- Maersk Line is a global shipping company that transports over a third of global trade via container ships.
- Maersk aims to make container shipping a key driver in improving environmental sustainability and reducing emissions from commercial transportation, which currently accounts for 3-4% of global emissions.
- Jacob Sterling, Maersk's Head of Climate and Sustainability, says the company wants to help grow sustainability efforts and create solutions to drive demand for low-emission shipping.
The document discusses the primary features and benefits of social media. It outlines the four steps of social media engagement as volume, engagement, connection, and conversion. These steps form a continuous cycle to attract people, find influencers, have meaningful conversations, and convert interactions into business outcomes and reputation. The benefits of this cycle include increasing reputation and insights, building communities, and tailoring messages. However, errors could negatively impact the entire media engagement drive since the steps are interlinked without gaps.
Practical steps towards being a social business Zipipop Freud
The document outlines 5 steps for organizations to become more social businesses. It discusses using social media internally with employees and externally with clients and partners. It emphasizes engaging with social customers and building a business to support them through improved collaboration. A key step is to establish a social media team to guide strategy and monitor conversations.
In the current economy where every dollar counts, the ability to demonstrate the value of your programs is a business imperative. You don’t need to have an army of people to measure properly (and no Ad Value Equivalents!) – you just need to be armed with a measurement process that works. Award-winning pro Kami Huyse will show us how to design PR and marketing programs from the beginning so they can be accurately measured, and step us through what to track using tools accessible to solos (without the hefty price tags).
Innovative community-based social CRM software. Join forces with your customers, and empower them to collaborate and interact with each other, and even work on your behalf.
This document provides an overview of social marketing, which aims to influence voluntary behavior change for personal and social benefit. It defines social marketing as the application of commercial marketing principles to design and implement programs to promote behaviors. The key aspects covered are:
1) Social marketing is a consumer-focused, strategic approach to behavior change that requires understanding audiences and activating them through an "exchange" of perceived benefits for costs like time or effort.
2) Successful programs segment audiences, create specific actions, acknowledge competition, and consider the "four Ps" of marketing - product, price, place, and promotion.
3) Evaluation is important to test messages and strategies and identify ways to improve outreach and better meet audience needs
Community conference 2011 - Dell, Bill JohnstonSeismonaut
This document discusses creating sustainable value through social media. It outlines Dell's journey with social media over five years, experiments, and lessons learned. Key insights include:
1) Social media improves engagement, provides solutions, and boosts loyalty across the customer lifecycle from awareness to post-purchase support.
2) Listening is critical for understanding customers and markets. Social media also provides insights to improve products, marketing, and operations.
3) While direct sales impacts can be measured, social media value is multi-dimensional, including influence on purchase, increased attention, loyalty, and other less direct impacts.
4) For Dell, social media affects all business units and stages of the buying process, not
The document discusses unconventional recruitment strategies for community panels. It notes that recruitment specifications can be tightly defined and prospective members may have an existing affinity for certain brands or categories. Recruitment should motivate members by being relevant, targeted, engaging and highlighting purpose and self-interest. The messaging, creative design, landing page and profiling questionnaire are key parts of the process. Follow-through is also important to manage expectations and continually engage new members. Driver of member satisfaction include survey quality, feeling their input is valued, relevant topics and incentives.
1. The document reports on research into whether brand associations can transfer through an endorsement strategy.
2. It used an implicit association test to measure unconscious attitudes towards L'Oreal, which has a questionable reputation for animal testing, and The Body Shop, which has a more sustainable image.
3. The results showed brand associations did transfer, with stronger endorsements of L'Oreal leading to more positive unconscious associations, showing brand images can influence each other.
The document discusses the primary features and benefits of social media. It outlines the four steps of social media engagement as volume, engagement, connection, and conversion. These steps form a continuous cycle to attract people, find influencers, have meaningful conversations, and convert interactions into business outcomes and reputation. The benefits of this cycle include increasing reputation and insights, building communities, and tailoring messages. However, errors could negatively impact the entire media engagement drive since the steps are interlinked without gaps.
Practical steps towards being a social business Zipipop Freud
The document outlines 5 steps for organizations to become more social businesses. It discusses using social media internally with employees and externally with clients and partners. It emphasizes engaging with social customers and building a business to support them through improved collaboration. A key step is to establish a social media team to guide strategy and monitor conversations.
In the current economy where every dollar counts, the ability to demonstrate the value of your programs is a business imperative. You don’t need to have an army of people to measure properly (and no Ad Value Equivalents!) – you just need to be armed with a measurement process that works. Award-winning pro Kami Huyse will show us how to design PR and marketing programs from the beginning so they can be accurately measured, and step us through what to track using tools accessible to solos (without the hefty price tags).
Innovative community-based social CRM software. Join forces with your customers, and empower them to collaborate and interact with each other, and even work on your behalf.
This document provides an overview of social marketing, which aims to influence voluntary behavior change for personal and social benefit. It defines social marketing as the application of commercial marketing principles to design and implement programs to promote behaviors. The key aspects covered are:
1) Social marketing is a consumer-focused, strategic approach to behavior change that requires understanding audiences and activating them through an "exchange" of perceived benefits for costs like time or effort.
2) Successful programs segment audiences, create specific actions, acknowledge competition, and consider the "four Ps" of marketing - product, price, place, and promotion.
3) Evaluation is important to test messages and strategies and identify ways to improve outreach and better meet audience needs
Community conference 2011 - Dell, Bill JohnstonSeismonaut
This document discusses creating sustainable value through social media. It outlines Dell's journey with social media over five years, experiments, and lessons learned. Key insights include:
1) Social media improves engagement, provides solutions, and boosts loyalty across the customer lifecycle from awareness to post-purchase support.
2) Listening is critical for understanding customers and markets. Social media also provides insights to improve products, marketing, and operations.
3) While direct sales impacts can be measured, social media value is multi-dimensional, including influence on purchase, increased attention, loyalty, and other less direct impacts.
