPLEMENTATION: Phased approach: 6month intervals for 2 years <ul><li>Example: Corporation X Phase 1: Months 1 - 6 </li></ul>
  21. 22. Profile of Corporation X Location: Boston, MA <ul><li>Provide consultation on health-related service delivery, capacity building and research. </li></ul><ul><li>Employs 250 consultants, with a range of professional experience and technical expertise in field of health. </li></ul><ul><li>Current fiscal portfolio indicates high profit margin. </li></ul><ul><li>Current CSR portfolio includes: </li></ul><ul><ul><li>Annual book drive for local schools </li></ul></ul><ul><ul><li>Annual food drive for homeless in MA </li></ul></ul><ul><ul><li>Adoption of “green policies” towards reducing corporate carbon footprint </li></ul></ul>
  22. 23. Corporation X contacts Month 1 (ground work) <ul><li>Preparation before in-person meeting: </li></ul><ul><ul><li>Conduct research on Corporation X, including requests for CSR portfolio, past/current volunteer initiatives, and most recent financial statements. </li></ul></ul><ul><li>In-person meeting: </li></ul><ul><ul><li>Discuss needs of Corporation X and interest in adopting a 3V program. </li></ul></ul><ul><ul><ul><li>Recent decrease in employee retention rate. </li></ul></ul></ul><ul><ul><ul><li>Inconsistencies in general employee satisfaction. </li></ul></ul></ul><ul><ul><ul><li>Interest in diversification of CSR portfolio specifically in terms participation in the global community. </li></ul></ul></ul><ul><ul><li>Discuss corporate capacity to adopt 3V program, to suit CSR portfolio, resources, and culture </li></ul></ul>
  23. 24. Proposal for Corporation X Months 2, 3 and 4 (information gathering and analysis) <ul><li>Conduct 3V’s “ corporate character configuration ”, (the 3C test), to gain comprehensive understanding of: </li></ul><ul><ul><li>Financial analysis (ROI of 3V program) </li></ul></ul><ul><ul><li>Corporate culture analysis </li></ul></ul><ul><ul><li>CSR landscape analysis </li></ul></ul><ul><li>Conduct comprehensive needs assessment of employees for: </li></ul><ul><ul><li>Happy in their work environment, career, etc. </li></ul></ul><ul><ul><li>Interest in volunteerism </li></ul></ul><ul><ul><li>Skills inventory </li></ul></ul>
  24. 25. Mechanism for info gathering <ul><li>Corporation stats on employees retention, skills, projects, etc. </li></ul><ul><li>Online survey administered to leadership and employees (different) </li></ul><ul><li>Focus groups with representatives from both leadership positions and employees. </li></ul>
  25. 26. Package to Corporation X: Months 5 and 6 (report of analyses and proposed program) <ul><li>Budget: rough estimate of adopting 3V program </li></ul><ul><ul><li>Suggested level of subsidy to employees: up-to 40% </li></ul></ul><ul><li>Specified network of NGO partners and projects tailored to X’s interests, capabilities and goals </li></ul><ul><li>Liability policy framework, including standards and regulations between corporation, employees and partnered NGOs. </li></ul><ul><li>Preliminary report on potential ROI </li></ul>
  26. 27. Contingency Plan: <ul><li>Phase 1: Stage of Change from Early Contemplation to Late Contemplation </li></ul><ul><li>Phase 2: Stage of Change from Late Contemplation to Preparation and Action </li></ul><ul><li>Alternate Phase 2: match corporation leaders to voluntary vacation for hand-on experience of the merits of adopting 3V program </li></ul>
  27. 28. Monitoring of 3V Programs: <ul><li>Quantitative Measures </li></ul><ul><ul><li>Collected data on corporation pre and post 3V program </li></ul></ul><ul><ul><li>Collected data on continuity of program, pre/post each volunteer trip </li></ul></ul><ul><ul><li>Comprehensive analysis of corporation ROI </li></ul></ul><ul><li>Qualitative Measures </li></ul><ul><ul><li>Collection of anecdotal, personal stories/experiences </li></ul></ul><ul><ul><li>Shared on website, blog and social media, including photo, video and “journal” posts. </li></ul></ul>
  28. 29. Initiative Budget <ul><li>Initial Donor Invest fund </li></ul><ul><li>5-yr roll out plan </li></ul><ul><li>Major Budget line items includes: </li></ul><ul><ul><li>Employee salaries </li></ul></ul><ul><ul><li>Overhead </li></ul></ul><ul><ul><li>Administrative costs </li></ul></ul><ul><ul><li>Logistics and travel costs </li></ul></ul><ul><ul><li>Media promotion </li></ul></ul>
  29. 30. Initiative M&E:
  30. 31. “ Everyone thinks of changing the world , but no one thinks of changing himself ” ~ Tolstoy
  31. 32. Thank You!

×