Shared Value Initiative India connects the business and community leaders towards defining the practice of shared value in India. This initiative is committed to bringing forward the realization, understanding, adoption and implementation of the best practices for creating shared value among the companies, civil society and government organizations in India, thereby accelerating the economic and social progress towards a more equitable and sustainable world.
Shared Value Initiative India connects the business and community leaders towards defining the practice of shared value in India. This initiative is committed to bringing forward the realization, understanding, adoption and implementation of the best practices for creating shared value among the companies, civil society and government organizations in India, thereby accelerating the economic and social progress towards a more equitable and sustainable world.
Shared Value Enterprise® provides an assessment and certification program for enterprises that are creating measurable social and environmental impact through for-profit business models. The assessment involves a multi-step process including an application, discussions with management, analysis of the enterprise's shared value strategy, and a feedback report. Certified enterprises gain recognition and access to networking opportunities to further develop their shared value approaches.
This document discusses Professor Michael Porter's concept of "shared value", which is defined as corporate policies and practices that enhance competitiveness while also advancing social and economic conditions in communities where companies operate. Porter argues that shared value represents the next evolution of capitalism and will be a defining characteristic of business in the post-crisis era. He outlines three levels for creating shared value - reconceiving products and markets, redefining productivity in the value chain, and enabling local cluster development. The document provides examples of companies creating shared value through their products, operations and engagement with local suppliers and communities.
This document discusses the concept of shared value, which involves businesses identifying opportunities to create economic value for themselves and social value for communities in an integrated way. It argues that shared value goes beyond corporate social responsibility and philanthropy by finding business opportunities in addressing social problems. Shared value strategies can create competitive advantages for companies by improving conditions in the communities where they operate like workforce skills, infrastructure, and sustainable resources. This allows companies to better meet societal needs through their products and operations in a way that is scalable and self-sustaining. The document provides several examples of companies that have implemented successful shared value strategies.
The document discusses the concept of shared value, which is a business strategy that creates economic value while also addressing social problems. It defines shared value as identifying social issues that intersect with a business where addressing the issues can improve competitiveness and societal conditions. There are three factors that intersect with business: environmental issues, societal conditions, and local economies. The document provides examples of companies like BMW, Heinz, Adidas, GE, and IHG that have implemented shared value strategies.
Creating shared value bridging the gap between business and societyTony Usidamen
A presentation by Tony Usidamen, Managing Partner, Uburu at the CSR West Africa 2014 Conference held at Four Points By Sheraton, Victoria Island, Lagos, Nigeria from the 8th to 9th of October 2014.
This presentation introduce basics of "Creating share value" through business as described by Michael Porter and Mark Kramer in the well-known article in HBO with the same title.
Shared Value Initiative India connects the business and community leaders towards defining the practice of shared value in India. This initiative is committed to bringing forward the realization, understanding, adoption and implementation of the best practices for creating shared value among the companies, civil society and government organizations in India, thereby accelerating the economic and social progress towards a more equitable and sustainable world.
Shared Value Enterprise® provides an assessment and certification program for enterprises that are creating measurable social and environmental impact through for-profit business models. The assessment involves a multi-step process including an application, discussions with management, analysis of the enterprise's shared value strategy, and a feedback report. Certified enterprises gain recognition and access to networking opportunities to further develop their shared value approaches.
This document discusses Professor Michael Porter's concept of "shared value", which is defined as corporate policies and practices that enhance competitiveness while also advancing social and economic conditions in communities where companies operate. Porter argues that shared value represents the next evolution of capitalism and will be a defining characteristic of business in the post-crisis era. He outlines three levels for creating shared value - reconceiving products and markets, redefining productivity in the value chain, and enabling local cluster development. The document provides examples of companies creating shared value through their products, operations and engagement with local suppliers and communities.
This document discusses the concept of shared value, which involves businesses identifying opportunities to create economic value for themselves and social value for communities in an integrated way. It argues that shared value goes beyond corporate social responsibility and philanthropy by finding business opportunities in addressing social problems. Shared value strategies can create competitive advantages for companies by improving conditions in the communities where they operate like workforce skills, infrastructure, and sustainable resources. This allows companies to better meet societal needs through their products and operations in a way that is scalable and self-sustaining. The document provides several examples of companies that have implemented successful shared value strategies.
The document discusses the concept of shared value, which is a business strategy that creates economic value while also addressing social problems. It defines shared value as identifying social issues that intersect with a business where addressing the issues can improve competitiveness and societal conditions. There are three factors that intersect with business: environmental issues, societal conditions, and local economies. The document provides examples of companies like BMW, Heinz, Adidas, GE, and IHG that have implemented shared value strategies.
Creating shared value bridging the gap between business and societyTony Usidamen
A presentation by Tony Usidamen, Managing Partner, Uburu at the CSR West Africa 2014 Conference held at Four Points By Sheraton, Victoria Island, Lagos, Nigeria from the 8th to 9th of October 2014.
This presentation introduce basics of "Creating share value" through business as described by Michael Porter and Mark Kramer in the well-known article in HBO with the same title.
The Porter Prize recognizes Indian corporations that demonstrate exemplary strategic acumen. It evaluates business models based on competitive advantage, competitiveness, and sustainability. Winning companies not only excel in their industries but also contribute to India's prosperity. The award aims to propel companies to compete through value creation, innovation, and strategy. It acknowledges efforts to create sustainable competitive advantage and shared value.
On June 14, the Melbourne Development Circle explored Shared Value Partnerships. Whilst there are positive examples that can be drawn upon to learn 'what works' in these partnerships, questions still remain about their long-term effectiveness when compared to more traditional modes of development. This presentation is from one of the speakers, Jess Pattison from the Shared Value Project.
Allyson discusses Shared Value, the concept first popularized by Michael Porter and Mark Kramer in their Harvard Business Review article, and shape the discussion around the impact & import for the non-profit sector.
You can see and hear the full presentation in context by visiting http://sigeneration.ca/SharedValue.html
Allyson Hewitt is the Director of Social Entrepreneurship at the MaRS Discovery District and Director of SiG@MaRS.
#PorterPrize 2019 looks at the strategic acumen of corporates in India. The strategy award rewards the best companies based on value creation, innovation, and strategy in their specific industry segments.
Creating Shared Value: What Makes a Gamechanger?TCI Network
This document discusses creating shared value and identifying shared value gamechangers. It begins by explaining the motivation for studying shared value impact and looking for gamechangers. It then defines creating shared value as making a profit while delivering a social need. The document discusses why shared value gamechangers that fundamentally change an industry should be identified. It proposes developing a framework to assess the impact of shared value initiatives on firms and society. Finally, it reviews literature on shared value and shared measurement to develop such a framework.