4) For Dell, social media affects all business units and stages of the buying process, not
The document discusses unconventional recruitment strategies for community panels. It notes that recruitment specifications can be tightly defined and prospective members may have an existing affinity for certain brands or categories. Recruitment should motivate members by being relevant, targeted, engaging and highlighting purpose and self-interest. The messaging, creative design, landing page and profiling questionnaire are key parts of the process. Follow-through is also important to manage expectations and continually engage new members. Driver of member satisfaction include survey quality, feeling their input is valued, relevant topics and incentives.
1. The document reports on research into whether brand associations can transfer through an endorsement strategy.
2. It used an implicit association test to measure unconscious attitudes towards L'Oreal, which has a questionable reputation for animal testing, and The Body Shop, which has a more sustainable image.
3. The results showed brand associations did transfer, with stronger endorsements of L'Oreal leading to more positive unconscious associations, showing brand images can influence each other.
The document discusses the benefits of producing a corporate social responsibility (CSR) report, including improving CSR strategy and stakeholder engagement. It notes that a CSR report is an important means of communication with stakeholders and can contribute internally to policymaking while motivating employees. Externally, a CSR report provides transparency, credibility, and a basis for external consultation and benchmarking. The document also discusses lessons learned around stakeholder identification, issue selection, data collection, and using the GRI reporting framework in a flexible way. It emphasizes that CSR reporting is a living process that supports continuous performance improvement and stakeholder engagement.
The document analyzes how social responsibility is used as an empty signifier in media discourses. It applies Laclau's theory of empty signifiers to analyze how social responsibility comes to represent various unrelated demands. A content analysis of 104 newspaper articles finds that social responsibility is described in managerial and moral terms and used to represent both individualism and communitarian values. The analysis concludes that social responsibility functions as an empty signifier that offers a common solution while resurrecting some pre-modern values.
This study applies a constitutive approach to communication (CCO) to reconceptualize corporate social responsibility (CSR) communication. The CCO view sees communication as the basic element that constitutes organizations rather than a means to an end. This shifts the focus from communication having an instrumental purpose to it being a process of meaning negotiation. Applying CCO to CSR communication has three implications: 1) it sees organizations as polyphonic sites constituted by many communicative practices including CSR, 2) CSR communication can partially constitute organizational forms, and 3) non-human actors like texts have communicative agency and responsibility in CSR.
The document discusses the concept of a "Common Welfare Balance Sheet" as a tool for reporting corporate social responsibility. It presents the ideas of various thinkers such as Adam Smith, Friedrich Hayek, and Gerald Hüther regarding competition and cooperation. The key point is that society must shift from a competitive model to a cooperative, responsibility-focused model that redefines success in terms of common welfare rather than just profit maximization. Over 400 companies have now joined the Common Welfare Economy network in several countries.
1) An experiment conducted by researchers at Leiden University examined how communicated motives for corporate social responsibility investments affected perceptions of greenwashing for an energy company.
2) When the company communicated an environmental/CSR motive for investing in carbon capture technology, it led to higher perceptions of strategic behavior and greenwashing than just providing background information.
3) However, communicating an economic motive for the investment decreased perceptions of greenwashing and strategic behavior compared to a CSR motive. This was because a CSR motive led to suspicions of purely strategic rather than sincere intentions.
This document discusses challenges in marketing socially responsible products (SRPs). It summarizes research showing that while consumers claim to support corporate social responsibility, price is usually the main purchasing criteria. SRP marketing must focus on features salient to consumers in specific purchasing situations. Future research should study actual purchasing behaviors rather than attitudes, investigate robust product sectors for marketing strategies, and develop SRP retail strategies targeting the mainstream by emphasizing costs and benefits salient to situational consumer priorities.
This document discusses corporate foundations and their role in communicating corporate social responsibility in Romania. It finds that of the top 200 Romanian companies analyzed, 9.5% use corporate foundations for social involvement purposes. The foundations primarily support social and educational causes. Some have missions aligned with their parent companies, while others have distinct missions. Corporate foundations help give coherence to companies' CSR activities and fulfill stakeholder expectations. They mainly communicate CSR internally to employees through newsletters and intranet.
This document analyzes concepts of corporate social responsibility, transparency, and authenticity from a non-dualistic perspective. It discusses how these concepts are typically understood through functionalist and normative lenses in corporate communications. A descriptive perspective is proposed that views them as communicative, situational, and relational events that emerge through interactions rather than as fixed attributes. Their paradoxical nature and tendency to function as myths that invisibilize problems while securing ongoing communication is examined. Taking a non-dualistic approach reveals both subjective and objective meanings and implications, including how claiming these concepts can serve purposes of differentiation, identity construction, and legitimacy.
Employees as instruments in CSR communication presents a pedagogical perspective on using curriculum revision at Aalto University to:
1) Raise employee awareness and knowledge of corporate social responsibility.
2) Develop employee mindsets and behaviors that support CSR communication as an organizational resource.
3) Achieve learning objectives for students like social responsibility, sustainability, and communication skills through integrated, problem-based education that develops critical thinking.
The document summarizes a presentation given at a CSR communication conference in Amsterdam. The presentation investigated how CSR theory has evolved in communication research and interfaces proposed by scholars. It analyzed 126 articles published between 2005-2010 looking at constructs like social responsibility, sustainability, and stakeholders. The analysis found that while CSR-related terms were commonly used, stakeholder theory was not related to most articles. It also found that while some articles discussed transparency and PR theory, few considered macro aspects of sustainability debates or criticisms of models of production and consumption.
The document discusses corporate sustainability communication (CSC) in small- and medium-sized enterprises (SMEs). It analyzes the CSC of a German watermill company through interviews and observation. The study finds that SMEs primarily use informal, face-to-face communication for CSC, like discussions and open days, rather than formal reports. Informal tools are effective locally due to trust, while more formal methods are needed at a distance. Overall, SMEs do not require the formal CSC strategies of large firms.
The document summarizes a case study on an Italian energy company's (Eni) use of social media for corporate social responsibility (CSR) communication and consumer empowerment. It finds that Eni utilizes social media platforms like Facebook, Twitter, and LinkedIn to discuss CSR topics interactively with stakeholders. This allows stakeholders to provide feedback and participate in CSR issues, increasing their power. Eni's goals are to improve dialogue, spread CSR information, and maintain a positive reputation through an integrated online CSR communication strategy.
