Here are the key points about stakeholders and their relationship to business: - Stakeholders have expectations of the business, such as owners & creditors expecting profits and returns, customers expecting quality products/services, employees expecting fair compensation and safe working conditions, communities expecting responsible citizenship. - The business needs the support of stakeholders to operate successfully - it relies on customers to purchase goods/services, employees to work, suppliers to provide materials, communities and governments to allow operations. - By understanding and meeting stakeholder expectations, the business can gain their trust and support over the long run, ensuring its viability. Ignoring stakeholders can damage the business's reputation and social license to operate. - An important challenge is that stakeholders may have

1. “Renowned businessman, investor and philanthropist Michael Lee-Chin has
been appointed chancellor of Wilfrid Laurier University.
Lee-Chin is chairman of Portland Holdings Inc., a privately held investment
company that manages public and private equity and has a direct ownership
interest in a collection of diversified businesses operating in sectors that
include telecommunications, financial services media, tourism, health care
and waste management. Portland is committed to “Building Strong
Indigenous Businesses.” Equally important, these businesses must also
seek to improve the social well-being of the communities in which they
operate. Lee-Chin formally established as the Portland mantra the phrase
“prosperitas cum caritate”, which in Latin speaks to his goal that businesses
must “not only do well, but also do good” – that is the measure of success.”

2. BU 111
“Renowned businessman, investor and philanthropist Michael Lee-Chin has
been appointed chancellor of Wilfrid Laurier University.
Lee-Chin is chairman of Portland Holdings Inc., a privately held investment
company that manages public and private equity and has a direct ownership
interest in a collection of diversified businesses operating in sectors that
include telecommunications, financial services media, tourism, health care
and waste management. Portland is committed to “Building Strong
Indigenous Businesses.” Equally important, these businesses must also
seek to improve the social well-being of the communities in which they
operate. Lee-Chin formally established as the Portland mantra the phrase
“prosperitas cum caritate”, which in Latin speaks to his goal that businesses
must “not only do well, but also do good” – that is the measure of success.”

3. BU 111
Introduction to
“Renowned businessman, investor and philanthropist Michael Lee-Chin has
been appointed chancellor of Wilfrid Laurier University.
Lee-Chin is chairman of Portland Holdings Inc., a privately held investment
company that manages public and private equity and has a direct ownership
interest in a collection of diversified businesses operating in sectors that
include telecommunications, financial services media, tourism, health care
and waste management. Portland is committed to “Building Strong
Indigenous Businesses.” Equally important, these businesses must also
seek to improve the social well-being of the communities in which they
operate. Lee-Chin formally established as the Portland mantra the phrase
“prosperitas cum caritate”, which in Latin speaks to his goal that businesses
must “not only do well, but also do good” – that is the measure of success.”

4. BU 111
Introduction to
Management and Business Organization
“Renowned businessman, investor and philanthropist Michael Lee-Chin has
been appointed chancellor of Wilfrid Laurier University.
Lee-Chin is chairman of Portland Holdings Inc., a privately held investment
company that manages public and private equity and has a direct ownership
interest in a collection of diversified businesses operating in sectors that
include telecommunications, financial services media, tourism, health care
and waste management. Portland is committed to “Building Strong
Indigenous Businesses.” Equally important, these businesses must also
seek to improve the social well-being of the communities in which they
operate. Lee-Chin formally established as the Portland mantra the phrase
“prosperitas cum caritate”, which in Latin speaks to his goal that businesses
must “not only do well, but also do good” – that is the measure of success.”

6. Topics of Discussion - Tuesday

7. Topics of Discussion - Tuesday
• Individual Writing Assignment

8. Topics of Discussion - Tuesday
• Individual Writing Assignment

9. Topics of Discussion - Tuesday
• Individual Writing Assignment
• Social Environment

10. Topics of Discussion - Tuesday
• Individual Writing Assignment
• Social Environment
– Ethics

11. Topics of Discussion - Tuesday
• Individual Writing Assignment
• Social Environment
– Ethics
– Stakeholders & Corporate Social Responsibility

12. Topics of Discussion - Tuesday
• Individual Writing Assignment
• Social Environment
– Ethics
– Stakeholders & Corporate Social Responsibility
– Demographics

13. Topics of Discussion - Tuesday
• Individual Writing Assignment
• Social Environment
– Ethics
– Stakeholders & Corporate Social Responsibility
– Demographics

14. Topics of Discussion - Tuesday
• Individual Writing Assignment
• Social Environment
– Ethics
– Stakeholders & Corporate Social Responsibility
– Demographics
• NO LABS ON MONDAY, OCT. 10TH

16. Learning Objectives

17. Learning Objectives
• Describe ethics, business ethics and categories of ethical behaviour

18. Learning Objectives
• Describe ethics, business ethics and categories of ethical behaviour
• Understand how to assess and manage ethical behaviour

19. Learning Objectives
• Describe ethics, business ethics and categories of ethical behaviour
• Understand how to assess and manage ethical behaviour
• Describe who stakeholders are, what their relationship and strategic
importance is to business, why and how they should be proactively
managed

20. Learning Objectives
• Describe ethics, business ethics and categories of ethical behaviour
• Understand how to assess and manage ethical behaviour
• Describe who stakeholders are, what their relationship and strategic
importance is to business, why and how they should be proactively
managed
• Understand corporate social responsibility (CSR) and describe its’
five areas of responsibility

21. Learning Objectives
• Describe ethics, business ethics and categories of ethical behaviour
• Understand how to assess and manage ethical behaviour
• Describe who stakeholders are, what their relationship and strategic
importance is to business, why and how they should be proactively
managed
• Understand corporate social responsibility (CSR) and describe its’
five areas of responsibility
• Explain the four approaches to CSR and describe how to implement
a CSR program

22. Learning Objectives
• Describe ethics, business ethics and categories of ethical behaviour
• Understand how to assess and manage ethical behaviour
• Describe who stakeholders are, what their relationship and strategic
importance is to business, why and how they should be proactively
managed
• Understand corporate social responsibility (CSR) and describe its’
five areas of responsibility
• Explain the four approaches to CSR and describe how to implement
a CSR program
• Explain why an understanding of demographics is important to
business

