increasing the value and values of my enterprise

579 views

Published on

A short presentation introducing one way to increase the value and the values of your enterprise, be it just a dream, a start-up or an up and running business. Creating that all-important emotional engagement with all your stakeholders.

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
579
On SlideShare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
11
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

increasing the value and values of my enterprise

  1. 1. how can youincrease the valueand valuesof your enterprise?daniel.truran@ebbf.org www.ebbf.org mindful people meaningful work
  2. 2. for people who want to create their enterprise(dream phase)for people who have recently set up their enterprise(start-up)for people who have a developed enterprise(up and running)
  3. 3. When we think of improvingthe value and values of ourenterprise we often firstthink of social enterprises
  4. 4. www.ebbf.org | “social” innovation “social innovation: seeking the mission and pursuing meaningful change that ultimately creates prosperity for everyone” Robert Wolcott mentions this concept but actually refers to this now happening / needing to happen in large corporations http://www.fastcoexist.com/1679415/how-can-large-corporations-incorporate-social-innovation
  5. 5. www.ebbf.org | “social” innovation “social innovation: seeking the mission and pursuing meaningful change that ultimately creates prosperity for everyone” Robert Wolcott mentions this concept but actually refers to this now happening / needing to happen in large corporations http://www.fastcoexist.com/1679415/how-can-large-corporations-incorporate-social-innovation
  6. 6. www.ebbf.org | “social” innovation “social innovation: seeking the mission and pursuing meaningful change that ultimately creates prosperity for everyone” Robert Wolcott mentions this concept but actually refers to this now happening / needing to happen in large corporations http://www.fastcoexist.com/1679415/how-can-large-corporations-incorporate-social-innovation
  7. 7. www.ebbf.org | “social” capitalism At IBM, we ask ourselves four simple questions: - Why would customers buy from us, rather than someone else? - Why would someone invest in us? - Why would someone work here? - Why would society allow us to operate? Sam Palmisano The importance of society, its decision to allow a company to operate. This links directly to that company actually being - useful - to society.
  8. 8. www.ebbf.org | “social” capitalism “the genius of capitalism is the ability to make self-interest serve the wider interest". Bill Gates http://www.microsoft.com/presspass/exec/billg/speeches/2008/01-24wefdavos.mspx
  9. 9. www.ebbf.org | your potential for positive influence with each and everyone of your stakeholders
  10. 10. www.ebbf.org | your potential for positive influence with each and everyone of your stakeholders organization
  11. 11. www.ebbf.org | your potential for positive influence with each and everyone of your stakeholders shareholders management organization suppliers employees clients
  12. 12. www.ebbf.org | your potential for positive influence with each and everyone of your stakeholders environment government shareholders management organization suppliers employees clients local community
  13. 13. www.ebbf.org | your potential for positive influence with each and everyone of your stakeholders common good environment government shareholders management organization suppliers employees clients local community
  14. 14. www.ebbf.org | connecting purpose to broader value purpose
  15. 15. www.ebbf.org | connecting purpose to broader value purpose you work for a company that produces fizzy drinks, you are sitting in your company’s meeting room hearing your manager’s outline of your objectives for the next quarter
  16. 16. www.ebbf.org | connecting purpose to broader value purpose you work for a company that produces fizzy drinks, you are sitting in your company’s meeting room hearing your manager’s outline of your objectives for the next quarter increasing sales by 17.3 %
  17. 17. www.ebbf.org | connecting purpose to broader value purpose you work for a company that produces fizzy drinks, you are sitting in your company’s meeting room hearing your manager’s outline of your objectives for the next quarter increasing contributing to reducing sales by 17.3 % thirst in the world