This document summarizes a study that examines how corporate social responsibility (CSR) awareness among employees affects their affective commitment to the organization. The study uses survey data from 301 employees of a Dutch health insurance company to test a model linking four types of CSR awareness (related to customers, government, society, and employees) to information flow about CSR activities and ultimately employees' affective commitment. The results suggest that awareness of CSR activities aimed at external stakeholders like customers and society has a positive effect on employees' commitment, beyond just activities aimed at employees. The findings have implications for how organizations communicate about CSR activities and their aims.
The document presents research on how Dutch corporations present corporate social responsibility (CSR) initiatives on their websites. The research questions how CSR is presented and what frames are used to communicate about CSR to stakeholders. Content analysis was conducted on the websites of the 50 most valuable Dutch brands. The results found that 62% presented CSR information on their homepage. While the amount of CSR information varied between companies, most focused on stakeholders like employees and suppliers, and issues like people and the planet. Responsibility was the most common frame used to discuss CSR.
The document outlines different perspectives on conceptualizing corporate social responsibility (CSR) as a communicative phenomenon. It discusses functionalist perspectives that view CSR as a tool for reputation management, marketing, and public relations. Political-normative perspectives see CSR as a way for corporations to build legitimacy and shape policy agendas. Culturalist perspectives analyze how CSR takes different forms based on cultural context. Finally, it proposes a socio-constructivist perspective that views CSR as a communicative construct constituted through organizational communication and media, with reality negotiated through ongoing communication processes.
The document summarizes a research study that analyzed the level of substantial information and third party associations provided in corporate social responsibility (CSR) advertisements. The researchers examined six advertisements, three from the UK and three from Brazil. They found that most advertisements provided low levels of substantial information about investments and impacts. Only two advertisements provided high levels of detail. Half of the companies disclosed third party associations. The study concludes that advertisements could do more to address skepticism by providing more transparent and credible information about CSR initiatives. Further research with larger samples was recommended to generalize the findings.
This document provides a summary of a literature review on CSR communication research from a management and marketing perspective. It examines 49 articles focusing on conceptualizing CSR communication and how it can add value for stakeholders. It finds that the field is emerging but marketing approaches dominate, and research often takes a functionalist perspective. There is increased research on strategic and operational CSR communication and country/industry impacts. However, companies still tend not to take a proactive, stakeholder-oriented approach to CSR communication. Stronger theoretical anchoring is also needed.
Vocus Webinar: P.R.ove Yourself with Angie JeffreyCision
Angela, a 20-year PR veteran, is going to share her simple eight-step process for measuring and sharing your results like a marketer. Once you learn this, you’ll never struggle to show the impact of your PR again.
It’s a simple combination of planning, thoughtful goal-setting and some basic analytics. The results, however, can be spectacular. We’ll have case studies, tips, a Q&A session and everything you need to get started, plus Angela’s exclusive new whitepaper on social media measurement for all attendees.
Download the recording of the webinar here: http://bit.ly/Ad2FMp
This document summarizes a presentation about using social media as a customer relationship management (CRM) tool. It discusses how social media requires a strategic approach and how brands can extend their value by engaging on different social platforms. While social media offers opportunities to engage with customers, many companies still struggle with cross-departmental collaboration, resources, and buy-in from upper management to fully leverage social media within their overall marketing strategy. The presentation emphasizes that social media should be integrated into a company's relationship marketing but that becoming a social CRM leader will take time.
This document discusses social media marketing ROI and how to measure it. It outlines that (1) social media marketing is about customer engagement, content relevance, trust-building and technology adoption which require time and investment; (2) while most social media programs don't measure ROI, it is possible to do so by tracking both social and media objectives and measures like reach, awareness, engagement, advocacy and influence; (3) parameters to measure social impact differ from traditional media but measuring social media ROI requires a combination of both.
The document discusses the benefits of producing a corporate social responsibility (CSR) report, including improving CSR strategy and stakeholder engagement. It notes that a CSR report is an important means of communication with stakeholders and can contribute internally to policymaking while motivating employees. Externally, a CSR report provides transparency, credibility, and a basis for external consultation and benchmarking. The document also discusses lessons learned around stakeholder identification, issue selection, data collection, and using the GRI reporting framework in a flexible way. It emphasizes that CSR reporting is a living process that supports continuous performance improvement and stakeholder engagement.
The document analyzes how social responsibility is used as an empty signifier in media discourses. It applies Laclau's theory of empty signifiers to analyze how social responsibility comes to represent various unrelated demands. A content analysis of 104 newspaper articles finds that social responsibility is described in managerial and moral terms and used to represent both individualism and communitarian values. The analysis concludes that social responsibility functions as an empty signifier that offers a common solution while resurrecting some pre-modern values.
This study applies a constitutive approach to communication (CCO) to reconceptualize corporate social responsibility (CSR) communication. The CCO view sees communication as the basic element that constitutes organizations rather than a means to an end. This shifts the focus from communication having an instrumental purpose to it being a process of meaning negotiation. Applying CCO to CSR communication has three implications: 1) it sees organizations as polyphonic sites constituted by many communicative practices including CSR, 2) CSR communication can partially constitute organizational forms, and 3) non-human actors like texts have communicative agency and responsibility in CSR.
The document discusses the concept of a "Common Welfare Balance Sheet" as a tool for reporting corporate social responsibility. It presents the ideas of various thinkers such as Adam Smith, Friedrich Hayek, and Gerald Hüther regarding competition and cooperation. The key point is that society must shift from a competitive model to a cooperative, responsibility-focused model that redefines success in terms of common welfare rather than just profit maximization. Over 400 companies have now joined the Common Welfare Economy network in several countries.
1) An experiment conducted by researchers at Leiden University examined how communicated motives for corporate social responsibility investments affected perceptions of greenwashing for an energy company.
2) When the company communicated an environmental/CSR motive for investing in carbon capture technology, it led to higher perceptions of strategic behavior and greenwashing than just providing background information.
3) However, communicating an economic motive for the investment decreased perceptions of greenwashing and strategic behavior compared to a CSR motive. This was because a CSR motive led to suspicions of purely strategic rather than sincere intentions.