23. Learning Objectives
• Describe ethics, business ethics and categories of ethical behaviour
• Understand how to assess and manage ethical behaviour
• Describe who stakeholders are, what their relationship and strategic
importance is to business, why and how they should be proactively
managed
• Understand corporate social responsibility (CSR) and describe its’
five areas of responsibility
• Explain the four approaches to CSR and describe how to implement
a CSR program
• Explain why an understanding of demographics is important to
business
• Describe the cohorts in Canada, categorize them as big or small and
discuss the general advantage and disadvantage they face

24. Learning Objectives
• Describe ethics, business ethics and categories of ethical behaviour
• Understand how to assess and manage ethical behaviour
• Describe who stakeholders are, what their relationship and strategic
importance is to business, why and how they should be proactively
managed
• Understand corporate social responsibility (CSR) and describe its’
five areas of responsibility
• Explain the four approaches to CSR and describe how to implement
a CSR program
• Explain why an understanding of demographics is important to
business
• Describe the cohorts in Canada, categorize them as big or small and
discuss the general advantage and disadvantage they face
• Give examples of strategic business opportunities or threats that
arise from demographics

25. Planning Organizing
Critical Success Factors
Stakeholders
Economic Marketing
EX Top Management
L
TE
A
RN
RN Social Vision Operations Finance
Political AL
TE
IN
Mission Human
Technological Resources
Strategy
Middle Management
First-Line Management
Controlling Directing

26. “Individual standards/beliefs regarding what is right and wrong or
good and bad”
“standards of behaviour that guide individual managers in their work”

27. Ethics
“Individual standards/beliefs regarding what is right and wrong or
good and bad”
“standards of behaviour that guide individual managers in their work”

28. Ethics
“Individual standards/beliefs regarding what is right and wrong or
good and bad”
“standards of behaviour that guide individual managers in their work”

29. Ethics
“Individual standards/beliefs regarding what is right and wrong or
good and bad”
“standards of behaviour that guide individual managers in their work”

30. Ethics
“Individual standards/beliefs regarding what is right and wrong or
good and bad”
Business or Managerial Ethics
“standards of behaviour that guide individual managers in their work”

32. Categories of Ethical Behaviour

33. Categories of Ethical Behaviour
• Behaviour Toward Employees

34. Categories of Ethical Behaviour
• Behaviour Toward Employees
– hiring & firing, wages, working conditions, privacy and
respect

35. Categories of Ethical Behaviour
• Behaviour Toward Employees
– hiring & firing, wages, working conditions, privacy and
respect
• Behaviour Toward the Organization

36. Categories of Ethical Behaviour
• Behaviour Toward Employees
– hiring & firing, wages, working conditions, privacy and
respect
• Behaviour Toward the Organization
– conflict of interest, confidentiality and honesty

37. Categories of Ethical Behaviour
• Behaviour Toward Employees
– hiring & firing, wages, working conditions, privacy and
respect
• Behaviour Toward the Organization
– conflict of interest, confidentiality and honesty
• Behaviour Toward other Economic Agents

38. Categories of Ethical Behaviour
• Behaviour Toward Employees
– hiring & firing, wages, working conditions, privacy and
respect
• Behaviour Toward the Organization
– conflict of interest, confidentiality and honesty
• Behaviour Toward other Economic Agents
– relationship with customers, competitors, stockholders,
suppliers, dealers and unions

39. -utilitarian approach= greatest good for greatest number of people
-rights approach= rights cannot be taken away
fairness/justice approach= equitable distribution of burdens and
rewards
-caring approach= responsibilities to one another

40. Assessing Ethical Behaviour
-utilitarian approach= greatest good for greatest number of people
-rights approach= rights cannot be taken away
fairness/justice approach= equitable distribution of burdens and
rewards
-caring approach= responsibilities to one another

41. Assessing Ethical Behaviour
1. Gather facts
-utilitarian approach= greatest good for greatest number of people
-rights approach= rights cannot be taken away
fairness/justice approach= equitable distribution of burdens and
rewards
-caring approach= responsibilities to one another

42. Assessing Ethical Behaviour
1. Gather facts
2. Analyze situation
-utilitarian approach= greatest good for greatest number of people
-rights approach= rights cannot be taken away
fairness/justice approach= equitable distribution of burdens and
rewards
-caring approach= responsibilities to one another

43. Assessing Ethical Behaviour
1. Gather facts
2. Analyze situation
-utilitarian approach= greatest good for greatest number of people
-rights approach= rights cannot be taken away
fairness/justice approach= equitable distribution of burdens and
rewards
-caring approach= responsibilities to one another

44. Assessing Ethical Behaviour
1. Gather facts
2. Analyze situation
-utilitarian approach= greatest good for greatest number of people
-rights approach= rights cannot be taken away
fairness/justice approach= equitable distribution of burdens and
rewards
-caring approach= responsibilities to one another

45. Assessing Ethical Behaviour
1. Gather facts
2. Analyze situation
-utilitarian approach= greatest good for greatest number of people
-rights approach= rights cannot be taken away
fairness/justice approach= equitable distribution of burdens and
rewards
-caring approach= responsibilities to one another

46. Assessing Ethical Behaviour
1. Gather facts
2. Analyze situation
-utilitarian approach= greatest good for greatest number of people
-rights approach= rights cannot be taken away
fairness/justice approach= equitable distribution of burdens and
rewards
-caring approach= responsibilities to one another

47. Assessing Ethical Behaviour
1. Gather facts
2. Analyze situation
-utilitarian approach= greatest good for greatest number of people
-rights approach= rights cannot be taken away
fairness/justice approach= equitable distribution of burdens and
rewards
-caring approach= responsibilities to one another
3. Make judgement

48. mission statement/
managerial
hiring criteria core value
role modeling
statement
goals and ethics booklets & code of
evaluation criteria training conduct/ethics
employee
rewards systems protection
mechanisms

49. Managing Ethics
mission statement/
managerial
hiring criteria core value
role modeling
statement
goals and ethics booklets & code of
evaluation criteria training conduct/ethics
employee
rewards systems protection
mechanisms