Building public benefit and shared value into businessAdam Spence
Building public benefit and shared value into business was a presentation delivered at the Schulich School of Business Greenedge Conference 2011. The presentation covers the motivation for public benefit
Presentation done by Michale Porter, Professor, Harvard Business School on Augmented Reality and Strategy at the India's National Competitiveness Forum & #PorterPrize 2018.
Porter Prize India | Prof. Michael E. Porter PresentationDr. Amit Kapoor
This document summarizes a presentation by Professor Michael Porter on creating shared value. It discusses evolving approaches to corporate social responsibility, including philanthropy, CSR, and creating shared value. Porter provides examples of companies creating shared value through reconceiving products and markets, redefining productivity in the value chain, and improving the local business environment. The presentation argues that addressing social and environmental challenges can open new markets and increase corporate competitiveness.
The document discusses the evolution of corporate social impact from philanthropy to creating shared value. It outlines different levels of shared value from improving productivity to reconceiving needs and customers. Examples are provided of companies like Discovery, Mahindra, and Walmart that have created shared value through their products, value chains and local business environments. The purpose of business is defined as creating economic value in a way that also creates shared value for society.
Shared Value Creation: Value chain redesign in companies of the sugar sectorjournal ijrtem
ABSTRACT : This article exposes the different arguments in favor of The Shared Value Creation (CVC) within an organization as an inclusive competitive strategy of the social, environmental and economic problems on its different interest groups; It is the redesign of its value chain for a more efficient and effective impact on productivity and business competitiveness.
A theoretical content and a practical perspective are elaborated to model the way to create shared value in an organization throughout a methodology implemented in a company in the sugar sector. The proposed model is made up of five stages: a) Description of the company, b) Strategic diagnosis, c) Executive proposal, d) Change management and f) Strategic decision.
The strategic decision stage includes a six-steps sub model oriented to develop and to redesign a segment of the entire value chain, where implementation begins with the segmentation of critical inputs, awareness suppliers through Value-Sharing, CSR and Sustainability. Subsequent phases consist of an approach to selected suppliers and the strategic breakdown by the company.
Michael E. Porter Presentation at Porter Prize 2014Dr. Amit Kapoor
Porter Prize is named after Michael E Porter who is Professor at Harvard Business School, living legend and father of modern strategy field. The central idea of the Porter Prize is to propel companies to compete on the basis of value creation, innovation and strategy.
Institute for Competitiveness, India is an independent, international initiative centered in India, dedicated to enlarging and disseminating the body of research and knowledge on competition and strategy, pioneered over the last 25 years by Professor M.E. Porter of the Institute for Strategy and Competitiveness, Harvard Business School (ISC, HBS), USA. Institute for Competitiveness, India works in affiliation with ISC, HBS, USA to offer academic & executive courses, conduct indigenous research and provide advisory services to corporate and Government within the country. The institute studies competition and its implications for company strategy; the competitiveness of nations, regions & cities; suggests and provides solutions for social problems, Institute for Competitiveness, India brings out India City Competitiveness Report, India State Competitiveness Report, India Economic Quarterly, Journal of Competitiveness and funds academic research in the area of strategy & competitiveness.
The status quo is not working for billions of poor or vulnerable people around the world - Shared value in emerging markets – moladi, Clinton global initiative, moladi, Rockefeller Foundation, innovation, design, Base of the pyramid, to build or not to build
What is Shared Value thinking? What has unleashed the change of thinking?
What kind of societal and economic importance does Shared Value thinking
have in particular for the future rating of companies and for society in general?
Executive Summary of Diploma Thesis, Executive School of Management,
Technology and Law (ES-HSG), University of St. Gallen
«Continuing Education in Politics» 6th instance 2014
Porter Prize is named after Michael E Porter who is Professor at Harvard Business School, living legend and father of modern strategy field. The central idea of the Porter Prize is to propel companies to compete on the basis of value creation, innovation and strategy.
This document summarizes a presentation by Professor Michael Porter on competitiveness and economic development. It draws on Porter's previous work on competitive strategy and shared value. The presentation discusses what determines competitiveness, including endowments, macroeconomic factors, human development, and microeconomic capabilities. It presents frameworks for measuring economic and social progress. Key factors for competitiveness are the sophistication of companies, quality of the business environment, and development of clusters. Improving the business environment in areas like infrastructure, skills, innovation, and regulations is important for economic upgrading and development.
This document summarizes a presentation by Professor Michael Porter on competitiveness and economic development. It draws on Porter's previous work on competitive strategy and shared value. The presentation discusses what determines competitiveness, including endowments, macroeconomic policies, human capital, and microeconomic capabilities. It also presents Porter's Diamond model of competitiveness and discusses how improving different aspects of the business environment can enhance competitiveness. The document provides examples to illustrate these concepts and discusses measuring development through metrics like GDP and the Social Progress Index.
Corporate social responsibility (CSR) is about companies managing their business processes to have an overall positive societal impact and contribute to economic development through ethical behavior and community investment. However, CSR is often seen as a cost rather than a profit center. Corporate shared value (CSV) is different in that it focuses on creating new business opportunities and markets that improve profitability and competitive position. To achieve CSV, companies identify ways their products or services can address social needs and problems in a way that creates economic value for both the company and society by expanding the overall size of the economic "pie" rather than just redistributing a fixed slice.
Watch webinar recording now: http://grow.kissmetrics.com/Webinar-29
5 Ways to Increase Revenue For Black Friday and Cyber
Monday
By Dan McGaw
Director Of Marketing
We are hoping to see some amazing holiday marketing campaigns this year. So many different companies are fighting for the same dollar so we wanted to make sure you are using your entire toolset to convert more sales.
1. 5 Ways to increase sales for the holidays.
2. Tweet me at @DanielMcGaw if you have questions.
3 We'll cover:
1. Email segmentation by visitor type
2. On-website advertising
3. Discount psychology
4. A/B testing on a product pages
5. Increase cart size
4. Email segmentation by visitor type
5. Send targeted emails
6. Dynamic content and a/b testing
7. Gather segments using KISSmetrics
8. Export your segments to CSV
9. Import CSV information into ESP
10. Import CSV in Mailchimp
11. Use data to segment
12. Send a targeted campaign
13. Takeaways
1. Setting up custom events
2. Send emails customers want
3. Create dynamic content
14. On-website Advertising
15. Your home page is gold
16. Control focus and distraction
17. Do heat map testing
18. Use caution, but try
19. Keep it simple stupid
20. Take aways
1. Keep it simple stupid
2. Monitor how people use your site
3. Create compelling and valid options
21. Discount Psychology
22. Customers don't always want a discount
23. Main Discount types
1. Dollar or percentage off
2. Buy one get one free
3. Quantity discounts
4. Rebates
5. Free shipping
24. Quick, which is the biggest discount
25. Biggest Discount
26. Reduce the amount of math
27. Discount reduce intent to search
28. Takeaways
1. Cut out the math
2. Provide value
29. A/B Testing on Product Pages
30. What is AB testing
31. A/B Testing Tools
32. Common Experiments - Title Copy Testing
33. Common Experiments - Page Length Testing
34. Common Experiments - Background and Picture Testing
35. Key Areas to Test
The Porter Prize recognizes Indian corporations that demonstrate exemplary strategic acumen. It evaluates business models based on competitive advantage, competitiveness, and sustainability. Winning companies not only excel in their industries but also contribute to India's prosperity. The award aims to propel companies to compete through value creation, innovation, and strategy. It acknowledges efforts to create sustainable competitive advantage and shared value.