This document discusses challenges in marketing socially responsible products (SRPs). It summarizes research showing that while consumers claim to support corporate social responsibility, price is usually the main purchasing criteria. SRP marketing must focus on features salient to consumers in specific purchasing situations. Future research should study actual purchasing behaviors rather than attitudes, investigate robust product sectors for marketing strategies, and develop SRP retail strategies targeting the mainstream by emphasizing costs and benefits salient to situational consumer priorities.
This document discusses corporate foundations and their role in communicating corporate social responsibility in Romania. It finds that of the top 200 Romanian companies analyzed, 9.5% use corporate foundations for social involvement purposes. The foundations primarily support social and educational causes. Some have missions aligned with their parent companies, while others have distinct missions. Corporate foundations help give coherence to companies' CSR activities and fulfill stakeholder expectations. They mainly communicate CSR internally to employees through newsletters and intranet.
This document analyzes concepts of corporate social responsibility, transparency, and authenticity from a non-dualistic perspective. It discusses how these concepts are typically understood through functionalist and normative lenses in corporate communications. A descriptive perspective is proposed that views them as communicative, situational, and relational events that emerge through interactions rather than as fixed attributes. Their paradoxical nature and tendency to function as myths that invisibilize problems while securing ongoing communication is examined. Taking a non-dualistic approach reveals both subjective and objective meanings and implications, including how claiming these concepts can serve purposes of differentiation, identity construction, and legitimacy.
Employees as instruments in CSR communication presents a pedagogical perspective on using curriculum revision at Aalto University to:
1) Raise employee awareness and knowledge of corporate social responsibility.
2) Develop employee mindsets and behaviors that support CSR communication as an organizational resource.
3) Achieve learning objectives for students like social responsibility, sustainability, and communication skills through integrated, problem-based education that develops critical thinking.
The document summarizes a presentation given at a CSR communication conference in Amsterdam. The presentation investigated how CSR theory has evolved in communication research and interfaces proposed by scholars. It analyzed 126 articles published between 2005-2010 looking at constructs like social responsibility, sustainability, and stakeholders. The analysis found that while CSR-related terms were commonly used, stakeholder theory was not related to most articles. It also found that while some articles discussed transparency and PR theory, few considered macro aspects of sustainability debates or criticisms of models of production and consumption.
The document discusses corporate sustainability communication (CSC) in small- and medium-sized enterprises (SMEs). It analyzes the CSC of a German watermill company through interviews and observation. The study finds that SMEs primarily use informal, face-to-face communication for CSC, like discussions and open days, rather than formal reports. Informal tools are effective locally due to trust, while more formal methods are needed at a distance. Overall, SMEs do not require the formal CSC strategies of large firms.
The document summarizes a case study on an Italian energy company's (Eni) use of social media for corporate social responsibility (CSR) communication and consumer empowerment. It finds that Eni utilizes social media platforms like Facebook, Twitter, and LinkedIn to discuss CSR topics interactively with stakeholders. This allows stakeholders to provide feedback and participate in CSR issues, increasing their power. Eni's goals are to improve dialogue, spread CSR information, and maintain a positive reputation through an integrated online CSR communication strategy.
This document summarizes a study that examines how corporate social responsibility (CSR) awareness among employees affects their affective commitment to the organization. The study uses survey data from 301 employees of a Dutch health insurance company to test a model linking four types of CSR awareness (related to customers, government, society, and employees) to information flow about CSR activities and ultimately employees' affective commitment. The results suggest that awareness of CSR activities aimed at external stakeholders like customers and society has a positive effect on employees' commitment, beyond just activities aimed at employees. The findings have implications for how organizations communicate about CSR activities and their aims.
The document presents research on how Dutch corporations present corporate social responsibility (CSR) initiatives on their websites. The research questions how CSR is presented and what frames are used to communicate about CSR to stakeholders. Content analysis was conducted on the websites of the 50 most valuable Dutch brands. The results found that 62% presented CSR information on their homepage. While the amount of CSR information varied between companies, most focused on stakeholders like employees and suppliers, and issues like people and the planet. Responsibility was the most common frame used to discuss CSR.
The document outlines different perspectives on conceptualizing corporate social responsibility (CSR) as a communicative phenomenon. It discusses functionalist perspectives that view CSR as a tool for reputation management, marketing, and public relations. Political-normative perspectives see CSR as a way for corporations to build legitimacy and shape policy agendas. Culturalist perspectives analyze how CSR takes different forms based on cultural context. Finally, it proposes a socio-constructivist perspective that views CSR as a communicative construct constituted through organizational communication and media, with reality negotiated through ongoing communication processes.
The document summarizes a research study that analyzed the level of substantial information and third party associations provided in corporate social responsibility (CSR) advertisements. The researchers examined six advertisements, three from the UK and three from Brazil. They found that most advertisements provided low levels of substantial information about investments and impacts. Only two advertisements provided high levels of detail. Half of the companies disclosed third party associations. The study concludes that advertisements could do more to address skepticism by providing more transparent and credible information about CSR initiatives. Further research with larger samples was recommended to generalize the findings.
This document provides a summary of a literature review on CSR communication research from a management and marketing perspective. It examines 49 articles focusing on conceptualizing CSR communication and how it can add value for stakeholders. It finds that the field is emerging but marketing approaches dominate, and research often takes a functionalist perspective. There is increased research on strategic and operational CSR communication and country/industry impacts. However, companies still tend not to take a proactive, stakeholder-oriented approach to CSR communication. Stronger theoretical anchoring is also needed.
Vocus Webinar: P.R.ove Yourself with Angie JeffreyCision
Angela, a 20-year PR veteran, is going to share her simple eight-step process for measuring and sharing your results like a marketer. Once you learn this, you’ll never struggle to show the impact of your PR again.
It’s a simple combination of planning, thoughtful goal-setting and some basic analytics. The results, however, can be spectacular. We’ll have case studies, tips, a Q&A session and everything you need to get started, plus Angela’s exclusive new whitepaper on social media measurement for all attendees.