50. Planning Organizing
Critical Success Factors
Stakeholders
Economic Marketing
EX Top Management
L
TE
A
RN
RN Social Vision Operations Finance
Political AL
TE
IN
Mission Human
Technological Resources
Strategy
Middle Management
First-Line Management
Controlling Directing

51. depends on situation and the issue- affect willingness and opportunity to act
stakeholders may have varying and conflicting expectations of an organization

52. Stakeholders
depends on situation and the issue- affect willingness and opportunity to act
stakeholders may have varying and conflicting expectations of an organization

53. Stakeholders
• “Individuals, groups and other organizations who have an
interest in the actions of an organization and who have
the ability to influence it” (Savage et al., 1991)
depends on situation and the issue- affect willingness and opportunity to act
stakeholders may have varying and conflicting expectations of an organization

54. Stakeholders
• “Individuals, groups and other organizations who have an
interest in the actions of an organization and who have
the ability to influence it” (Savage et al., 1991)
• “Groups or individuals who can significantly affect or are
significantly affected by an organization’s
activities” (Harrison & St. John, 1996)
depends on situation and the issue- affect willingness and opportunity to act
stakeholders may have varying and conflicting expectations of an organization

55. Stakeholders
• “Individuals, groups and other organizations who have an
interest in the actions of an organization and who have
the ability to influence it” (Savage et al., 1991)
• “Groups or individuals who can significantly affect or are
significantly affected by an organization’s
activities” (Harrison & St. John, 1996)
• Stakeholders’ importance
depends on situation and the issue- affect willingness and opportunity to act
stakeholders may have varying and conflicting expectations of an organization

56. Stakeholders
• “Individuals, groups and other organizations who have an
interest in the actions of an organization and who have
the ability to influence it” (Savage et al., 1991)
• “Groups or individuals who can significantly affect or are
significantly affected by an organization’s
activities” (Harrison & St. John, 1996)
• Stakeholders’ importance
depends on situation and the issue- affect willingness and opportunity to act
stakeholders may have varying and conflicting expectations of an organization

57. Stakeholders
• “Individuals, groups and other organizations who have an
interest in the actions of an organization and who have
the ability to influence it” (Savage et al., 1991)
• “Groups or individuals who can significantly affect or are
significantly affected by an organization’s
activities” (Harrison & St. John, 1996)
• Stakeholders’ importance
depends on situation and the issue- affect willingness and opportunity to act
• Challenge:
stakeholders may have varying and conflicting expectations of an organization

58. Examples of Stakeholders
owners/creditors
customers
employees (and their unions)
the natural environment
suppliers
community, society
board of directors
special interest groups
government

59. Examples of Stakeholders
Stakeholders owners/creditors
customers
employees (and their unions)
the natural environment
suppliers
community, society
board of directors
special interest groups
government

60. Therefore business must recognize its stakeholder expectiations

61. Business - Stakeholder Connection
Therefore business must recognize its stakeholder expectiations

62. Business - Stakeholder Connection
• Stakeholders have
expectations of the business…
Therefore business must recognize its stakeholder expectiations

63. Business - Stakeholder Connection
• Stakeholders have
expectations of the business…
– owners & creditors:
Therefore business must recognize its stakeholder expectiations

64. Business - Stakeholder Connection
• Stakeholders have
expectations of the business…
– owners & creditors:
– Customers: quality, choice, communication,
safety, respect
Therefore business must recognize its stakeholder expectiations

65. Business - Stakeholder Connection
• Stakeholders have
expectations of the business…
– owners & creditors:
– Customers: quality, choice, communication,
safety, respect
– Employees: fair pay, meaningful work, safety, fair
treatment, training
Therefore business must recognize its stakeholder expectiations

66. Business - Stakeholder Connection
• Stakeholders have
expectations of the business…
– owners & creditors:
– Customers: quality, choice, communication,
safety, respect
– Employees: fair pay, meaningful work, safety, fair
treatment, training
– BOD: responsible mgmt
Therefore business must recognize its stakeholder expectiations

67. Business - Stakeholder Connection
• Stakeholders have
expectations of the business…
– owners & creditors:
– Customers: quality, choice, communication,
safety, respect
– Employees: fair pay, meaningful work, safety, fair
treatment, training
– BOD: responsible mgmt
– natural environment:responsible stewardship
Therefore business must recognize its stakeholder expectiations

68. Business - Stakeholder Connection
• Stakeholders have
• Stakeholders provide expectations of the business…
business with the – owners & creditors:
capacity to operate… – Customers: quality, choice, communication,
safety, respect
– Employees: fair pay, meaningful work, safety, fair
treatment, training
– BOD: responsible mgmt
– natural environment:responsible stewardship
Therefore business must recognize its stakeholder expectiations

69. Business - Stakeholder Connection
• Stakeholders have
• Stakeholders provide expectations of the business…
business with the – owners & creditors:
capacity to operate… – Customers: quality, choice, communication,
safety, respect
• owners & creditors: capital – Employees: fair pay, meaningful work, safety, fair
treatment, training
– BOD: responsible mgmt
– natural environment:responsible stewardship
Therefore business must recognize its stakeholder expectiations

70. Business - Stakeholder Connection
• Stakeholders have
• Stakeholders provide expectations of the business…
business with the – owners & creditors:
capacity to operate… – Customers: quality, choice, communication,
safety, respect
• owners & creditors: capital – Employees: fair pay, meaningful work, safety, fair
treatment, training
• customers: purchases – BOD: responsible mgmt
– natural environment:responsible stewardship
Therefore business must recognize its stakeholder expectiations

71. Business - Stakeholder Connection
• Stakeholders have
• Stakeholders provide expectations of the business…
business with the – owners & creditors:
capacity to operate… – Customers: quality, choice, communication,
safety, respect
• owners & creditors: capital – Employees: fair pay, meaningful work, safety, fair
treatment, training
• customers: purchases – BOD: responsible mgmt
• employees: human resources – natural environment:responsible stewardship
Therefore business must recognize its stakeholder expectiations