On June 14, the Melbourne Development Circle explored Shared Value Partnerships. Whilst there are positive examples that can be drawn upon to learn 'what works' in these partnerships, questions still remain about their long-term effectiveness when compared to more traditional modes of development. This presentation is from one of the speakers, Jess Pattison from the Shared Value Project.
Allyson discusses Shared Value, the concept first popularized by Michael Porter and Mark Kramer in their Harvard Business Review article, and shape the discussion around the impact & import for the non-profit sector.
You can see and hear the full presentation in context by visiting http://sigeneration.ca/SharedValue.html
Allyson Hewitt is the Director of Social Entrepreneurship at the MaRS Discovery District and Director of SiG@MaRS.
#PorterPrize 2019 looks at the strategic acumen of corporates in India. The strategy award rewards the best companies based on value creation, innovation, and strategy in their specific industry segments.
Creating Shared Value: What Makes a Gamechanger?TCI Network
This document discusses creating shared value and identifying shared value gamechangers. It begins by explaining the motivation for studying shared value impact and looking for gamechangers. It then defines creating shared value as making a profit while delivering a social need. The document discusses why shared value gamechangers that fundamentally change an industry should be identified. It proposes developing a framework to assess the impact of shared value initiatives on firms and society. Finally, it reviews literature on shared value and shared measurement to develop such a framework.
Building public benefit and shared value into businessAdam Spence
Building public benefit and shared value into business was a presentation delivered at the Schulich School of Business Greenedge Conference 2011. The presentation covers the motivation for public benefit
Presentation done by Michale Porter, Professor, Harvard Business School on Augmented Reality and Strategy at the India's National Competitiveness Forum & #PorterPrize 2018.
Porter Prize India | Prof. Michael E. Porter PresentationDr. Amit Kapoor
This document summarizes a presentation by Professor Michael Porter on creating shared value. It discusses evolving approaches to corporate social responsibility, including philanthropy, CSR, and creating shared value. Porter provides examples of companies creating shared value through reconceiving products and markets, redefining productivity in the value chain, and improving the local business environment. The presentation argues that addressing social and environmental challenges can open new markets and increase corporate competitiveness.
The document discusses the evolution of corporate social impact from philanthropy to creating shared value. It outlines different levels of shared value from improving productivity to reconceiving needs and customers. Examples are provided of companies like Discovery, Mahindra, and Walmart that have created shared value through their products, value chains and local business environments. The purpose of business is defined as creating economic value in a way that also creates shared value for society.
Shared Value Creation: Value chain redesign in companies of the sugar sectorjournal ijrtem
ABSTRACT : This article exposes the different arguments in favor of The Shared Value Creation (CVC) within an organization as an inclusive competitive strategy of the social, environmental and economic problems on its different interest groups; It is the redesign of its value chain for a more efficient and effective impact on productivity and business competitiveness.
A theoretical content and a practical perspective are elaborated to model the way to create shared value in an organization throughout a methodology implemented in a company in the sugar sector. The proposed model is made up of five stages: a) Description of the company, b) Strategic diagnosis, c) Executive proposal, d) Change management and f) Strategic decision.
The strategic decision stage includes a six-steps sub model oriented to develop and to redesign a segment of the entire value chain, where implementation begins with the segmentation of critical inputs, awareness suppliers through Value-Sharing, CSR and Sustainability. Subsequent phases consist of an approach to selected suppliers and the strategic breakdown by the company.
Michael E. Porter Presentation at Porter Prize 2014Dr. Amit Kapoor
Porter Prize is named after Michael E Porter who is Professor at Harvard Business School, living legend and father of modern strategy field. The central idea of the Porter Prize is to propel companies to compete on the basis of value creation, innovation and strategy.
Institute for Competitiveness, India is an independent, international initiative centered in India, dedicated to enlarging and disseminating the body of research and knowledge on competition and strategy, pioneered over the last 25 years by Professor M.E. Porter of the Institute for Strategy and Competitiveness, Harvard Business School (ISC, HBS), USA. Institute for Competitiveness, India works in affiliation with ISC, HBS, USA to offer academic & executive courses, conduct indigenous research and provide advisory services to corporate and Government within the country. The institute studies competition and its implications for company strategy; the competitiveness of nations, regions & cities; suggests and provides solutions for social problems, Institute for Competitiveness, India brings out India City Competitiveness Report, India State Competitiveness Report, India Economic Quarterly, Journal of Competitiveness and funds academic research in the area of strategy & competitiveness.
The status quo is not working for billions of poor or vulnerable people around the world - Shared value in emerging markets – moladi, Clinton global initiative, moladi, Rockefeller Foundation, innovation, design, Base of the pyramid, to build or not to build
What is Shared Value thinking? What has unleashed the change of thinking?
What kind of societal and economic importance does Shared Value thinking
have in particular for the future rating of companies and for society in general?
Executive Summary of Diploma Thesis, Executive School of Management,
Technology and Law (ES-HSG), University of St. Gallen
«Continuing Education in Politics» 6th instance 2014
Porter Prize is named after Michael E Porter who is Professor at Harvard Business School, living legend and father of modern strategy field. The central idea of the Porter Prize is to propel companies to compete on the basis of value creation, innovation and strategy.
This document summarizes a presentation by Professor Michael Porter on competitiveness and economic development. It draws on Porter's previous work on competitive strategy and shared value. The presentation discusses what determines competitiveness, including endowments, macroeconomic factors, human development, and microeconomic capabilities. It presents frameworks for measuring economic and social progress. Key factors for competitiveness are the sophistication of companies, quality of the business environment, and development of clusters. Improving the business environment in areas like infrastructure, skills, innovation, and regulations is important for economic upgrading and development.
