This document discusses strategic community investment and provides guidance on selecting community investment partners. It recommends that companies clearly define their mission and values, communicate a compelling vision, and motivate and empower employees to strategically invest in communities. When selecting investment partners, the document advises researching the partner's mission, values, vision, financials, customers, and other details to ensure alignment with the company's goals. Strategic community investment is presented as a way to differentiate brands and build strong corporate culture through meaningful, long-term engagement with communities.

1. Strategic Community
Investment
Steve Guengerich
Co-founder, Appconomy
Managing Director, BroadBrush Ventures

2. What We Do
Location & context aware software for retail
and other indoor applications

3. Marketing
A social and managerial process by which
individuals and groups obtain what they need
and want through creating, offering, and
exchanging products (or services) of value
with others.

4. Marketing Management
The process(es) of planning and executing the
conception, pricing, promotion, and
distribution of goods and services to create
exchanges that satisfy individual and
organizational objectives.

5. Marketing Communications
(aka promotion)
• Advertising
• Public Relations
• Sales Promotion
• Personal Selling

7. See: www.PragmaticMarketing.com

8. See: www.PragmaticMarketing.com

9. Power
Organized
Money

10. Power
Organized
Money
Organized
Money
Organized
People

11. Power
Organized
Money
Organized
People

12. Power
Organized
Money
Organized
People
Organized
Ideas

13. Culture
Beats
Strategy

14. Corporate Culture and Performance,
John Kotter and James Heskett
Over an 11-year period leading up to the books’
publication, Kotter and Heskett found that the former
(strong-culture companies) outperformed the latter by:
• Increasing revenues an avg. of 682% vs. 166%
• Expanding workforces by 282% vs. 36%
• Growing their stock prices by 901% vs. 74%
• Improving their net incomes by 756% vs. 1%

15. Great Culture

17. Company(ies)
Customers
(Current +
Prospects)
Stakeholders
(Investors,
neighbors,
“the public”)

18. Strategic
Community
Investment
Customers
(Current +
Prospects)
Stakeholders
(Investors,
neighbors,
“the public”)
Company(ies)

19. • School
• Clinic
• Museum
• Park
Community

20. • School
• Clinic
• Museum
• Park
Community Investment
• More than $
• Researched
• Aligned
• ROI

21. • School
• Clinic
• Museum
• Park
Strategic Community Investment
• More than $
• Researched
• Aligned
• ROI
• Long-term
• Differentiating
• Cultural

22. Strategic
Community
Investment
=/ Lean

23. Obstacles
• A distraction
• No money
• No time
• No skill
• Can’t measure

24. 1. Know your mission

25. Answer these questions:
1. What do we do?
2. How do we do it?
3. Whom do we do it for?
4. What value are we
bringing?

26. 2. Have a clear vision and communicate it
-Wall Street Journal – “the world's most influential business thinker”
-Fortune magazine – “the world's leading expert on business strategy”

27. Remarkable contributions are typically
spawned by a passionate commitment
to transcendent values such as beauty,
truth, wisdom, justice, charity, fidelity,
joy, courage and honor.

28. Remarkable contributions are typically
spawned by a passionate commitment
to transcendent values such as beauty,
truth, wisdom, justice, charity, fidelity,
joy, courage and honor.

29. Great vision
Think Different
Just do it
Don’t be evil
truth
courage
justice

30. 3. Motivate and empower

31. 3. Motivate and empower

32. 4. Then just do it

33. 4. Then just do it

34. 4. Then just do it

35. 5. Pace yourself
Plan
Do
Review

36. Pick the right Strategic Community
Investment?
Plan
Do
Review
Partner
Choice?

37. Inputs: Partner Selection
1. mission statement
2. values
3. vision (if they have one)
4. most recent sales (or pre-revenue)
5. monthly sales (if any)
6. pro forma annual sales
7. company and individual names of board
members / investors (if any)
8. company and individual names of 10 (or
more?) largest current (and target) customers
9. company and individual names of largest
current (and target) other creditors, like key
suppliers, bank, etc.
10. industry they are in (SIC or other useful
standardized category?)
11. sub-sector industry, if appropriate
12. top competitors (if any)
13. product(s) offered
14. service(s) offered
15. costs of products / services
16. company location(s)
17. employee location(s)
18. budget - monthly, annual
19. company cost of qualified lead acquisition
20. other company/workforce intangible(s) or
preference(s)

38. A candle loses nothing
lighting another
candle.
- James Keller

39. Ways to contact me
Steve Guengerich
Twitter: @sguengerich
Blog: www.Guengerich.com
LinkedIn: www.linkedin.com/in/guengerich
Thanks!