72. Business - Stakeholder Connection
• Stakeholders have
• Stakeholders provide expectations of the business…
business with the – owners & creditors:
capacity to operate… – Customers: quality, choice, communication,
safety, respect
• owners & creditors: capital – Employees: fair pay, meaningful work, safety, fair
treatment, training
• customers: purchases – BOD: responsible mgmt
• employees: human resources – natural environment:responsible stewardship
• BOD: leadership
Therefore business must recognize its stakeholder expectiations

73. Business - Stakeholder Connection
• Stakeholders have
• Stakeholders provide expectations of the business…
business with the – owners & creditors:
capacity to operate… – Customers: quality, choice, communication,
safety, respect
• owners & creditors: capital – Employees: fair pay, meaningful work, safety, fair
treatment, training
• customers: purchases – BOD: responsible mgmt
• employees: human resources – natural environment:responsible stewardship
• BOD: leadership
• natural environment: natural
resources
Therefore business must recognize its stakeholder expectiations

74. Business - Stakeholder Connection
• Stakeholders have
• Stakeholders provide expectations of the business…
business with the – owners & creditors:
capacity to operate… – Customers: quality, choice, communication,
safety, respect
• owners & creditors: capital – Employees: fair pay, meaningful work, safety, fair
treatment, training
• customers: purchases – BOD: responsible mgmt
• employees: human resources – natural environment:responsible stewardship
• BOD: leadership
• natural environment: natural
resources
Therefore business must recognize its stakeholder expectiations

75. Business - Stakeholder Connection
• Stakeholders have
• Stakeholders provide expectations of the business…
business with the – owners & creditors:
capacity to operate… – Customers: quality, choice, communication,
safety, respect
• owners & creditors: capital – Employees: fair pay, meaningful work, safety, fair
treatment, training
• customers: purchases – BOD: responsible mgmt
• employees: human resources – natural environment:responsible stewardship
• BOD: leadership
• natural environment: natural
resources
Therefore business must recognize its stakeholder expectiations

76. Business - Stakeholder Connection
• Stakeholders have
• Stakeholders provide expectations of the business…
business with the – owners & creditors:
capacity to operate… – Customers: quality, choice, communication,
safety, respect
• owners & creditors: capital – Employees: fair pay, meaningful work, safety, fair
treatment, training
• customers: purchases – BOD: responsible mgmt
• employees: human resources – natural environment:responsible stewardship
• BOD: leadership
• natural environment: natural
resources
Therefore business must recognize its stakeholder expectiations

77. to cope with to keep pace with to avoid adverse to improve ability
environmental societal change actions by to predict/control
turbulence and in which stakeholders the external
to promote to promote more to promote higher to improve the
higher entry favourable levels of percentage of
barriers leading legislation/ operating successful new
to potentially to align company
to promote higher to increase media
improve values with
levels of trust power
profitability societal values

78. Why Manage Stakeholders?
to cope with to keep pace with to avoid adverse to improve ability
environmental societal change actions by to predict/control
turbulence and in which stakeholders the external
to promote to promote more to promote higher to improve the
higher entry favourable levels of percentage of
barriers leading legislation/ operating successful new
to potentially to align company
to promote higher to increase media
improve values with
levels of trust power
profitability societal values

80. How are Stakeholders best managed?

81. How are Stakeholders best managed?
• Savage et al’s approach:

82. How are Stakeholders best managed?
• Savage et al’s approach:
1. Identify key organizational stakeholders

83. How are Stakeholders best managed?
• Savage et al’s approach:
1. Identify key organizational stakeholders
2. Diagnose them along two critical dimensions of
potential for threat for threat potential for
cooperation

84. How are Stakeholders best managed?
• Savage et al’s approach:
1. Identify key organizational stakeholders
2. Diagnose them along two critical dimensions of
potential for threat for threat potential for
cooperation
3. Formulate appropriate strategies both to enhance
or change current relationships with those key
stakeholders and to improve the organization’s
overall situation

85. How are Stakeholders best managed?
• Savage et al’s approach:
1. Identify key organizational stakeholders
2. Diagnose them along two critical dimensions of
potential for threat for threat potential for
cooperation
3. Formulate appropriate strategies both to enhance
or change current relationships with those key
stakeholders and to improve the organization’s
overall situation
4. Effectively implement these strategies

86. Potential for Threat
High Low
Potential Cooperation
High MIXED BLESSING SUPPORTIVE
Strategy: Strategy: Involve
Collaborate
Low
NONSUPPORTIVE MARGINAL
Strategy: Defend Strategy: Monitor

87. How are stakeholders best managed?
Potential for Threat
High Low
Potential Cooperation
High MIXED BLESSING SUPPORTIVE
Strategy: Strategy: Involve
Collaborate
Low
NONSUPPORTIVE MARGINAL
Strategy: Defend Strategy: Monitor

89. When/which should you manage?

90. When/which should you manage?
• Importance of stakeholder varies by issue

91. When/which should you manage?
• Importance of stakeholder varies by issue
• Stakeholders affect uncertainty faced by
firm

92. When/which should you manage?
• Importance of stakeholder varies by issue
• Stakeholders affect uncertainty faced by
firm
– Threatening= increase it

93. When/which should you manage?
• Importance of stakeholder varies by issue
• Stakeholders affect uncertainty faced by
firm
– Threatening= increase it
– determined by relative power, and capacity
and willingness act

94. When/which should you manage?
• Importance of stakeholder varies by issue
• Stakeholders affect uncertainty faced by
firm
– Threatening= increase it
– determined by relative power, and capacity
and willingness act
– Cooperative: decrease it

95. When/which should you manage?
• Importance of stakeholder varies by issue
• Stakeholders affect uncertainty faced by
firm
– Threatening= increase it
– determined by relative power, and capacity
and willingness act
– Cooperative: decrease it
– determined by dependence on organization,
and capacity to expand interdependence

96. Effect of of HIGH
stakeholder on use stragtegic
firm’s parterning
environmental
uncertainty Strategic
importance of
stakeholder
(priority) LOW
use traditional
Firm’s stakeholder
strategic management
choice techniques

97. Strategic importance of stakeholder
Effect of of HIGH
stakeholder on use stragtegic
firm’s parterning
environmental
uncertainty Strategic
importance of
stakeholder
(priority) LOW
use traditional
Firm’s stakeholder
strategic management
choice techniques