Download the recording of the webinar here: http://bit.ly/Ad2FMp
This document summarizes a presentation about using social media as a customer relationship management (CRM) tool. It discusses how social media requires a strategic approach and how brands can extend their value by engaging on different social platforms. While social media offers opportunities to engage with customers, many companies still struggle with cross-departmental collaboration, resources, and buy-in from upper management to fully leverage social media within their overall marketing strategy. The presentation emphasizes that social media should be integrated into a company's relationship marketing but that becoming a social CRM leader will take time.
This document discusses social media marketing ROI and how to measure it. It outlines that (1) social media marketing is about customer engagement, content relevance, trust-building and technology adoption which require time and investment; (2) while most social media programs don't measure ROI, it is possible to do so by tracking both social and media objectives and measures like reach, awareness, engagement, advocacy and influence; (3) parameters to measure social impact differ from traditional media but measuring social media ROI requires a combination of both.
The document discusses social media use for businesses. It is a summary of a meeting between Kinship Digital, a social media consultancy, and CEOs. The meeting covered why Australians are addicted to social media, the consequences for businesses and executives, and a strategic view of social media internally and externally. Case studies were also reviewed that deliver a return on investment from social media use.
Leveraging Social Media to Reach B2B CustomersAlex Flagg
When you think of social media, do you think of running Facebook contests and videos of cats playing Patty Cake? Think again. Your B2B customers are increasingly using social media to gather product information and short list vendors.
This presentation covers 1) How B2B customers behave differently than their consumer counterparts, 2) How to develop and orchestrate an editorial plan to reach your B2B audience, 3) Recruiting your social media ambassadors, 4) The importance of Search Engine Optimization 5) Measuring the Share of Conversation.
Alex Flagg
Manager, Social Media and Digital Content Enablement
HP Enterprise Segment Marketing
In HP’s Worldwide Enterprise Segment, Alex leads a unique organization dedicated to increasing HP’s influence and participation in key B2B conversations with customers through social media channels. Alex is a dynamic B2B marketer with more than 18 years experience leading teams and running strategic marketing programs for HP, Sun, Microsoft, and AT&T. In his advertising career, Alex was among the first to buy online media in 1995 and helped shape the industry by proposing the first Internet advertising standards. Alex has a deep understanding of how to create engaging B2B editorial content, how to leverage social media to maximize content reach and how to utilize search engine optimization to ensure content find-ability and relevance.
The document discusses Nissan's vision and strategies for social media. It aims to engage customers through social media to support brand loyalty. Key strategies include amplifying marketing activities, actively moderating content and listening to customer feedback. It provides examples of successful social media campaigns including the "My Versa Road Trip" campaign that engaged over 13,000 users and garnered thousands of contest submissions. The document also discusses using social CRM to integrate social interactions with customer relationship processes to enhance customer experience, as shown through the NissanLEAFDrivers community site and Twitter support page.
IPR Measurement Summit -- "Integrated Measurement" -- Tim MarkleinTim Marklein
Institute for PR Measurement Summit presentation, "Integrated Measurement & Measurement Integration" by Tim Marklein, Executive VP of Measurement & Strategy, Weber Shandwick, October 14, 2009
This document discusses transforming a brand into a media company through social media. It recommends establishing a centralized social media team, creating a brand narrative and content strategy, building a real-time command center, assigning roles and responsibilities, establishing approval workflows, and investing in the right technology. The goal is to bridge external customer engagement with internal business processes to create shared value for stakeholders.
Elements of an Effective Social Media StrategyVisitTheLab
Social media is like a chemical experiment that requires defining objectives, developing a strategic formula, and monitoring the reaction. The formula includes elements like purpose, amplification, continuity, authenticity, accountability and using optimal tools to engage in integrated messaging through owned, earned and paid channels. Success requires defining goals, listening to conversations, engaging authentically with relevant content on an ongoing basis, and measuring and modifying the strategy based on analyzing results.
Target marketing presentation for Seedspot clients, presented in 2012. Helps startups focus on where to invest their time and energy. Exercises help early stage entrepreneurs think about the marketing strategies and sales strategies. Goal, find the buyer! Nothing happens until something is sold.
Gage has worked with Microsoft’s SMB division to establish and grow a social media marketing engine to reach and serve both B2B customers and reseller partners. This presentation was initially given at the 2011 Minnesota Interactive Marketing Association Summit.
Where social media is today. Where it's headed. What is HOLDING brands/biz back. Includes a social media maturity framework for digital strategists.
If you download - please add a comment.
Laurie Dillon-Schalk's keynote for IBM's Retail Fall Showcase on Nov. 2nd, 2011
While many companies struggled to maintain their figures over the last year to eighteen months, others have grown - even in these tough economic times. One significant factor in their success appears to be the level of engagement with customers and stakeholders.
Sally Falkow (APR) Social Media Strategist at Expansion Plus, and Rebecca Lieb, VP North America, Econsultancy will discuss research that shows how important engagement has become and how it is tied to financial success.
They'll present case studies that show that this applies just as much to small and medium businesses as it does to large corporations.
The document discusses social media and its importance for businesses. It defines what social media is and is not, how businesses can use it strategically, and provides examples of companies that have seen success through social media. The key messages are that social media is about creating conversations rather than pushing messages, is relevant for all businesses, and can help with marketing, sales, and other business functions when used as part of an overall strategy.
The document discusses social media analysis of the Rugby World Cup Twitter account @RugbyWorldCup. It provides statistics on the account's followers, most influential followers, social media footprint, country distribution of followers, and analysis of its YouTube channel. The presentation also discusses iGo2 Group, a social business solutions company, and how it can help organizations leverage social media through strategies, intelligence, and community building.
Social Media effect on today's enterprise, What are Social Brands and Social Enterprises, and the difference between them.
How should leaders consider integration of Social Media in the organization, and much more..
Contact raz@kinshipdigital.com for presentation notes.
Björn Edlund discusses the importance of societal competence for business leaders and sustainability. He asks if leadership is ready to interact with stakeholders and understand how public opinion is formed. Edlund also questions if leaders can assess non-technical risk and are trained to manage issues through assertiveness and compromise. He notes that companies are vulnerable in the public sphere and must frame debates around delivering customer and societal value. Edlund proposes developing societal competence through helping leaders understand reputational vulnerabilities, preparing them for stakeholder engagement, and training them in assertive yet compromising issue management.