This document summarizes a presentation by Professor Michael Porter on competitiveness and economic development. It draws on Porter's previous work on competitive strategy and shared value. The presentation discusses what determines competitiveness, including endowments, macroeconomic policies, human capital, and microeconomic capabilities. It also presents Porter's Diamond model of competitiveness and discusses how improving different aspects of the business environment can enhance competitiveness. The document provides examples to illustrate these concepts and discusses measuring development through metrics like GDP and the Social Progress Index.
Corporate social responsibility (CSR) is about companies managing their business processes to have an overall positive societal impact and contribute to economic development through ethical behavior and community investment. However, CSR is often seen as a cost rather than a profit center. Corporate shared value (CSV) is different in that it focuses on creating new business opportunities and markets that improve profitability and competitive position. To achieve CSV, companies identify ways their products or services can address social needs and problems in a way that creates economic value for both the company and society by expanding the overall size of the economic "pie" rather than just redistributing a fixed slice.
Watch webinar recording now: http://grow.kissmetrics.com/Webinar-29
5 Ways to Increase Revenue For Black Friday and Cyber
Monday
By Dan McGaw
Director Of Marketing
We are hoping to see some amazing holiday marketing campaigns this year. So many different companies are fighting for the same dollar so we wanted to make sure you are using your entire toolset to convert more sales.
1. 5 Ways to increase sales for the holidays.
2. Tweet me at @DanielMcGaw if you have questions.
3 We'll cover:
1. Email segmentation by visitor type
2. On-website advertising
3. Discount psychology
4. A/B testing on a product pages
5. Increase cart size
4. Email segmentation by visitor type
5. Send targeted emails
6. Dynamic content and a/b testing
7. Gather segments using KISSmetrics
8. Export your segments to CSV
9. Import CSV information into ESP
10. Import CSV in Mailchimp
11. Use data to segment
12. Send a targeted campaign
13. Takeaways
1. Setting up custom events
2. Send emails customers want
3. Create dynamic content
14. On-website Advertising
15. Your home page is gold
16. Control focus and distraction
17. Do heat map testing
18. Use caution, but try
19. Keep it simple stupid
20. Take aways
1. Keep it simple stupid
2. Monitor how people use your site
3. Create compelling and valid options
21. Discount Psychology
22. Customers don't always want a discount
23. Main Discount types
1. Dollar or percentage off
2. Buy one get one free
3. Quantity discounts
4. Rebates
5. Free shipping
24. Quick, which is the biggest discount
25. Biggest Discount
26. Reduce the amount of math
27. Discount reduce intent to search
28. Takeaways
1. Cut out the math
2. Provide value
29. A/B Testing on Product Pages
30. What is AB testing
31. A/B Testing Tools
32. Common Experiments - Title Copy Testing
33. Common Experiments - Page Length Testing
34. Common Experiments - Background and Picture Testing
35. Key Areas to Test
2012 CSV KOREA REPORT Proposal by Impact Squareimpactsquare
This document provides a summary of creating shared value (CSV) in India through three case studies. The first case study describes IFFCO Kisan Sanchar Limited (IKSL), which provides farmers with daily voice messages on agriculture advice. IKSL partners with IFFCO and Bharti Airtel to distribute information to farmers and generate revenue. The program has been successful, with some farmers seeing 20-60% increases in crop yields. The second case study discusses how Nestle worked with local farmers to improve coffee supply. The third case study is about how Cisco's networking academy program trained students, driving demand for Cisco's products.
Evolution Factory - Changing the World through Responsible Business and Socia...Evolution Factory
Poverty is not only a huge social problem, it’s a missed business opportunity. We'd like to show you how to change the world through responsible business and social innovation by creating (corporate) shared value.
This document discusses different approaches to social responsibility such as philanthropy, corporate social responsibility, and sustainability. It notes that while these approaches aim to address social issues, they often view business and social responsibility as separate entities. The document introduces the concept of "Creating Shared Value" which aims to create economic and social value simultaneously through a business strategy. It provides examples of how assessing a company's value chain impacts and enabling local cluster development can create shared value. The key idea is that social issues should be addressed in a way that also generates profit, rather than viewing social spending and profit as competing goals.
Edelman’s new consumer brand study found that an overwhelming majority (90 percent) of people across eight countries want marketers to more effectively share their brands. Yet on average, only 10 percent of people think any given brand does it well. brandshare measured six dimensions of sharing – shared dialog, shared experience, shared goals, shared values, shared product, and shared history – and found a link between effective brand sharing and business value.
Learn more: http://edl.mn/18x1dmr
Hindustan Unilever Limited (HUL) is the largest fast-moving consumer goods company in India. It was incorporated in 1933 and is headquartered in Mumbai, with over 16,000 employees. HUL is majority owned by Unilever, with brands spanning food, beverages, cleaning agents and personal care. HUL has a wide reach across India, with products used by over two-thirds of Indians and a distribution network of over 6.4 million retail outlets. The company focuses on sustainability and empowering communities through initiatives such as Project Shakti.
IBM’s Point of View on Social Business.
What we have observed…
Knowledge is being created and shared at unprecedented rates. But many organizations aren't activating this collective knowledge.
What we have learned…
Social Business starts when you put people at the center.
To connect. To unlock insights from social interactions. To evolve to a customer-centric organization.
20,000 engagements later
Here’s what we believe about Social Business
Start with any of these 6 entry points to help you put Social at the heart of the modern enterprise.
1. Create open and authentic engagement between customers, employees and communities.
2. Create exceptional customer experiences through personalized and rewarding interactions based on customer insights
3. Create a collaborative workplace culture to engage talent and increase productivity.
4. Tap into analytics to measure, understand and drive business decisions to innovate faster.
5. Design and implement social strategies to transform organizational processes and best practices.
6. Manage a secure social platform that enables engagement while reducing risk and protecting intellectual capital.
Evolve your social business by putting people at the center.
Amplify the value of human connections.
Business Innovation, CSR and Competitive Advantage: Strategic pathways to valueWayne Dunn
Presentation to Saudi Arabian business leaders at the Maple Leaf Club, Canadian Embassy, Riyadh, Saudi Arabia
November 29, 2015
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter. If interested the CSR Knowledge Centre http://bit.ly/CSRknowledge contains a series of short, pragmatic articles on CSR Strategy, Management and related areas.
This document discusses corporate social responsibility (CSR), including its definition, evolution over time, drivers, and examples in India. CSR is defined as how companies manage business processes to have an overall positive social impact. It has evolved from social stewardship in the 1950s-60s to global citizenship today. Key drivers of CSR include shrinking government roles, disclosure demands, investor pressure, and competitive markets. Major Indian companies like Tata, Infosys, and Mahindra have established CSR programs in areas like community health, education, and the environment. New legislation in India will require large companies to spend at least 2% of profits on social initiatives.