99. Strategic importance and management

100. Strategic importance and management
LOW

101. Strategic importance and management
LOW
• use traditional strategic management techniques

102. Strategic importance and management
LOW
• use traditional strategic management techniques
– Buffering – satisfy needs and/or demands of
stakeholders

103. Strategic importance and management
LOW
• use traditional strategic management techniques
– Buffering – satisfy needs and/or demands of
stakeholders
HIGH

104. Strategic importance and management
LOW
• use traditional strategic management techniques
– Buffering – satisfy needs and/or demands of
stakeholders
HIGH
• Use strategic partnering and other techniques described
in Savage et al., 1991, and Table 2 of Harrison and St.
John, 1996. Examples:

105. Strategic importance and management
LOW
• use traditional strategic management techniques
– Buffering – satisfy needs and/or demands of
stakeholders
HIGH
• Use strategic partnering and other techniques described
in Savage et al., 1991, and Table 2 of Harrison and St.
John, 1996. Examples:
– Customers & suppliers - Competitors

106. Strategic importance and management
LOW
• use traditional strategic management techniques
– Buffering – satisfy needs and/or demands of
stakeholders
HIGH
• Use strategic partnering and other techniques described
in Savage et al., 1991, and Table 2 of Harrison and St.
John, 1996. Examples:
– Customers & suppliers - Competitors
– Government - Community

107. Strategic importance and management
LOW
• use traditional strategic management techniques
– Buffering – satisfy needs and/or demands of
stakeholders
HIGH
• Use strategic partnering and other techniques described
in Savage et al., 1991, and Table 2 of Harrison and St.
John, 1996. Examples:
– Customers & suppliers - Competitors
– Government - Community
– Activist groups - Unions

109. Corporate Social Responsibility

110. Corporate Social Responsibility
• way in which a business tries to balance its commitments
to its organizational stakeholders

111. Corporate Social Responsibility
• way in which a business tries to balance its commitments
to its organizational stakeholders
• how a business addresses ethical conduct at the
organizational level

112. Corporate Social Responsibility
• way in which a business tries to balance its commitments
to its organizational stakeholders
• how a business addresses ethical conduct at the
organizational level
– “collective code”

113. Corporate Social Responsibility
• way in which a business tries to balance its commitments
to its organizational stakeholders
• how a business addresses ethical conduct at the
organizational level
– “collective code”
• what does the organization do to scoeity, and what does
it do for society

114. Corporate Social Responsibility
• way in which a business tries to balance its commitments
to its organizational stakeholders
• how a business addresses ethical conduct at the
organizational level
– “collective code”
• what does the organization do to scoeity, and what does
it do for society

115. Corporate Social Responsibility
• way in which a business tries to balance its commitments
to its organizational stakeholders
• how a business addresses ethical conduct at the
organizational level
– “collective code”
• what does the organization do to scoeity, and what does
it do for society
• two opposing views- focus only on profile (investors) vs.
actively consider the other stakeholders

116. Corporate Social Responsibility
• way in which a business tries to balance its commitments
to its organizational stakeholders
• how a business addresses ethical conduct at the
organizational level
– “collective code”
• what does the organization do to scoeity, and what does
it do for society
• two opposing views- focus only on profile (investors) vs.
actively consider the other stakeholders

117. Corporate Social Responsibility
• way in which a business tries to balance its commitments
to its organizational stakeholders
• how a business addresses ethical conduct at the
organizational level
– “collective code”
• what does the organization do to scoeity, and what does
it do for society
• two opposing views- focus only on profile (investors) vs.
actively consider the other stakeholders
http://www.youtube.com/watch?v=GggyVO21hw8&feature=related

119. Areas of Social Responsibility

120. Areas of Social Responsibility
• responsibility towards the natural
environment

121. Areas of Social Responsibility
• responsibility towards the natural
environment
• responsibility towards society

122. Areas of Social Responsibility
• responsibility towards the natural
environment
• responsibility towards society
• responsibility towards customers

123. Areas of Social Responsibility
• responsibility towards the natural
environment
• responsibility towards society
• responsibility towards customers
• responsibility towards employees

124. Areas of Social Responsibility
• responsibility towards the natural
environment
• responsibility towards society
• responsibility towards customers
• responsibility towards employees
• responsibility towards investors

126. Responsibility towards Natural Environment

127. Responsibility towards Natural Environment
• History of Business & Sustainability

128. Responsibility towards Natural Environment
• History of Business & Sustainability
• 1987: Bruntland definition of sustainable development:
“development that meets the needs of the present without
compromising the ability of future generations to meet their
own needs”

129. Responsibility towards Natural Environment
• History of Business & Sustainability
• 1987: Bruntland definition of sustainable development:
“development that meets the needs of the present without
compromising the ability of future generations to meet their
own needs”

130. Responsibility towards Natural Environment
• History of Business & Sustainability
• 1987: Bruntland definition of sustainable development:
“development that meets the needs of the present without
compromising the ability of future generations to meet their
own needs”
• 1994: J. Elkington extended concept of ‘sustainable
development’ to ‘Triple Bottom Line’

131. Responsibility towards Natural Environment
• History of Business & Sustainability
• 1987: Bruntland definition of sustainable development:
“development that meets the needs of the present without
compromising the ability of future generations to meet their
own needs”
• 1994: J. Elkington extended concept of ‘sustainable
development’ to ‘Triple Bottom Line’
– equity, environment and economy

132. Responsibility towards Natural Environment
• History of Business & Sustainability
• 1987: Bruntland definition of sustainable development:
“development that meets the needs of the present without
compromising the ability of future generations to meet their
own needs”
• 1994: J. Elkington extended concept of ‘sustainable
development’ to ‘Triple Bottom Line’
– equity, environment and economy
– people, planet and profit

133. Responsibility towards Natural Environment
• History of Business & Sustainability
• 1987: Bruntland definition of sustainable development:
“development that meets the needs of the present without
compromising the ability of future generations to meet their
own needs”
• 1994: J. Elkington extended concept of ‘sustainable
development’ to ‘Triple Bottom Line’
– equity, environment and economy
– people, planet and profit