  18. 18. www.ebbf.org | connecting purpose to broader value purpose you work for a company that produces fizzy drinks, you are sitting in your company’s meeting room hearing your manager’s outline of your objectives for the next quarter increasing contributing to reducing sales by 17.3 % thirst in the world in which of these two objectives do you find more purpose, motivation, will to success in your objective, this also contributing to your company’s bottom line?
  19. 19. www.ebbf.org | to create purpose, ask: why ?
  20. 20. www.ebbf.org | to create purpose, ask: why ? stop, and ask yourself : why?
  21. 21. www.ebbf.org | to create purpose, ask: why ? stop, and ask yourself : why? why do you go to work every day?
  22. 22. www.ebbf.org | to create purpose, ask: why ? stop, and ask yourself : why? why do you why have I go to work created this every day? company?
  23. 23. www.ebbf.org | solving an - urgent - need this implies that you have stopped and carefully thought of the people you want to serve and what they need, a truly careful analysis of who these physical people are.
  24. 24. www.ebbf.org | solving an - urgent - need one key ingredient to a successful enterprise: find a pressingly urgent issue that a sector of society that you wish to serve really needs to see solved and find a solution for it. this implies that you have stopped and carefully thought of the people you want to serve and what they need, a truly careful analysis of who these physical people are.
  25. 25. www.ebbf.org | solving an - urgent - need one key ingredient to a successful enterprise: find a pressingly urgent issue that a sector of society that you wish to serve really needs to see solved and find a solution for it. this implies that you have stopped and carefully thought of the people you want to serve and what they need, a truly careful analysis of who these physical people are. who do I wish to serve?
  26. 26. www.ebbf.org | solving an - urgent - need one key ingredient to a successful enterprise: find a pressingly urgent issue that a sector of society that you wish to serve really needs to see solved and find a solution for it. this implies that you have stopped and carefully thought of the people you want to serve and what they need, a truly careful analysis of who these physical people are. who do I wish to serve? what do they urgently need?
  27. 27. www.ebbf.org | solving an - urgent - need my ideal product / service will address the urgent need, be something I am also passionate about, and most definitely something I am able to address. Three very simple but often forgotten/underestimated rules.
  28. 28. www.ebbf.org | solving an - urgent - need my ideal product / service will address the urgent need, be something I am also passionate about, and most definitely something I am able to address. Three very simple but often forgotten/underestimated rules. urgent need
  29. 29. www.ebbf.org | solving an - urgent - need my ideal product / service will address the urgent need, be something I am also passionate about, and most definitely something I am able to address. Three very simple but often forgotten/underestimated rules. urgent need mi passion
  30. 30. www.ebbf.org | solving an - urgent - need my ideal product / service will address the urgent need, be something I am also passionate about, and most definitely something I am able to address. Three very simple but often forgotten/underestimated rules. urgent need mi passion my ability to address it
  31. 31. www.ebbf.org | how to get that “like” ? promise and deliver an emotional experience
  32. 32. www.ebbf.org | how to get that “like” ? promise and deliver an emotional experience creating emotional engagement
  33. 33. www.ebbf.org | how to get that “like” ? promise and deliver an emotional experience creating emotional engagement
  34. 34. www.ebbf.org | how to get that “like” ? promise and deliver an emotional experience creating emotional engagement making the promise
  35. 35. www.ebbf.org | how to get that “like” ? promise and deliver an emotional experience creating emotional engagement making the promise delivering the promise
  36. 36. www.ebbf.org | emotional experiences
  37. 37. www.ebbf.org | emotional experiences
  38. 38. www.ebbf.org | lush.com its purpose its emotional engagement
  39. 39. www.ebbf.org | lush.com its manifesto to communicate its purpose and create emotional engagement
  40. 40. www.ebbf.org | FIRST emotionally engage employees
  41. 41. www.ebbf.org | FIRST emotionally engage employees