SEM San Diego: Search & Social w Gary WareGary Ware
This document discusses integrating a multi-channel marketing strategy. It covers understanding the consumer decision journey across search and social media channels. It emphasizes that search is key in all stages of the consumer funnel, while social plays a big role in awareness. The document recommends developing a unified strategy that aligns content and messaging across paid, owned and earned channels. It introduces i.d.e.a. as an agency that delivers integrated marketing solutions to move people, products and culture.
This document discusses opportunities for research on corporate social responsibility (CSR) communication. It identifies four areas or "4i's" of CSR communication research: (1) internal CSR integration, (2) external CSR interpretation, (3) CSR identity, and (4) CSR image. For each area, it outlines challenges and opportunities for exploring how communication shapes and is shaped by CSR programs and concepts. The document argues that CSR communication research could provide insights into how communication facilitates organizational sensemaking, stakeholder engagement, and the discursive construction of CSR.
The document discusses the increasing pressures and expectations for corporations to communicate their CSR policies, actions, and impacts. It notes that while much research has analyzed CSR communication through various lenses like advertising, reports, and media coverage, less research has explored how communication helps institutionalize new behaviors within organizations or shape their relations with stakeholders. The document argues that research on CSR communication often assumes words and actions must be consistent, but some gap may be productive for flexibility. It maps various themes and approaches within the interdisciplinary field of CSR communication research.
This document summarizes a study that investigated how two message variables - social topic information and CSR commitment information - influence the effectiveness of CSR advertising. The study found that providing more specific CSR commitment information in ads (rather than just general policy information) significantly reduced consumer skepticism of the ads. However, including social topic information did not significantly interact with commitment information to further reduce skepticism as was hypothesized. The results suggest that consumer skepticism of CSR ads can be inhibited by including more detailed messaging about a company's CSR initiatives and impacts.
The document summarizes a research study that analyzed six corporate social responsibility (CSR) advertisement campaigns from the UK and Brazil to determine the level of substantial information provided and association with third parties. The main findings were that most advertisements provided low amounts of substantial information about investments and impacts. Only two campaigns provided high levels of detail. Half of the companies disclosed partnerships with other organizations. The conclusions were that the advertisements did little to address skepticism about CSR claims and transparency could be improved to increase credibility.
This document discusses the strategic nature of corporate social responsibility and the role of communication. It describes how philanthropy can improve a company's reputation and attractiveness while also benefiting society. However, the level of communication and control around philanthropic activities indicates whether the motivation is truly altruistic or egocentric. High levels of communication and message control, like sponsoring, suggest a more strategic motivation whereas low levels, like anonymous donations, are less strategic in nature.
The document discusses barriers to dialogue and CSR communication in social media. It analyzes interviews with managers at a pharmaceutical company about launching a CSR Twitter account. Key barriers identified include unfamiliarity with social media, managerial scepticism of outcomes on new platforms, restrictive internal guidelines, and limited resources. These barriers negatively impact principles of building online relationships like keeping communication useful, frequent, conversational, and committed. The conclusion emphasizes looking at organizational aspects and developing capabilities for social media communication.
Vattenfall launched a social media campaign to increase dialogue on climate change but it did not achieve the expected results. Stakeholders criticized the campaign as "greenwashing" and responses became repetitive arguments without understanding differing positions. While social media aims to advance stakeholder dialogue, it also risks negative effects as criticism can escalate, challenging assumptions that it facilitates open communication.
This study examined how Fortune 100 companies use social media platforms like Facebook, Twitter and YouTube to promote their corporate philanthropy efforts. The researchers analyzed links from company homepages and reported philanthropic activities on each platform. They found most companies provided access to at least one social media platform, with Twitter used most often. The most frequently reported philanthropic activities were cash donations, product donations and donations of services. The study provides a foundation for further research on using social media for corporate social responsibility communication and managing promotional backlash.
This document discusses how businesses must manage their corporate social responsibility (CSR) messages in the unregulated environment of social media. It argues that value is created through co-creating messages with stakeholders. While social media allows for greater participation and collaboration, it also poses challenges as audiences can now generate and spread content. The document examines survey findings on how communication professionals are adopting tools and strategies to navigate social media's "Wild West".
This study examined the role of skepticism towards food labels and its influence on buying intention. It hypothesized that greater knowledge and appreciation of a label would decrease skepticism, while increased skepticism would negatively influence buying intention. An online survey of 140 Dutch respondents about the "I make conscious choices" label found that most were familiar with it but few knew its true industry origin. Results confirmed that greater appreciation decreased skepticism and skepticism influenced buying intention. When respondents learned the label's industry origin, skepticism and negative evaluations increased. The study concludes the label may be misleading and organizations should be cautious adopting such labels for marketing purposes.
The document discusses three types of corporate social responsibility (CSR) interface designs found on company websites. Type 1 resembles printed pages with text-heavy content. Type 2 adds a table of contents for navigation but still emphasizes content over structure. Type 3 incorporates cinematic techniques to tell a company's CSR story through visualization rather than text. The researcher argues these designs do not effectively convey a clear CSR identity and calls for alternative interfaces that merge navigation and content through visual storytelling.
Dr. Stefan Jarolimek presented a framework for measuring CSR communication through a multi-case study approach. The study would analyze cultural factors like national culture, industry culture, and organizational culture that influence CSR communication. It would examine the self-image organizations project through their own CSR communications and websites. It would also analyze the public image of organizations as portrayed in media coverage. Comparing self-image and public image data across different countries, industries and organizations could provide insights into CSR communication and its relevance for communication research.
The document discusses community development strategies of PT Freeport Indonesia and PT Total Exploration and Production Indonesie. It finds that while both companies implemented comprehensive programs, PT Total saw more success by thoroughly consulting communities, understanding their needs, and gaining stakeholder participation and media support, while PT Freeport failed to properly analyze the social environment. The key to effective strategies is involving stakeholders, addressing community needs, and building mutual benefit between corporations and communities.