134. Responsibility towards Natural Environment
• History of Business & Sustainability
• 1987: Bruntland definition of sustainable development:
“development that meets the needs of the present without
compromising the ability of future generations to meet their
own needs”
• 1994: J. Elkington extended concept of ‘sustainable
development’ to ‘Triple Bottom Line’
– equity, environment and economy
– people, planet and profit
• government regulations and social pressures increased
leading to ‘corporate greening’ measures

136. History of Business & Sustainability cont’d

137. History of Business & Sustainability cont’d
• 2000: K. Annan initiated United Nations Global Compact

138. History of Business & Sustainability cont’d
• 2000: K. Annan initiated United Nations Global Compact

139. History of Business & Sustainability cont’d
• 2000: K. Annan initiated United Nations Global Compact
• 2006: executives agreed that there are numerous financial
justifications for businesses to solve social and environmental
challenges, and that there should be no contradiction between societal
issues and building long-term value

140. History of Business & Sustainability cont’d
• 2000: K. Annan initiated United Nations Global Compact
• 2006: executives agreed that there are numerous financial
justifications for businesses to solve social and environmental
challenges, and that there should be no contradiction between societal
issues and building long-term value

141. History of Business & Sustainability cont’d
• 2000: K. Annan initiated United Nations Global Compact
• 2006: executives agreed that there are numerous financial
justifications for businesses to solve social and environmental
challenges, and that there should be no contradiction between societal
issues and building long-term value
• 2009: Accenture and the World Business Council for Sustainable
Development reported that three major waves of concern that impact
business with respect to environmental and social issues:

142. History of Business & Sustainability cont’d
• 2000: K. Annan initiated United Nations Global Compact
• 2006: executives agreed that there are numerous financial
justifications for businesses to solve social and environmental
challenges, and that there should be no contradiction between societal
issues and building long-term value
• 2009: Accenture and the World Business Council for Sustainable
Development reported that three major waves of concern that impact
business with respect to environmental and social issues:
(1) regulatory pressures, (2) market demands, and (3) global
integration

143. History of Business & Sustainability cont’d
• 2000: K. Annan initiated United Nations Global Compact
• 2006: executives agreed that there are numerous financial
justifications for businesses to solve social and environmental
challenges, and that there should be no contradiction between societal
issues and building long-term value
• 2009: Accenture and the World Business Council for Sustainable
Development reported that three major waves of concern that impact
business with respect to environmental and social issues:
(1) regulatory pressures, (2) market demands, and (3) global
integration

144. History of Business & Sustainability cont’d
• 2000: K. Annan initiated United Nations Global Compact
• 2006: executives agreed that there are numerous financial
justifications for businesses to solve social and environmental
challenges, and that there should be no contradiction between societal
issues and building long-term value
• 2009: Accenture and the World Business Council for Sustainable
Development reported that three major waves of concern that impact
business with respect to environmental and social issues:
(1) regulatory pressures, (2) market demands, and (3) global
integration
• Next: corporations need to generate ‘value’ from their commitments
and responsibilities

145. Definition of Sustainable Development
Environment - Society - Economy Holarchy, United Nations
Environment
Society
Economy
http://www.youtube.com/watch?v=oagmlbhobnY

147. Sustainable Value Creation, Stuart Hart

148. Sustainable Value Creation, Stuart Hart

150. Sustainability Challenge, Dr. David Bell

151. Sustainability Challenge, Dr. David Bell
• must learn to

152. Sustainability Challenge, Dr. David Bell
• must learn to
• 2 billion to 9 billion

153. Sustainability Challenge, Dr. David Bell
• must learn to
• 2 billion to 9 billion
• dominant paradigm = take, make, waste

154. Sustainability Challenge, Dr. David Bell
• must learn to
• 2 billion to 9 billion
• dominant paradigm = take, make, waste
• model of the 1st industrial revolution is not sustainable

155. Sustainability Challenge, Dr. David Bell
• must learn to
• 2 billion to 9 billion
• dominant paradigm = take, make, waste
• model of the 1st industrial revolution is not sustainable
• 99% of goods produced in U.S. are in waste stream in 6
months!

156. Sustainability Challenge, Dr. David Bell
• must learn to
• 2 billion to 9 billion
• dominant paradigm = take, make, waste
• model of the 1st industrial revolution is not sustainable
• 99% of goods produced in U.S. are in waste stream in 6
months!
• need “closed loop, cradle to cradle” approach

157. Sustainability Challenge, Dr. David Bell
• must learn to
• 2 billion to 9 billion
• dominant paradigm = take, make, waste
• model of the 1st industrial revolution is not sustainable
• 99% of goods produced in U.S. are in waste stream in 6
months!
• need “closed loop, cradle to cradle” approach
• business may be the primary cause of the problem but it
will also likely be the solution

158. Sustainability Challenge, Dr. David Bell
• must learn to
• 2 billion to 9 billion
• dominant paradigm = take, make, waste
• model of the 1st industrial revolution is not sustainable
• 99% of goods produced in U.S. are in waste stream in 6
months!
• need “closed loop, cradle to cradle” approach
• business may be the primary cause of the problem but it
will also likely be the solution

159. Sustainability Challenge, Dr. David Bell
• must learn to
• 2 billion to 9 billion
• dominant paradigm = take, make, waste
• model of the 1st industrial revolution is not sustainable
• 99% of goods produced in U.S. are in waste stream in 6
months!
• need “closed loop, cradle to cradle” approach
• business may be the primary cause of the problem but it
will also likely be the solution
• http://www.lsf-lst.ca/en/what-is-esd/esd-radio-series

161. Sustainability Examples

162. Sustainability Examples
• http://www.corporateknights.ca/

163. Sustainability Examples
• http://www.corporateknights.ca/

164. Sustainability Examples
• http://www.corporateknights.ca/
• http://www2.macleans.ca/2010/06/14/social-responsible-corp-2010/

165. Sustainability Examples
• http://www.corporateknights.ca/
• http://www2.macleans.ca/2010/06/14/social-responsible-corp-2010/

166. Sustainability Examples
• http://www.corporateknights.ca/
• http://www2.macleans.ca/2010/06/14/social-responsible-corp-2010/
• www.sustainablewaterloo.org