The document discusses the evolution of corporate social responsibility (CSR) in India over four phases from early philanthropy to modern integrated strategies. It describes three "theatres" or windows of CSR activities - philanthropy, improving operations, and transforming business models. Examples are given of initiatives falling into each window, such as recycling waste and empowering village women entrepreneurs. The current focus of CSR in India is on maximizing social impact while integrating with business operations and protecting reputation.
ABusiness Case For Social Enterprise - By Mellissa Riddlerobinsonhenric
The goal of a social enterprise is to maximize the positive impact on those who benefit from their business.Business surplus are principally reinvested in the business or community rather than mainly being paid to owners / shareholders
Week 11: Social Enterprise with Marcus CoetzeeUCT Upstarts
Marcus Coetzee provides an overview of social enterprises. He discusses two examples - Greenpop, a for-profit social enterprise that plants trees, and Greater Capital, a non-profit that provides consulting services. Coetzee then covers key topics such as the definition of social enterprises, criteria for classifying organizations as social enterprises, challenges they face in South Africa like access to markets and finance, and legal forms they can take. The document aims to educate about social enterprises and their potential to address social issues through financially sustainable business models.
Creating Shared Value - the Evolution of Capitalism and Corporate BehaviourcommunityUOW
This document provides an introduction to the concept of shared value, which argues that companies can create economic and social value simultaneously by addressing social problems through their core business strategies. It outlines three ways companies can create shared value: by reconceiving products and markets to meet social needs, reconfiguring value chains to improve social and environmental impacts, and enabling local cluster development. Shared value differs from corporate social responsibility by being integral to profitability rather than discretionary. The implications for governments, civil society organizations, and businesses are that partnerships can create shared value when all parties understand and align with each other's strategies.
Marketing & The Business "Stuff" - What Social Enterprises Need to Know!Olwen Dawe
Presentation given to the "Fostering Community Enterprise Resilience in Roscommon" conference, March 2013. An overview on the role of business techniques in social and community organisation's sustainability.
From Concept to Reality - Creating Shared Value (CSV): Understanding the CSV model, the implementation challenges and lessons learned for developing shared value opportunities
Elizabeth Walker Sobhani of Lotus Consulting will explore
the spectrum of activities from corporate philanthropy to the latest innovations around creating shared value as a means of generating business and social impact.
She will provide practical lessons learned on mobilizing these concepts into reality and the role we can play in creating shared value in our own businesses.
CSO Partners in collaboration with CII conducted a CSR Online Educational Series exclusively for NGOs. This is the second presentation in the series
It covers the following topic
- Opportunities and Challenges of Partnership
- Selection of Partners and Cause Alignment
- Building and Managing Effective Partnership
- Case Example
Social Entrepreneurship and its Importance for Successful Nonprofit Practice...AshokaFEC
Can Social Entreprenuers Save the World? See Ashoka FEC's Chief Entrepreneur, Valeria Budinich's Keynote address to the Novartis "Power of Partnering" National Meeting from November 9, 2010. The theme focuses on social entrepreneurship and its importance for successful nonprofit practices in today’s economy and culture. Want more info? Check out fec.ashoka.org
Corporate social responsibility infosysVrajBhavsar6
Corporate social responsibility (CSR) involves managing business processes to benefit society. CSR helps control costs, improve brand, attract talent, and ensure long-term success. When developing a CSR strategy, companies consider how initiatives impact clients, employees, and community. For clients, CSR creates goodwill and loyalty. Employees feel pride in a socially responsible company and are more productive. Community initiatives protect the environment and support local areas. Infosys is an example of a company with successful CSR programs in healthcare, education, arts, and rural development. Measuring CSR impact involves assessing leverage, social change, and business advantages. Potential benefits to companies are improved reputation, sales, and employee recruitment and retention.
Mobile web africa 2012 presentation loren treismanLoren Treisman
Presentation delivered by Dr Loren Treisman at Mobile Web Africa 2012 in Johannesburg. This presentation focuses on tech innovation hubs, social tech projects in the health, agriculture and democracy space, the impact of both hubs and social projects, with case studies from Indigo Trust's grantees as well as a role for Foundations and the private sector in supporting this work.
Social Revolutions are new strategies, concepts,ideas and organizations that meet the social needs of different elements which can be from working conditions and education to community development and health ,they extend and strengthen civil society.
Social Revolution includes the social processes of innovation, such as open source methods and techniques and also the innovations which have a social purpose like microcredit or distance learning.
Thinking psychoanalytically about desire in organizations - why we need a 3rd...Boxer Research Ltd
Psychoanalytic understanding has approached the organization as being like the ego in its pursuit of sovereign autonomy, its inter-subjective discursive practices organizing its work in relation to its markets. The corporate entity has been approached as an a priori. Psychoanalytic understanding has addressed the ways in which individuals take up roles within the life of an organization, but not the ways in which an organization may support a multiplicity of roles one-by-one in the lives of its citizen-clients.
The a priori status of the sovereign corporate entity leads to the unconscious being referred to as descriptively unconscious, ‘below the surface’ of the inter-subjective practices it supports. The implication is that what lies ‘below the surface’ can in principle be made conscious. This repressed unconscious is distinct from the wider compass of the radically unconscious. Distinguishing the repressed from this radically unconscious enables us to establish a ‘beyond’ of the libidinally-invested-in identifications supported by the organization. Defenses against anxiety may thus become defenses against a ‘beyond’ of innovation, through which a posteriori organization might support innovative roles in the lives of its citizen-clients.
We need to understand how a radically unconscious valency for innovation becomes realized. This would enable us to address how individuals might support identifications with an organization when it was itself having to innovate continuously ‘under their feet’. Without such an understanding, we can only expect an organization to betray its citizen-clients through serving its a priori interests to the exclusion of ‘others’.
A Purpose-Driven Approach to Business Model Design (Version 2.6 - Mar 2018)Social Venture Lab@NUS
This document outlines a purpose-driven approach to business model design. It discusses incorporating social impacts and financing models into business model design. The document contains an outline, definitions of key terms, and examples of social enterprises like Grameen Shakti and Shokay that measure and finance their social impacts. It also discusses challenges in measuring social impacts and financing gaps that social enterprises often face. The purpose-driven approach involves iteratively designing business, financing, and stakeholder models to align stakeholder purposes and achieve financial sustainability through alternative financing sources.