  42. 42. www.ebbf.org | emotionally engage there, we’ve said it. And now we’ve said it, there’s no taking it back! At Lush our goal is to make our products as effective, fun and luscious as possible, whilst making sure that they are kind to animals and the environment. That’s why we have always loved to fill our shops with whole ranges of ‘naked’ (unpackaged) products. We 1 Lush Shampoo Bar ( ) lasts as long as… believe that when it comes to reducing 3 bottles ( ) of liquid shampoo our impact on the environment, reducing packaging should be high on everyone’s list of priorities. Just take a look at this: So already that’s 3 less empty bottles to get rid of! But it’s not just the actual plastic packaging that we need to think about. Compared to bottled liquid products, which are full of water and are heavy, bulky, and inefficient - our naked products are concentrated, weigh less and are easy to transport. Just look at the environmental impact of delivering these to shops: 1 lorry load of shampoo bars would be enough for 800,000 washes but it would take 15 lorry loads of liquid shampoo to do the same job! With solid shampoo bars you save on the environmental cost of producing and disposing of plastic packaging AND reduce the pollution caused by transporting heavy and uneconomical packaged goods!
  43. 43. www.ebbf.org | emotionally engage there, we’ve said it. And now we’ve said it, there’s no taking it back! At Lush our goal is to make our products as effective, fun and luscious as possible, whilst making sure that they are kind to animals and the environment. That’s why we have always loved to fill our shops with whole ranges of ‘naked’ (unpackaged) products. We 1 Lush Shampoo Bar ( ) lasts as long as… believe that when it 3 bottles ( ) of liquid shampooLush has three main objectives: comes to reducing our impact on the environment,- sell things they like reducing packaging should be high on everyone’s list of- change perceptions on issues priorities. Just take a lookdear to them at this: So already that’s 3 less empty bottles to get rid of!- make money But it’s not just the actual plastic packaging that we need to think about. Compared to bottled liquid products, which are full of water and are heavy, bulky, and inefficient - our naked products are concentrated, weigh less and are easy to transport. Just look at the environmental impact of delivering these to shops: 1 lorry load of shampoo bars would be enough for 800,000 washes but it would take 15 lorry loads of liquid shampoo to do the same job! With solid shampoo bars you save on the environmental cost of producing and disposing of plastic packaging AND reduce the pollution caused by transporting heavy and uneconomical packaged goods!
  44. 44. www.ebbf.org | to emotionally engage: promise AND deliver the “love brand” making the promise delivering the promise
  45. 45. www.ebbf.org | to emotionally engage: promise AND deliver the “love brand” making the promise delivering the promise
  46. 46. www.ebbf.org | to emotionally engage: promise AND deliver the “love brand” making the promise delivering the promise
  47. 47. www.ebbf.org | to emotionally engage: promise AND deliver
  48. 48. www.ebbf.org | to emotionally engage: promise AND deliver
  49. 49. www.ebbf.org | to emotionally engage: promise AND deliver did Microsoft Vista deliver on its “wow” promise?
  50. 50. www.ebbf.org | to emotionally engage: promise AND deliver did Microsoft Vista deliver on its “wow” promise? any Microsoft stickers on cars?
  51. 51. www.ebbf.org | how to get that “like” ? promise and deliver an emotional experience creating emotional engagement the “love brand” making the promise delivering the promise
  52. 52. www.ebbf.org | how can we make the promise? ways to make the promise even something as “boring” as an invoice can become a vehicle to communicate the promise
  53. 53. www.ebbf.org | how can we make the promise? ways to make the promise even something as “boring” as an invoice can become a vehicle to communicate the promise
  54. 54. www.ebbf.org | how can we make the promise? making the promise using email signatures
  55. 55. www.ebbf.org | how can we make the promise? making the promise
  56. 56. www.ebbf.org | how can we make the promise? making the promise
  57. 57. www.ebbf.org | get that “like” promise and deliver emotional experience creating emotional engagement making the promise delivering the promise changing buying purchase patterns
  58. 58. www.ebbf.org | get that “like” promise and deliver emotional experience creating emotional engagement making the promise delivering the promise changing buying purchase patterns awareness
  59. 59. www.ebbf.org | get that “like” promise and deliver emotional experience creating emotional engagement making the promise delivering the promise changing buying purchase patterns consideration awareness