167. Sustainability Examples
• http://www.corporateknights.ca/
• http://www2.macleans.ca/2010/06/14/social-responsible-corp-2010/
• www.sustainablewaterloo.org

168. Sustainability Examples
• http://www.corporateknights.ca/
• http://www2.macleans.ca/2010/06/14/social-responsible-corp-2010/
• www.sustainablewaterloo.org
• http://www.wlu.ca/sustainability

170. Responsibility to Society

171. Responsibility to Society
• Analyzing economic growth – does everyone benefit?

172. Responsibility to Society
• Analyzing economic growth – does everyone benefit?
– looking beyond aggregate figures

173. Responsibility to Society
• Analyzing economic growth – does everyone benefit?
– looking beyond aggregate figures
– growth is not always ‘good’ for the poor

174. Responsibility to Society
• Analyzing economic growth – does everyone benefit?
– looking beyond aggregate figures
– growth is not always ‘good’ for the poor
– considering income inequality, education & health

175. Responsibility to Society
• Analyzing economic growth – does everyone benefit?
– looking beyond aggregate figures
– growth is not always ‘good’ for the poor
– considering income inequality, education & health
• Human Development Index (HDI) & Poverty Eradication

176. Responsibility to Society

177. Responsibility to Society
• Innovative business models can alleviate billions across
the world out of income poverty, contributing to social
development

178. Responsibility to Society
• Innovative business models can alleviate billions across
the world out of income poverty, contributing to social
development
• The Centre For Social Innovation (CSI) in Toronto
supports up and coming businesses:

179. Responsibility to Society
• Innovative business models can alleviate billions across
the world out of income poverty, contributing to social
development
• The Centre For Social Innovation (CSI) in Toronto
supports up and coming businesses:
– http://socialinnovation.ca/community/members

180. Responsibility to Society
• Innovative business models can alleviate billions across
the world out of income poverty, contributing to social
development
• The Centre For Social Innovation (CSI) in Toronto
supports up and coming businesses:
– http://socialinnovation.ca/community/members
• Bigger business and community partnerships:

181. Responsibility to Society
• Innovative business models can alleviate billions across
the world out of income poverty, contributing to social
development
• The Centre For Social Innovation (CSI) in Toronto
supports up and coming businesses:
– http://socialinnovation.ca/community/members
• Bigger business and community partnerships:
– http://www.kraftfoodscompany.com/About/community-
involvement/community-involvement.aspx

182. Responsibility to Society
• Innovative business models can alleviate billions across
the world out of income poverty, contributing to social
development
• The Centre For Social Innovation (CSI) in Toronto
supports up and coming businesses:
– http://socialinnovation.ca/community/members
• Bigger business and community partnerships:
– http://www.kraftfoodscompany.com/About/community-
involvement/community-involvement.aspx
– http://www.habitat.org/newsroom/2008archive/
01_08_2008_coldwell_partnership.aspx

184. Responsibility to Society:

185. Responsibility to Society:
Opportunity of Social Entrepreneurship

186. Responsibility to Society:
Opportunity of Social Entrepreneurship
• business model that leverages
entrepreneurial skills to generate innovative
responses to societal issues

187. Responsibility to Society:
Opportunity of Social Entrepreneurship
• business model that leverages
entrepreneurial skills to generate innovative
responses to societal issues
– Students Offering Support (SOS)

188. Responsibility to Society:
Opportunity of Social Entrepreneurship
• business model that leverages
entrepreneurial skills to generate innovative
responses to societal issues
– Students Offering Support (SOS)
– Microfinance

189. Responsibility to Society:
Opportunity of Social Entrepreneurship
• business model that leverages
entrepreneurial skills to generate innovative
responses to societal issues
– Students Offering Support (SOS)
– Microfinance
– Kiva: http://www.kiva.org/about/microfinance

190. Responsibility to Society:
Opportunity of Social Entrepreneurship
• business model that leverages
entrepreneurial skills to generate innovative
responses to societal issues
– Students Offering Support (SOS)
– Microfinance
– Kiva: http://www.kiva.org/about/microfinance
• Must create value, be unique and self-sustaining

191. Responsibility to Society:
Opportunity of Social Entrepreneurship
• business model that leverages
entrepreneurial skills to generate innovative
responses to societal issues
– Students Offering Support (SOS)
– Microfinance
– Kiva: http://www.kiva.org/about/microfinance
• Must create value, be unique and self-sustaining
• Value =social value

193. Responsibility to Customers

194. Responsibility to Customers
Why?

195. Responsibility to Customers
Why?
– affects profits

196. Responsibility to Customers
Why?
– affects profits
– avoids regulation

197. Responsibility to Customers
Why?
– affects profits
– avoids regulation
– establishes/protects reputation

198. Responsibility to Customers
Why?
– affects profits
– avoids regulation
– establishes/protects reputation
Key areas:

199. Responsibility to Customers
Why?
– affects profits
– avoids regulation
– establishes/protects reputation
Key areas:
• Consumerism

200. Responsibility to Customers
Why?
– affects profits
– avoids regulation
– establishes/protects reputation
Key areas:
• Consumerism
• right to safety

201. Responsibility to Customers
Why?
– affects profits
– avoids regulation
– establishes/protects reputation
Key areas:
• Consumerism
• right to safety
• right to be informed

202. Responsibility to Customers
Why?
– affects profits
– avoids regulation
– establishes/protects reputation
Key areas:
• Consumerism
• right to safety
• right to be informed
• right to be heard

203. Responsibility to Customers
Why?
– affects profits
– avoids regulation
– establishes/protects reputation
Key areas:
• Consumerism
• right to safety
• right to be informed
• right to be heard
• right to choose

204. Responsibility to Customers
Why?
– affects profits
– avoids regulation
– establishes/protects reputation
Key areas:
• Consumerism
• right to safety
• right to be informed
• right to be heard
• right to choose
• right to courtesy

205. Responsibility to Customers
Why?
– affects profits
– avoids regulation
– establishes/protects reputation
Key areas:
• Consumerism
• right to safety
• right to be informed
• right to be heard
• right to choose
• right to courtesy
• right to education

