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.

1. how can you
increase the value
and values
of your enterprise?
daniel.truran@ebbf.org www.ebbf.org
mindful people meaningful work

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. When we think of improving
the value and values of our
enterprise we often first
think of social enterprises

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. 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. 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. 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. 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. www.ebbf.org | your potential for positive influence with each and everyone of your stakeholders

10. www.ebbf.org | your potential for positive influence with each and everyone of your stakeholders
organization

11. www.ebbf.org | your potential for positive influence with each and everyone of your stakeholders
shareholders management
organization
suppliers
employees
clients

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. 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. www.ebbf.org | connecting purpose to broader value
purpose

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. 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. 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. 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. www.ebbf.org | to create purpose, ask: why ?

20. www.ebbf.org | to create purpose, ask: why ?
stop, and ask yourself : why?

21. www.ebbf.org | to create purpose, ask: why ?
stop, and ask yourself : why?
why do you
go to work
every day?

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. 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. 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. 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. 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. 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. 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. 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. 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. www.ebbf.org | how to get that “like” ? promise and deliver an emotional experience

32. www.ebbf.org | how to get that “like” ? promise and deliver an emotional experience
creating emotional engagement

33. www.ebbf.org | how to get that “like” ? promise and deliver an emotional experience
creating emotional engagement

34. www.ebbf.org | how to get that “like” ? promise and deliver an emotional experience
creating emotional engagement
making the promise

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. www.ebbf.org | emotional experiences

37. www.ebbf.org | emotional experiences

38. www.ebbf.org | lush.com its purpose its emotional engagement

39. www.ebbf.org | lush.com its manifesto to communicate its purpose and create emotional engagement

40. www.ebbf.org | FIRST emotionally engage employees

41. www.ebbf.org | FIRST emotionally engage employees

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. 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 shampoo
Lush 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 look
dear 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. www.ebbf.org | to emotionally engage: promise AND deliver
the “love brand”
making the promise delivering the promise

45. www.ebbf.org | to emotionally engage: promise AND deliver
the “love brand”
making the promise delivering the promise

46. www.ebbf.org | to emotionally engage: promise AND deliver
the “love brand”
making the promise delivering the promise

47. www.ebbf.org | to emotionally engage: promise AND deliver

48. www.ebbf.org | to emotionally engage: promise AND deliver

49. www.ebbf.org | to emotionally engage: promise AND deliver
did Microsoft Vista deliver on its “wow”
promise?

50. www.ebbf.org | to emotionally engage: promise AND deliver
did Microsoft Vista deliver on its “wow”
promise?
any Microsoft stickers on cars?

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. 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. 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. www.ebbf.org | how can we make the promise?
making the promise
using email signatures

55. www.ebbf.org | how can we make the promise?
making the promise

56. www.ebbf.org | how can we make the promise?
making the promise

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. 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. 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. 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. 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. 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. 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. 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. 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. www.ebbf.org | who do you trust ?

67. www.ebbf.org | who do you trust ?

68. www.ebbf.org | who do you trust ?

69. www.ebbf.org | we own the world

70. www.ebbf.org | we own the world

71. www.ebbf.org | we own the world
la noria

72. www.ebbf.org | we own the world
la noria
SOPA

73. www.ebbf.org | we own the world
la noria
SOPA
News of the
World

74. www.ebbf.org | social media - open the dialogue

75. www.ebbf.org | social media - learn from the dialogue
Text
your clients now become your best
sales people (or detractors)

76. www.ebbf.org | be part of / open the dialogue

77. www.ebbf.org | be part of / open the dialogue
what can we
learn from
our clients?

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. 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. 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. 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. 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. www.ebbf.org | social media - to reinforce your values, what you stand for, your unique experience

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. www.ebbf.org | new concepts: super cooperators

86. www.ebbf.org | new concepts: super cooperators
design thinking
a new way of designing
customer experiences,
products and services

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. you are welcome to join us:
http://ebbf.org/contribute/join