Corporate social responsibility programs can benefit companies in several ways when incorporated into incentive programs according to a white paper from the Incentive Marketing Association. Such programs can help attract and retain employees as well as customers. Employees exhibit strong loyalty to companies with CSR programs and 38% of consumers buy brands that support causes. Incorporating CSR into incentive programs should include determining a beneficiary, demonstrating commitment, outlining objectives, allowing employee participation, and ensuring donations are tracked.
IBM Study On Sustainable Corporate Social ResponibilityrScott Rains
In order to attain sustainable growth through CSR, companies must:
1. Align and incorporate CSR with business
strategy and integrate it across all perational
functions, thus making it easy to invest
(not spend) the funds necessary to achieve
its objectives;
2. Implement an open information strategy for
more transparent information sharing with
multiple stakeholders;
3. Leverage transparency to increase the levelof engagement of key constituents and
customers.
The (Im)possible Role of the Social Media ManagerCarrie Kerpen
Your social media team is falling short -- and it's not their fault. It's time to reevaluate your business objectives and SPARK across departments. Learn how to create a Social Media Forum that staffs for success.
Burson-Marsteller has carried out a research together with IMD business school involving over 200 European companies, looking at how they define and communicate Corporate Purpose to internal and external stakeholders. The analysis led to a number of findings, most notably that corporate purpose enhances financial performance by 17%!
IBM will showcase how they are designing an internal Social Business Strategy that will continue to promote workforce collaboration. This strategy does incorporate all internal functions within the organisation, from IT and Business Intelligence to PR & Marketing; and People & Communications.
Communicating on Corporate Purpose is one of the key strategic tools for managers to build trust and reputation with stakeholders, according to our CORPORATE PURPOSE IMPACT STUDY
Aimia - Increasing the Lifetime Value for your OTC Pharmaceutical ConsumersDavid Nickelson, PsyD, JD
Aimia is helping OTC Pharmaceutical and Vitamin, Mineral and Supplement (VMS) companies create long-term engagement and increase the life time value of their consumers. Check out this infographic to learn more about how.
IBM Study On Sustainable Corporate Social ResponibilityrScott Rains
In order to attain sustainable growth through CSR, companies must:
1. Align and incorporate CSR with business
strategy and integrate it across all perational
functions, thus making it easy to invest
(not spend) the funds necessary to achieve
its objectives;
2. Implement an open information strategy for
more transparent information sharing with
multiple stakeholders;
3. Leverage transparency to increase the levelof engagement of key constituents and
customers.
The (Im)possible Role of the Social Media ManagerCarrie Kerpen
Your social media team is falling short -- and it's not their fault. It's time to reevaluate your business objectives and SPARK across departments. Learn how to create a Social Media Forum that staffs for success.
Burson-Marsteller has carried out a research together with IMD business school involving over 200 European companies, looking at how they define and communicate Corporate Purpose to internal and external stakeholders. The analysis led to a number of findings, most notably that corporate purpose enhances financial performance by 17%!
IBM will showcase how they are designing an internal Social Business Strategy that will continue to promote workforce collaboration. This strategy does incorporate all internal functions within the organisation, from IT and Business Intelligence to PR & Marketing; and People & Communications.
Communicating on Corporate Purpose is one of the key strategic tools for managers to build trust and reputation with stakeholders, according to our CORPORATE PURPOSE IMPACT STUDY
Aimia - Increasing the Lifetime Value for your OTC Pharmaceutical ConsumersDavid Nickelson, PsyD, JD
Aimia is helping OTC Pharmaceutical and Vitamin, Mineral and Supplement (VMS) companies create long-term engagement and increase the life time value of their consumers. Check out this infographic to learn more about how.
Apply loyalty science to incent, change and increase appropriate health and health benefit utilization behaviors that will improve health outcomes and reduce costs.
"Real loyalty isn’t created at the close of the sale. It’s created when the brand & the customer become intimate through multiple interactions before, during & after the purchase." Read more in Aimia's report, 'Rewarding Interactions; Are You Ready for Customer Intimacy'
Virtual events can add great value to you live event strategy. Virtual solutions along with gamification, social and mobile capabilities enhance the live event experience. At Aimia – we call this Optimizing Your Events.
Aimia: The Big Deal About Big Data -- How It Will Transform Pharma Meeting an...David Nickelson, PsyD, JD
* What is Big Data? What is it Not?
*Recognizing Big Data trends and how it has transformed other industries
*The opportunities and challenges presented by "Big Meeting Data" to pharma meeting planners including SMM, personalization, optimization, specialization and globalization
* What pharma meeting planning looks like 10 years from now
The term “inflection point” has multiple definitions. In differential calculus, an inflection point is a point on a curve at which the concavity changes from positive curvature to
negative curvature, or vice versa. In political science, an inflection point is a moment in history that dramatically alters a geopolitical situation, for better or worse. In business, Intel co-founder Andy Grove has described a strategic inflection point as “an event that changes the way we think and act.” Each of these definitions describes a moment at which our fortunes change — and in many cases, we can’t recognize the moment until
after it’s passed.
Researchers tlooked at the attitudes, shopping patterns and motivations of 3000 leading-edge consumers in the U.S., UK and Canada. The goal was to better understand how mobile devices are impacting in-store shopping habits by identifying those shoppers most likely to have “showroomed” — visited a store and saw a product they liked, but then purchased it online instead of from the store, and by outlining actions retailers can take, such as loyalty programs, price matching, free shipping and mobile payments to encourage consumers to open their wallets in-store.
The results paint a clear picture of today’s mobile assisted shoppers – or M-shopper – and debunks commonly held assumptions many brick-and-mortar retailers make about retail show roomers. Some of the highlights include:
Showrooming isn’t just for the Millennial Generation: Contrary to popular belief, 74 percent of M-shoppers are older than 29 years old.
Mobile devices can actually improve the chances of an in-store purchase: More than 50 percent of M-Shoppers are more likely to purchase a product in-store when their mobile device helps them find online reviews, information or trusted advice.
Price isn’t always the most important factor: Although “price checking” is the number one action of M-Shoppers, convenience, urgency, and immediacy are the top three reasons why M-Shoppers will buy in-store even if they find the same product cheaper online.
Loyalty programs are worth more than just their points: 48 percent of M-Shoppers say that being a member of a store’s loyalty program makes them more likely to purchase products in-store, despite equal or cheaper prices online.
With the rapid increase of mobile, social, and game industries, the training market will not only grow exponentially but also transform itself driven by these technologies.
The Incentive Research Foundation recently released a study, Incentivizing Your Channel Partners Leads to Positive Business Outcomes, based on 2,000 dealers with the opportunity to win an incentive travel trip. Out of these 2,000 dealers, approximately 20% of these dealers are awarded the trip annually.