Companies must practice corporate social responsibility (CSR) in their own operations and educate stakeholders about CSR. CSR requires a double learning process, with companies implementing CSR policies internally and consumers learning how to engage with CSR efforts. Examples include educating consumers about the environmental impacts of using products and engaging the public in a campaign promoting Dutch greenhouse farmers while teaching about their CSR practices. Effective CSR communication keeps messages simple while being transparent, building legitimacy, and involving stakeholders.
This document summarizes a presentation given at an international CSR communication conference in Amsterdam. The presentation discusses the concept of a "pseudo-panopticon" where companies claim their CSR activities are transparent due to fear of discovery online, but this actually creates a false sense of security. While companies use CSR to boost reputations, stakeholders are unlikely to question claims and perceive the internet and watchdogs as effective monitors, even though corporate control of disclosure persists. Future research questions are posed about stakeholder beliefs in verification and transparency of CSR information.
The document discusses responsible communication (RC), a new approach to communicating social and ethical issues. RC is based on inclusion, critical self-assessment, ethics, and discourse. It differs from traditional CSR communication by integrating these principles into all levels of management decision-making, processes, and external communication. Implementing RC requires changes to organizational structure and decision-making processes. Potential impacts include increased credibility, legitimacy, cost savings, and stronger management and societal roles for communicators.
The document discusses the relationship between corporate social responsibility (CSR), leadership styles, communication strategies, and management trends. It presents an agenda covering the introduction and problem definition, institutionalization of CSR, management styles related to CSR initiatives, the role of management trainers in management trends, and the project framework and methodology. Key findings include that explicit and implicit CSR can co-exist in organizations, with transformational leadership helping to manage conflicts and drive innovation. Management trainers see CSR as mainly a management responsibility but take a conservative, implicit approach, suggesting they view transformational leadership as important.
The document discusses a CSR campaign called "How on Earth" launched by the Dutch energy company Essent. It describes various interventions used as part of the campaign, including MVO minutes, Sustainability Day events, and presentations from CSR "storytellers" at Essent to raise awareness of CSR issues among employees and encourage participation in related activities. A survey found that most Essent staff were aware of the campaign, understood what CSR means for the company, knew of the "How on Earth" initiative, and had increased their involvement in CSR activities after the interventions.
The document compares the corporate social responsibility (CSR) communication strategies of Italian energy company Enel and Dutch energy company Eneco. It finds that Enel focuses on community involvement and stakeholder engagement, while Eneco emphasizes sustainability pervasiveness and a humorous communication style. Both companies recognize the risks of greenwashing and aim to integrate CSR into their core business strategy and communication in an authentic way to build trust.
The document discusses corporate social responsibility (CSR) communication and media coverage. It notes that companies cannot escape public scrutiny in today's media landscape. CSR can both benefit and harm a company's reputation depending on how it is communicated. The document also discusses analyzing how media frames CSR coverage and how this framing shapes public perceptions. Understanding media framing of CSR can help companies strategically influence the CSR discourse.
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
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15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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4. Container shipping carries more
than one third of global trade
and has only a slight contribution to
global emissions - 3-4%
Container shipping has a potential of
becoming a key driver in improving the
environmental footprint of the
commercial world
5. MAERSK LINE: BLUE IS THE NEW GREEN
Blue is the new green: Maersk Line
“We want to help the sustainability
trend grow, we want to drive that
demand and create solutions”
Jacob Sterling,
Maersk Line Head of Climate and Sustainability
8. A (Very) Simplified View of How PR Works
• The PR professional
PR Activity
creates and tells the story
• The story is distributed
Intermediary
through a third party
Target • The story is consumed
Audience by the target audience
Business Results
9. COMMUNICATIONS/MARKETING STAGES
Key Area of
COMMUNICATIONS PHASES
Communication
(Brand/Product
Marketing, Reputation
Building, Issues Knowledge/ Interest/ Support/
Awareness Action
Advocacy/Support, Employee Understanding Consideration Preference
Engagement, Investor
Relations, Crisis/Issues
Management, Not-for-
Profit, Social/Community
Engagement)
Public Relations
Activity
Intermediary Effect
ORGANISATION/
BUSINESS
RESULTS
Target Audience
Effect
9
10. Reputation Building
Support/
Awareness Knowledge Interest Action
Preference
• Content creation
• Traditional media engagement
Public Relations • Social media engagement
Activity • Influencer engagement
• Stakeholder engagement
• Events/speeches
• Audience reach • Key message • Key message • Endorsement by
[traditional & social alignment alignment journalists or
media] • Accuracy of facts • Frequency of influencers
• Impressions/Target (positive) mentions • Rankings on
Intermediary audience • Expressed opinions industry lists
impressions of interest • Expressed opinions
Effect • Number of articles of support or
• Video views • Social network preference
• Frequency Followers
• Social network Fans
• Prominence • Retweets/Shares/
Linkbacks • Likes
• Share of voice
• Sales
• Unaided awareness • Knowledge of • Relevance of • Attitude change
• Market share
• Aided awareness company profile company (to • Uplift in reputation
and offer stakeholder) drivers e.g. Trust, • Share price
• Visitors to website Admiration • Talent retention and
Target Audience • Click-thru to site • Endorsement recruitment
• Time spent on site • Belief in corporate • Cost savings
Effect • Downloads from brand
site • Links to site • Customer loyalty
• Calls • Enhanced • Legislation/regulation
• Event/meeting relationships with passed or blocked
attendance key stakeholders 10
My name is Maria Pavlova – a PR undergraduate-to-be at Southampton Solent University and I also used to be CIPR Wessex Representative, now just a CIPR member. I’m going to talk about a very topical and interesting issue – measuring performance and stakeholder relationships in a sustainable company. Yesterday I head a lot of debates regarding this issue including that CSR cannot be measured but judged. I also heard discussions regarding CSR reporting, supplier and employee engagement and greenwashing. All these issues are quite relevant to my case study company and previously I’ve done other research projects related to all these issues which I’d like to talk about if I had time but will have to skip....Anyway, with my paper I’m offering a way of Measuring Performance. I don’t have Management but Comms background and I’m not happy to say that most companies and PR practitioners overall don’t measure and evaluate enough or don’t do it at all which is sad because in my opinion research, measurement and evaluation are of greatest importance – you get them right and your program will be right too. CSR and performance measurement are emerging fields, especially in the marine industry which makes them interesting to explore. My case study is not just another Body shop-a company that is well known for being green. it’s actually a company that operates in a really unethical industry – container shipping, which makes this paper interesting in my opinion. It’s the first marine company to integrate sustainability into its business strategy. It’s the biggest container shipping company by fleet in the world caring 15% of international marine trade – it’s Maersk Line
Container shipping and the marine industry overall are quite “invisible” – not so many people think of how the stuff they buy are being transported. Do you? That was one of the reasons why i chose Maersk Line as a case study – because they’ve been doing a great job in terms of CSR even though they can actually afford not to do much because activists don’t really target them . Plus, the marine industry hasn’t really changed its operational model for more than 50 years, we have here a representative of this industry and maybe later he can tell us a bit more about that Choosing Maersk Line is also a good way of testing the newly introduced PR measurement and evaluation framework – the Barcelona Principles and the VMM – Valid Metrics Matrix and see if they actually work and if they can be applied everywhere – even to industries with specific requirements. Measurement is the “boring stuff” in PR and sadly enough it’s often missing in communication programs. Maybe that’s why the industry is generally seen as just spin But i believe that this new framework could be the backbone of adding more credibility to the PR industry. The VMM don’t offer all the solutions but it’s a baseline to start from and it gives you the guidelines of how good should look like. And before i love to the next slide I have a quick question: What’s the overal global environmental impact of the international marine transportation?