Shared Prosperity through Strategic Community Investment: An IFC perspective ...Cairn India Limited
The document discusses IFC's perspective on strategic community investment to promote shared prosperity. IFC is the private sector arm of the World Bank Group and aims to reduce poverty through private sector development. The document outlines IFC's approach to strategic community investment, which involves voluntary contributions by companies to help communities address development priorities in a way that also supports business objectives. It provides examples of effective community investment programs and tools used by IFC to evaluate programs and their financial and social impacts, including a financial valuation tool and geomapping tool. The document concludes with good practice principles for strategic community investment.
05. corporate social responsibility conceptsHamdoonHussain
This document provides an overview of corporate social responsibility (CSR). It defines CSR and discusses why companies should invest in CSR initiatives. The document outlines the scope of CSR and how it addresses issues in communities, health and welfare, education, human rights, and the environment. It also discusses drivers of CSR, how companies can implement CSR programs and initiatives, and the benefits CSR can provide to companies. Finally, it provides examples of CSR programs and initiatives undertaken by companies like PIA, PepsiCo, and HBL in Pakistan.
Coaching materials about innovation processes- Part 3.pdfBrodoto
This document discusses various financing possibilities for supporting social innovation projects. It outlines several types of grants that can fund early ideas or community organizations, as well as prizes, competitions and EU/national funding. Public financing options include dedicated innovation funds, social clauses in contracts, and participatory budgeting. Philanthropic grants are well-suited for high-risk social innovation. The document also discusses improving the relationship between grant donors and recipients through online platforms, and the importance of developing sustainable business models and plans to generate sufficient income to cover costs for social enterprises.
Sanjeev_Sanyal_Process_Reforms_The_India_dialog_2024.pdfDr. Amit Kapoor
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#TheIndiaDialog looks at inviting the world’s leading experts and intellectuals in the areas of economics, business, policy, social development, science, technology, art and culture to provide their perspectives and foster an understanding of India. There would be a series of keynote addresses, panel discussions, and fireside chats during the dialog.
Michael_Green_Social_Progress_The_India_Dialog_2024.pdfDr. Amit Kapoor
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#TheIndiaDialog looks at inviting the world’s leading experts and intellectuals in the areas of economics, business, policy, social development, science, technology, art and culture to provide their perspectives and foster an understanding of India. There would be a series of keynote addresses, panel discussions, and fireside chats during the dialog.
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#TheIndiaDialog looks at inviting the world’s leading experts and intellectuals in the areas of economics, business, policy, social development, science, technology, art and culture to provide their perspectives and foster an understanding of India. There would be a series of keynote addresses, panel discussions, and fireside chats during the dialog.
Anil_Chalamalasetty_New_India_New_Energy_The_India_Dialog_2024.pdfDr. Amit Kapoor
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#TheIndiaDialog looks at inviting the world’s leading experts and intellectuals in the areas of economics, business, policy, social development, science, technology, art and culture to provide their perspectives and foster an understanding of India. There would be a series of keynote addresses, panel discussions, and fireside chats during the dialog.
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#TheIndiaDialog looks at inviting the world’s leading experts and intellectuals in the areas of economics, business, policy, social development, science, technology, art and culture to provide their perspectives and foster an understanding of India. There would be a series of keynote addresses, panel discussions, and fireside chats during the dialog.
Veer_Munshi_Visual_Dialog_on_Conflict_The_India_Dialog_2024.pptxDr. Amit Kapoor
Presentation done by Veer Munshi, Artist on "Visual dialogue on Conflict and Displacement" at #TheIndiaDialog on February 29, 2024 at Stanford University. The #TheIndiaDialog was organised by Institute for Competitiveness and US Asia Technology Management Center at Stanford University.
#TheIndiaDialog looks at inviting the world’s leading experts and intellectuals in the areas of economics, business, policy, social development, science, technology, art and culture to provide their perspectives and foster an understanding of India. There would be a series of keynote addresses, panel discussions, and fireside chats during the dialog.
Pranjal_Sharma_Inclusive_Growth_The_India_Dialog_2024.pptxDr. Amit Kapoor
Presentation done by Pranjal Sharma, Economic Analyst, Advisor & Author on "Inclusive Growth" at #TheIndiaDialog on February 29, 2024 at Stanford University. The #TheIndiaDialog was organised by Institute for Competitiveness and US Asia Technology Management Center at Stanford University.
#TheIndiaDialog looks at inviting the world’s leading experts and intellectuals in the areas of economics, business, policy, social development, science, technology, art and culture to provide their perspectives and foster an understanding of India. There would be a series of keynote addresses, panel discussions, and fireside chats during the dialog.
Pranab_Bardhan_Reflections_on_the_political_Economy_The_India_Dialog_2024.pptxDr. Amit Kapoor
Presentation done by Pranab Bardhan, Distinguished Professor Emeritus of Economics, University of California, Berkeley on "Reflections on Political Economy of New India" at #TheIndiaDialog on February 29, 2024 at Stanford University. The #TheIndiaDialog was organised by Institute for Competitiveness and US Asia Technology Management Center at Stanford University.
#TheIndiaDialog looks at inviting the world’s leading experts and intellectuals in the areas of economics, business, policy, social development, science, technology, art and culture to provide their perspectives and foster an understanding of India. There would be a series of keynote addresses, panel discussions, and fireside chats during the dialog.
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#TheIndiaDialog looks at inviting the world’s leading experts and intellectuals in the areas of economics, business, policy, social development, science, technology, art and culture to provide their perspectives and foster an understanding of India. There would be a series of keynote addresses, panel discussions, and fireside chats during the dialog.
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Presentation done by Arun Majumdar, Dean, Stanford Doerr School of Sustainability on "Energy, Climate and Sustainability" at #TheIndiaDialog on February 29, 2024 at Stanford University. The #TheIndiaDialog was organised by Institute for Competitiveness and US Asia Technology Management Center at Stanford University.
#TheIndiaDialog looks at inviting the world’s leading experts and intellectuals in the areas of economics, business, policy, social development, science, technology, art and culture to provide their perspectives and foster an understanding of India. There would be a series of keynote addresses, panel discussions, and fireside chats during the dialog.
Ramesh_Chand_Agriculture_Stanford_Idea_India_The_India_Dialog_2024.pptxDr. Amit Kapoor
Presentation done by Ramesh Chand,Member NITI Ayog, Government of India on "Role and Place of Agriculture in Meeting Aspirations of Viksit Bharat " at #TheIndiaDialog on February 29, 2024 at Stanford University. The #TheIndiaDialog was organised by Institute for Competitiveness and US Asia Technology Management Center at Stanford University.
#TheIndiaDialog looks at inviting the world’s leading experts and intellectuals in the areas of economics, business, policy, social development, science, technology, art and culture to provide their perspectives and foster an understanding of India. There would be a series of keynote addresses, panel discussions, and fireside chats during the dialog.
