Csr 4th Class


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Csr 4th Class

  1. 1. CSR 4 th class
  2. 2. <ul><li>Can you- </li></ul><ul><li>Provide a description and an e xample of an initiative for doing some good. </li></ul><ul><li>What are the benefits & c oncerns of that initiative </li></ul><ul><li>What are the “Keys to Success ” </li></ul>Having read and prepared a presentation from the textbook (Kotler, Lee 2005)
  3. 3. If I give you an example of the initiative can you identify what type of initiative it is?
  4. 4.   We are proud to deliver the Victoria’s Secret catalog printed entirely on Forest Stewardship  Council certified paper. 
  5. 5. Name as many of the six options for doing some good as you can <ul><li>1. </li></ul><ul><li>2. </li></ul><ul><li>3. </li></ul><ul><li>4. </li></ul><ul><li>5. </li></ul><ul><li>6. </li></ul>
  6. 6. The “Six Options for Doing Good” (Corporate Social Initiatives) Marketing Related Cause Promotions Cause-Related Marketing Corporate Social Marketing Not typically Marketing Related Corporate Philanthropy Community Volunteering Socially Responsible Practices
  7. 7. What is your definition of CSR? <ul><li>What are the benefits of CSR initiatives (Why do good) </li></ul><ul><li>What are the challenges? </li></ul>
  8. 8. Describe the CSR shift from obligation to strategy?
  9. 9. That’s just we’ve covered so far! Maybe we should have an evaluation of your progress to date?
  10. 10. 25 Best Practices for doing good Choose Develop Implement Evaluate
  11. 11. Choose
  12. 12. Develop Source (pic) - http://www.flickr.com/photos/haani/2056702546/sizes/l/
  13. 13. Implement <ul><li>Entertain them: </li></ul><ul><li>One of the top traits that makes someone “cool” to youth is a sense of humor. Same thing applies to brands. </li></ul><ul><li>Don’t take yourself or your brand too seriously. </li></ul><ul><li>You will be fighting for their attention in a world full of distractions. Make it worth their time. </li></ul>
  14. 14. Source (pic) - http://www.flickr.com/photos/8141591@N05/513073710/ Evaluate
  15. 15. Choosing a Social Problem <ul><li>1. </li></ul><ul><li>2. </li></ul><ul><li>3. </li></ul><ul><li>4. </li></ul><ul><li>5. </li></ul><ul><li>6. </li></ul>
  16. 16. Choosing a Social Problem <ul><li>1. Choose only a few social issues to support </li></ul><ul><li>2. Choose those issues that are of concern in the community where you do business </li></ul><ul><li>3. Choose issues that have synergy with mission, values, products and services </li></ul><ul><li>4. Choose issues that have the potential to support business goals </li></ul><ul><li>5. Choose issues that of concern to key stakeholders </li></ul><ul><li>6. Choose issues that can be supported over a long term </li></ul>
  17. 17. Selecting a Social Initiative to Support the Cause <ul><li>1. </li></ul><ul><li>2. </li></ul><ul><li>3. </li></ul><ul><li>4. </li></ul><ul><li>5. </li></ul><ul><li>6. </li></ul>
  18. 18. Selecting a Social Initiative to Support the Cause <ul><li>1. Select initiatives that best meet business objectives and goals </li></ul><ul><li>2. Select initiatives that meet priority needs for the cause </li></ul><ul><li>3. Selact multiple initiatives for a single cause </li></ul><ul><li>4. Select initiatives representing the most potential for strong community partnerships </li></ul><ul><li>5.Select initiatives where you have a history of experience </li></ul><ul><li>6. Select initiatives that will leverage current abundant resources </li></ul>
  19. 19. Developing Social Initiative Programs <ul><li>1. </li></ul><ul><li>2. </li></ul><ul><li>3. </li></ul><ul><li>4. </li></ul><ul><li>5. </li></ul><ul><li>6. </li></ul><ul><li>7. </li></ul>
  20. 20. Developing Social Initiative Programs <ul><li>1. Form internal cross-functiong teams to develop plans </li></ul><ul><li>2. Include community partners in plan development </li></ul><ul><li>3. Establish clear objectives and measurable goals (for the company) </li></ul><ul><li>4. Establish clear objectives and measurable goals (for the cause) </li></ul><ul><li>5. Develop a community action plan </li></ul><ul><li>6. Identify and plan for additional strategic elements </li></ul><ul><li>7.Get senior management buy-in </li></ul>
  21. 21. Evaluating Efforts of the Initiative <ul><li>1. </li></ul><ul><li>2. </li></ul><ul><li>3. </li></ul><ul><li>4. </li></ul><ul><li>5. </li></ul><ul><li>6. </li></ul>
  22. 22. Evaluating Efforts of the Initiative <ul><li>1. Determine purpose of evaluation </li></ul><ul><li>2. Measure and report resource outputs </li></ul><ul><li>3. Measure and report outcomes for the company, based on initiaive objectives and goals </li></ul><ul><li>4. Measure and report outcomes for the cause, based on initiaive objectives and goals </li></ul><ul><li>5. Monitor status of social issues that initiatives are supporting </li></ul><ul><li>6. Allocate adequate resources for measuring and reporting </li></ul>
  23. 23. Corporate Guidelines for Social Initiatives <ul><li>That reflect the unique history, culture, goals, markets and strategies </li></ul><ul><li>That are updated </li></ul>
  24. 24. Corporate Guidelines include a description of decisions regarding- <ul><li>Priority social issue to support </li></ul><ul><li>Desired business outcomes </li></ul><ul><li>Desired social and environmental outcomes </li></ul><ul><li>Preferred type of initiatives </li></ul><ul><li>Guidelines for determining levels of contribution </li></ul><ul><li>Preferred types of giving </li></ul><ul><li>Ideal Community partners </li></ul><ul><li>Expectations regarding interdepartmental involvement in planning </li></ul><ul><li>A planning template including communication plans </li></ul><ul><li>Philosophies regarding corporate visibility and recognition for efforts </li></ul><ul><li>Expectations and plans for tracking, evaluating and reporting </li></ul><ul><li>Criteria for continued support </li></ul>
  25. 25. The end