  60. 60. www.ebbf.org | get that “like” promise and deliver emotional experience creating emotional engagement making the promise delivering the promise changing buying purchase patterns preference consideration awareness
  61. 61. www.ebbf.org | get that “like” promise and deliver emotional experience creating emotional engagement making the promise delivering the promise changing buying purchase patterns preference consideration purchase awareness
  62. 62. www.ebbf.org | get that “like” promise and deliver emotional experience creating emotional engagement making the promise delivering the promise changing buying purchase patterns preference consideration purchase awareness loyalty
  63. 63. www.ebbf.org | get that “like” promise and deliver emotional experience creating emotional engagement making the promise delivering the promise changing buying purchase patterns preference consideration purchase awareness loyalty
  64. 64. www.ebbf.org | get that “like” promise and deliver emotional experience creating emotional engagement making the promise delivering the promise changing buying purchase patterns preference consideration purchase advocacy awareness loyalty
  65. 65. www.ebbf.org | get that “like” promise and deliver emotional experience creating emotional engagement making the promise delivering the promise changing buying purchase patterns preference consideration purchase advocacy awareness loyalty
  66. 66. www.ebbf.org | who do you trust ?
  67. 67. www.ebbf.org | who do you trust ?
  68. 68. www.ebbf.org | who do you trust ?
  69. 69. www.ebbf.org | we own the world
  70. 70. www.ebbf.org | we own the world
  71. 71. www.ebbf.org | we own the world la noria
  72. 72. www.ebbf.org | we own the world la noria SOPA
  73. 73. www.ebbf.org | we own the world la noria SOPA News of the World
  74. 74. www.ebbf.org | social media - open the dialogue
  75. 75. www.ebbf.org | social media - learn from the dialogue Text your clients now become your best sales people (or detractors)
  76. 76. www.ebbf.org | be part of / open the dialogue
  77. 77. www.ebbf.org | be part of / open the dialogue what can we learn from our clients?
  78. 78. www.ebbf.org | be part of / open the dialogue what can we learn from our clients? how can we react to positive / negative feedback?
  79. 79. www.ebbf.org | be part of / open the dialogue what can we learn from our clients? how can we react to positive / negative feedback? we HAVE to listen and learn
  80. 80. www.ebbf.org | using social media to state what you stand for, what makes you unique sticking to your company principles Alamo cinemas have a small passionate audience of movie lovers. They don’t allow sms texting in the movie theater. A person did sms text in the movie theater and she was “thrown out”
  81. 81. www.ebbf.org | using social media to state what you stand for, what makes you unique sticking to your company principles Alamo cinemas have a small passionate audience of movie lovers. They don’t allow sms texting in the movie theater. A person did sms text in the movie theater and she was “thrown out” what would you have done? “kick them out” of your movie theatre?
  82. 82. www.ebbf.org | using social media to state what you stand for, what makes you unique sticking to your company principles Alamo cinemas have a small passionate audience of movie lovers. They don’t allow sms texting in the movie theater. A person did sms text in the movie theater and she was “thrown out” what would you have done? “kick them out” of your movie theatre? the person you threw out sends an angry protest to your voice mail, how do you deal with it?
  83. 83. www.ebbf.org | social media - to reinforce your values, what you stand for, your unique experience
  84. 84. www.ebbf.org | co-creating an experience involving your stakeholders in - dreaming - and the implementing the ideal experience how have you / will you create your enterprise? who have you / will you involve in co-creating?
  85. 85. www.ebbf.org | new concepts: super cooperators
  86. 86. www.ebbf.org | new concepts: super cooperators design thinking a new way of designing customer experiences, products and services
  87. 87. www.ebbf.org | new concepts: super cooperators design thinking a new way of designing customer experiences, products and services cooperation vs competition when you transform your competitors into cooperators towards a common goal (and financial sustainability)
  88. 88. you are welcome to join us:http://ebbf.org/contribute/join

×