Christian_ Ketels_Will_the_Indian_Giant_Emerge_The_India_Dialog_2024.pptxDr. Amit Kapoor
Presentation done by Christian Ketels, Senior Advisor, Stockholm School of Economics on "India:Will the giant Emerge" at #TheIndiaDialog on February 29, 2024 at Stanford University. The #TheIndiaDialog was organised by Institute for Competitiveness and US Asia Technology Management Center at Stanford University.
#TheIndiaDialog looks at inviting the world’s leading experts and intellectuals in the areas of economics, business, policy, social development, science, technology, art and culture to provide their perspectives and foster an understanding of India. There would be a series of keynote addresses, panel discussions, and fireside chats during the dialog.
This document discusses 5 themes: cleanliness & sanitation, health, wellness, water conservation, and sustainable development. It lists these 5 themes but does not provide any further details about them.
Institute for Competitiveness, India is the Indian knot in the global network of the Institute for Strategy and Competitiveness at Harvard Business School. Institute for Competitiveness, India is an international initiative centered in India, dedicated to enlarging and purposeful disseminating of the body of research and knowledge on competition and strategy, as pioneered over the last 25 years by Professor Michael Porter of the Institute for Strategy and Competitiveness at Harvard Business School. Institute for Competitiveness, India conducts & supports indigenous research; offers academic & executive courses; provides advisory services to the Corporate & the Governments and organises events. The institute studies competition and its implications for company strategy; the competitiveness of nations, regions & cities and thus generate guidelines for businesses and those in governance; and suggests & provides solutions for socio-economic problems.
Presentation done by Steven Vogel, Professor of Political Science and Political Economy, University of California, Berkeley on "Building Human Foundation" at #TheIndiaDialog on February 24 at Stanford University. The #TheIndiaDialog was organised by Institute for Competitiveness and US Asia Technology Management Center at Stanford University.
Stephen_Ezell_Redefining Healthcare_#theindiadialogue Feb 2023.pdfDr. Amit Kapoor
Presentation done by Stephen Ezell, Vice President, Global Innovation Policy, ITI on "Redefining Healthcare" at #TheIndiaDialog on February 24 at Stanford University. The #TheIndiaDialog was organised by Institute for Competitiveness and US Asia Technology Management Center at Stanford University.
Robert_Eberhert_#theindiadialogue Feb 2023.pdfDr. Amit Kapoor
Presentation done by Robert Eberhert, Professor, UCLA on "Entrepreneurship and Policy Efforts" at #TheIndiaDialog on February 24 at Stanford University. The #TheIndiaDialog was organised by Institute for Competitiveness and US Asia Technology Management Center at Stanford University.
Presentation done by Mathew Bishop, Senior fellow in the Center for Sustainable Development, Brookings on "Social Progress Index" at #TheIndiaDialog on February 24 at Stanford University. The #TheIndiaDialog was organised by Institute for Competitiveness and US Asia Technology Management Center at Stanford University.
Presentation done by E Somanathan, Fellow, Center for Advanced Studies in Behavioural Sciences, Stanford University on "Enviornmental Progress" at #TheIndiaDialog on February 24 at Stanford University. The #TheIndiaDialog was organised by Institute for Competitiveness and US Asia Technology Management Center at Stanford University.
Arvind_Virmani_India_LMIC_HIC_staanford_2023_feb.pdfDr. Amit Kapoor
Presentation done by Arvind Virmani, Member, NITI Aayog on "India from Middle Income to Developed Country" at #TheIndiaDialog on February 24 at Stanford University. The #TheIndiaDialog was organised by Institute for Competitiveness and US Asia Technology Management Center at Stanford University.
Best practices for project execution and deliveryCLIVE MINCHIN
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How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
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How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Top 10 Free Accounting and Bookkeeping Apps for Small BusinessesYourLegal Accounting
Maintaining a proper record of your money is important for any business whether it is small or large. It helps you stay one step ahead in the financial race and be aware of your earnings and any tax obligations.
However, managing finances without an entire accounting staff can be challenging for small businesses.
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They organize all of your transactions automatically as soon as you link them to your corporate bank account. Additionally, they are compatible with your phone, allowing you to monitor your finances from anywhere. Cool, right?
Thus, we’ll be looking at several fantastic accounting apps in this blog that will help you develop your business and save time.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
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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:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
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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2. 2
How the World Thinks About Capitalism?
• [-] Big Businesses are Not Clean; Not Ethical
• [-] Poor gets Poorer in Capitalist Economies
• [-] Favour Protectionist Measures rather than ‘Open Economies’
• [+] Free Enterprise System Better for Poverty Alleviation than Government
• [+] Government should invest more on infrastructure than welfare benefits
• [+-] India – Business and Society’s Interests Match Well; Other Nations do
not agree.
Source: https://social.shorthand.com/montie/3C6iES9yjf/what-the-world-thinks-of-capitalism
3. 3
What is Changing Globally?
• Global Development Agendas – SDGs
• Globalization & Base of the Pyramid Business Models
• Impact Investors, Incubators and Accelerators
• Better Connected, Better Informed - Internet & Telecom
• Environmental Degradation
• Rising Population and Consumption Trends
• Increasing Scarcity of Resources
• Significant Population in Extreme Poverty
4. Global Focus on UN Sustainable Development Goals
(2014-2030)
4
Source: www.un.org
5. 5
Reality Check - The Bottom 4 Billion
• Significant Unmet Needs
• Dependent on Informal or Subsistent Livelihoods
• Live and Transact in an Informal Economy
• Face BoP Penalty
• Need Scalable & Replicable Solutions
• Government, NGOs, CSOs lack ability to scale and implementmarket oriented
business models
6. Business can engage with society in three ways
“Giving Back”
Business must fulfill
community
obligations
Shared ValueCorporate
Philanthropy
“Finding business
opportunities in
social problems”
Meeting social needs
can be a source of
profit and
competitive
advantage
“Minimizing harm to
society and the
company”
Business should be
responsible
Corporate
Responsibility
Past efforts have emphasized the friction
between business and society instead of the synergy
7. • The long-term competitiveness of companies depends on social conditions
− An educated and skilled workforce
− Safe working conditions
− Sustainable use of natural resources
− A flourishing local economy
• Business has an essential role to play in solving social problems
− Only companies can create prosperity that funds government and civil society
− Companies can create solutions to many social problems in ways that
governments and NGOs cannot
− Companies have the incentive to take risk
− Competitions fuels innovation, efficiency, and adoption
− For-profit models are scalable and sustainable
Societal and corporate success are inextricably linked
9. Shared value is self-sustaining and scalable
• Creating new opportunities for
the business by meeting societal
needs
• Impact scalable because
shared value is self sustaining
• Redistribution of value to meet
societal needs
• Impact dependent on scale of
finite resources
CSR and Philanthropy Shared Value
14. 14
Defining Shared Value
• Policies and practices for Competitive Advantage
• Corporate Strategy for creating unique business value by integrating socio-
environmental benefits with economic gains
• Not Philanthropy or CSR Activity
Reconceiving
Products and
Markets
Redefining
Productivity in
Value Chains
Enabling Local
Cluster
Development
15. Shared value operates at three levels
Reconceiving Needs,
Products, and
Customers
• Meeting societal needs
through products
• Addressing underserved
customers
• Driving productivity through
better utilizing resource,
employees, and business
partners
Redefining
Productivity in the
Value Chain
• Improving skills, supplier
base, and supporting
institutions in the
communities where a
company operates
Enabling Local Cluster
Development
1 2 3
These levels are overlapping and mutually reinforcing
16. • Shared value can be created by producing goods and services that directly benefits the underserved
sections of the society
Example – VisionSpring
• VisionSpring’s mission is to ensure affordable access to eyewear across the globe. The company identified the need for
vision treatment at the bottom of the pyramid
• Reconceived products and created distribution channel in the developing countries to make affordable eyeglasses
accessible
• Reaches people through two different models:
• Partnership Model: Partner with hospitals, NGOs & Corporations across India. Works at the village level and trains
thousands of village level entrepreneur in dispensing eyeglasses
• Hub & Spoke Model: Started its standalone optical stores and got associated with leading eye hospitals to set-up
their stores on their premise. Also partners with eye hospitals for effective community outreach activities
• The company has distributed nearly 2,763,000 eyeglasses & have created $280 million in economic impact
• People using their glasses have reported an increase of about 20% in their income and 35% increase in their productivity
Reconceiving products and markets
18. Aravind Eyecare (1976)
• To eliminate needless blindness irrespective of the paying capacity.