Actually the International Maritime Industry has a positive environmental story to tell! Again, I’m not gonna go into detail because this is a massive field to explore
Container shipping has a potential of becoming a key driver in improving the environmental footprint of the commercial world. International Marine industry carries 90% of the global trade and container shipping carries more than one third of it which makes it a big contributor to global environmental emissions. But again, the percentage is quite small compared to other industries’.A cargo plane will emit 20-50 times more CO2than a container ship over the same distance with the same weight of cargo. A truck will pollute 3-5 times more. And a small car will emit 18 times more CO2than a container vessel to travel only one-thousandth of the same distance. Again, I’m not gonna go into detail because there is no time.
So, Maersk Line realized the great potential the industry has of becoming green. The good news is that they went beyond compliance and became pioneers in marine CSR forcing IMO and the whole industry to follow their example. They also realized the benefits of it. During researching an obvious question aroused: did they do it because they simply wanted to be good? Well, I’m realistic about it plus they don’t hide it. I don’t have time to talk more about my methodology but during my research I surveyed end users to see how aware of the marine industry they are; I had the opportunity to look at Maersk Group’s global intranet; I also made focus groups and interviews with industry specialists from different levels and units in Maersk – from people being offshore in different units of Maersk all around the world (Maersk operate in 130 different countries), to people working in Svitzer, to Maersk Line’s Head of Climate and Sustainability Jacob Sterling, to their Senior director SorenStig, to CEOs of rival companies, to scholars from Maritime Academies like Warsash, to maritime students. I’ve been also following all their initiatives since 2008 and i was happy to notice how much more end-user and customer friendly and transparent they became, you can see their webpage if you have time, and I had a big discussion going on onlinkedin (it’s still there, you can have a look) regarding this issue and I can say that initially the whole Maersk Group went green to reduce costs. the severe economic climate forced all sectors to find a way of reducing their costs and Maersk found their way in becoming green. I think there is nothing bad in that plus in the end of the day business cares about profits and I think it’s great if business and CSR go together and in my opinion Maersk deserves admirations because they’ve been doing great job. I don’t have time to talk more about all things they’ve been doing but you can have a look at their 2009 annual report and other brochures I got when I visited them. I was invited again by their Senior director of Sustainability so soon I will get the 2010 one
What if the shipping industry was known for beating environmental expectations – not struggling to meet them
This is a very simplified view of how PR and the VMM work – I will just briefly explain because I dont have time. I got this figure from a presentation by AMEC and I think they missed making it a two-way communication model but anyway this works too.
So this is the VMM – as you can see it is based on the previous model which you can see here. Again, it doesn’t provide all the ways of measuring because every communication campaign has its specific requirements but it’s the backbone template that should be used. And it is logical: a successful campaign aims at behavioural change – not only at creating buzz and awareness! This is what distinguishes a good PR campaign from a bad one: the behavioural change. Everybody can create awareness but it’s the behavioural change in target markets that makes the difference. And how do we know our campaign did a good job? By constant ongoing measurement! I don’t have the newly introduced PR campaign model but I can maybe draw it somewhere? It starts with where are we now? Where do we want to go? How are we gonna go there? Did we get there? And at every stage an ongoing measurement should be done. So, we want to move our stakeholders from the awareness grid, to knowledge, to interest, to preference and eventually to action. And we can apply that to different comms programs: from reputation building, to employee engagement etc.
The measurement tools that should be used to prove the shift from awareness to knowledge, to interest, to support are most of the time obvious and usually overlap even though each program has its specific requirements and therefore the tools may vary. So, it’s more or less easy to prove the shift from Awareness to Preference. And here it’s where becomes tricky: how do we prove behavioural change? According to the VMM we can prove it by looking at an increase in sales, market share, share price etc. But I tend to critisize that and I will give you an example. Last year Maersk reported a record – breaking net profit despite the though economic climate. They also did fantastic job in terms of CSR and won a lot of awards. In contrast, this year Maersk Line didn’t do very well and the Group saved itself thanks to Maersk Drilling and Maersk Oil. On the other hand, Maersk Line has improved so much in terms of CSR – they are more transparent to end users and more customer-friendly as I mentioned before. I won’t go into detail because I don’t have time but here’s the thing: they became the sustainable shipping company of the year again and they won other awards proving that they did great in terms of CSR and at the same time net profit levels have dropped which is supposed to be an indicator for a shit to the final box – the action. But it seems that it is not. Some people would say that proves action but don’t you think this is support and preference? So, to conclude, I think that the Barcelona Principles and the VMM are a great platform to prove PR’s positive impact on managing reputation and I’m glad that a global PR measurement framework was introduced after more than 20 years. However, I think there are still areas in it that should and could be improved and I’m very interested in exploring this field.