• Outreach: 4000 beds, 32 million patients, 3 million surgeries
• 2009-10: 2.5 million outpatients, 0.3 million surgeries, 1.2 million IOLs
Unique features
• McDonald factory based model for diagnostics, surgery & product offerings
• 30:70 (Paying : Non-Paying)
• Training / Capacity building (>300 ophthalmologists & >600 paramedics per year)
• 2600 operations per year by each doctor (6 times the average) – 10 min per operation
• Strong community outreach and setup (8 hospitals; 40 Vision centers; Aurolab; LAICO)
18Simultaneous surgeries at Aravind Manufacturing intra-ocular lenses at Aurolab
20. Novartis Aarogya Parivar (2007)
• Enable access to health awareness and affordable medicines to rural families
• Outreach: 10 states, 100 medicine types, 0.5 million villagers (health awareness, diagnosis)
Unique features
• Focus on health education and awareness, diagnostics, affordable and reliable medicines
• Strong link with 22000 doctors & reaching 28000 pharmacies in remote areas
• Adaptability - Communication, product packaging and training as per local conditions
• Scalable across states and countries - Vietnam, Indonesia, Kenya
• Local skill building and engagement as health workers
20
23. Example – Narayana Hrudayalaya
• The hospitals group is model for accessible & affordable healthcare that provides healthcare
facilities at a nominal cost, especially the cardiac surgeries
• On an average, a heart surgery in this hospital costs $2000 whereas a similar surgery would cost
2-10 times of the cost in other hospitals
• Economies of Scale: Larger number of operations and sharing of resources lowers the cost per
operation
• It has 32 hospitals in 20 cities with 6498 beds and 1861 doctors
• In addition, to cardiac surgery facilities, the hospital also performs other surgeries like bone
marrow transplant, neurosurgery, etc. and provides other facilities like teleradiology and free
telemedicine
Affordable healthcare facilities
27. • Redefining how value is created and sustained through supply chains (for example, through
repurposing or recycling products to reduce waste, while creating new cost savings or revenue
streams)
Example HUL – Project Shakti
• Hindustan Unilever is implementing shared value by tapping opportunities into their value chain and expanding their
reach through
• The project empowers underprivileged rural women by training them in health and hygiene and allowing them to
undertake income-generation activities
• Project Shakti Entrepreneurs who are commonly known as Shakti Ammas reach out to over 4 million households across
1,65,000 villages spread over different states
• HUL provides a means of livelihood to approximately 70,000 women entrepreneurs and ensures a source of revenue for
itself
Redefining productivity in the value chain
28. Example – Mother Dairy
• Mother Dairy’s business philosophy is inherently linked with the co-operative movement in India
and is focused on serving farmers, rural societies, and consumers fairly
• The business model adopted by Mother Dairy assures a platform for farmers to sell their products
• They have a simple process of sourcing milk from the farmers by providing the best price for it.
Nearly 80-85% of the revenue accrued by the company goes back to the farmer
• Mother Dairy ensures that milk producers and farmers continually receive market price for
offering milk, milk products, and other food products
• Addressing the social challenges in the area of agriculture they have positively impacted 250,000
individuals across the country and have spent more than 1600 crores on these activities (as of FY
2013)
Redefining productivity in the value chain
30. Mirakle Couriers (2009)
• 6% Indians (10 million) are deaf; 66% (6 million) unemployed
• Mission driven for-profit business that employs low-income deaf youth in the logistics space
(courier delivery)
Unique features
• Training and engaging deaf youth for back-office and delivery operations thereby enabling
financial independence and empowerment for the deaf community.
• Communication is done using ISL (Indian Sign Language) along with SMS and emails.
• Delivery and collection done via public transport leading to low carbon footprint
• Setting a better role model and inspiration for corporates and society
30
31. • Companies can use clusters for supporting their long-term growth through the development of their
suppliers and other stakeholders beingimpacted bytheir business operations
Example – Godrej Industries
• Godrej Good and Green initiative, which moves beyond business and plans to have trained and provided useful skills to
thousands of rural and semi-urban youth.
• In FY 2013, Godrej under its various verticals have trained nearly 16800 people with a particular job skill will impede business
growth
• The group has set a goal to train 1 million youth by 2020
• The skill development initiative ensures overall development of society by ensuring a source of income for the youth and
commercial success for the business
Enabling local cluster development
35. Adani Agri Fresh (2006)
• Setting up an integrated apple supply chain empowering the apple farmers while delivering
high quality apples to consumers
• 3 Controlled Atmosphere facilities (23000MT), network of 15000+ farmers, 700+ villages
Unique features
• Empowerment, Fair wages, no exploitation, training and sustainable livelihood at doorstep
• Promoting good health and well-being of farmers through rural healthcare units
• Fully-automated technology driven processes for high quality apples grading & selection
• Making available scientific orchid management techniques and agri-inputs near to farms
35