207. Responsibility toward Employees

208. Responsibility toward Employees
Why?

209. Responsibility toward Employees
Why?
• hire and keep the best

210. Responsibility toward Employees
Why?
• hire and keep the best
• reduce costs- hiring/retention/legal

211. Responsibility toward Employees
Why?
• hire and keep the best
• reduce costs- hiring/retention/legal
• increase productivity

212. Responsibility toward Employees
Why?
• hire and keep the best
• reduce costs- hiring/retention/legal
• increase productivity
Key areas:

213. Responsibility toward Employees
Why?
• hire and keep the best
• reduce costs- hiring/retention/legal
• increase productivity
Key areas:
• Responsible hiring and promotion

214. Responsibility toward Employees
Why?
• hire and keep the best
• reduce costs- hiring/retention/legal
• increase productivity
Key areas:
• Responsible hiring and promotion
• Safety

215. Responsibility toward Employees
Why?
• hire and keep the best
• reduce costs- hiring/retention/legal
• increase productivity
Key areas:
• Responsible hiring and promotion
• Safety
• Opportunities for advancement

216. Responsibility toward Employees
Why?
• hire and keep the best
• reduce costs- hiring/retention/legal
• increase productivity
Key areas:
• Responsible hiring and promotion
• Safety
• Opportunities for advancement
• Respect

217. Responsibility toward Employees
Why?
• hire and keep the best
• reduce costs- hiring/retention/legal
• increase productivity
Key areas:
• Responsible hiring and promotion
• Safety
• Opportunities for advancement
• Respect
• Protection of whistleblowers

219. Responsibility to Investors
- Corporate Governance

220. Responsibility to Investors
- Corporate Governance
• 10 years since the collapse of Enron Corp.

221. Responsibility to Investors
- Corporate Governance
• 10 years since the collapse of Enron Corp.
• “agency problem”

222. Responsibility to Investors
- Corporate Governance
• 10 years since the collapse of Enron Corp.
• “agency problem”
• new regulations for boards and new expectations from
investors

223. Responsibility to Investors
- Corporate Governance
• 10 years since the collapse of Enron Corp.
• “agency problem”
• new regulations for boards and new expectations from
investors
• trends:

224. Responsibility to Investors
- Corporate Governance
• 10 years since the collapse of Enron Corp.
• “agency problem”
• new regulations for boards and new expectations from
investors
• trends:
– more independence

225. Responsibility to Investors
- Corporate Governance
• 10 years since the collapse of Enron Corp.
• “agency problem”
• new regulations for boards and new expectations from
investors
• trends:
– more independence
– new practices

226. Responsibility to Investors
- Corporate Governance
• 10 years since the collapse of Enron Corp.
• “agency problem”
• new regulations for boards and new expectations from
investors
• trends:
– more independence
– new practices
– new disclosure rules

227. Responsibility to Investors
- Corporate Governance
• 10 years since the collapse of Enron Corp.
• “agency problem”
• new regulations for boards and new expectations from
investors
• trends:
– more independence
– new practices
– new disclosure rules
– different attitude- directors and investors

228. Responsibility to Investors
- Corporate Governance
• 10 years since the collapse of Enron Corp.
• “agency problem”
• new regulations for boards and new expectations from
investors
• trends:
– more independence
– new practices
– new disclosure rules
– different attitude- directors and investors
• Canadian Coalition for Good Governance

229. Responsibility to Investors
- Corporate Governance
• 10 years since the collapse of Enron Corp.
• “agency problem”
• new regulations for boards and new expectations from
investors
• trends:
– more independence
– new practices
– new disclosure rules
– different attitude- directors and investors
• Canadian Coalition for Good Governance
– www.ccgg.ca

231. Approaches to Social Responsibility

232. Approaches to Social Responsibility
• Obstructionist Stance

233. Approaches to Social Responsibility
• Obstructionist Stance

234. Approaches to Social Responsibility
• Obstructionist Stance
• Defensive Stance

235. Approaches to Social Responsibility
• Obstructionist Stance
• Defensive Stance

236. Approaches to Social Responsibility
• Obstructionist Stance
• Defensive Stance
• Accommodative Stance

237. Approaches to Social Responsibility
• Obstructionist Stance
• Defensive Stance
• Accommodative Stance

238. Approaches to Social Responsibility
• Obstructionist Stance
• Defensive Stance
• Accommodative Stance
• Proactive Stance

240. Implementing a Social Responsibility Program

241. Implementing a Social Responsibility Program
• commitment of top executives

242. Implementing a Social Responsibility Program
• commitment of top executives
• planning by committee of managers

243. Implementing a Social Responsibility Program
• commitment of top executives
• planning by committee of managers
• implementation directed by top level executive

244. Implementing a Social Responsibility Program
• commitment of top executives
• planning by committee of managers
• implementation directed by top level executive
• follow up- social audit at regular intervals

246. Impact of Demographics

247. Impact of Demographics
• based on David Foot’s book ‘Boom, Bust &
Echo’

248. Impact of Demographics
• based on David Foot’s book ‘Boom, Bust &
Echo’
• what is demography?

249. Impact of Demographics
• based on David Foot’s book ‘Boom, Bust &
Echo’
• what is demography?
– study of human populations or people’s vital
statistics (age,income,race,etc)

250. Impact of Demographics
• based on David Foot’s book ‘Boom, Bust &
Echo’
• what is demography?
– study of human populations or people’s vital
statistics (age,income,race,etc)

251. Impact of Demographics
• based on David Foot’s book ‘Boom, Bust &
Echo’
• what is demography?
– study of human populations or people’s vital
statistics (age,income,race,etc)
• why is it important to business?

252. Impact of Demographics
• based on David Foot’s book ‘Boom, Bust &
Echo’
• what is demography?
– study of human populations or people’s vital
statistics (age,income,race,etc)
• why is it important to business?
– basis for any market is people

253. Impact of Demographics
• based on David Foot’s book ‘Boom, Bust &
Echo’
• what is demography?
– study of human populations or people’s vital
statistics (age,income,race,etc)
• why is it important to business?
– basis for any market is people
– powerful predictor of human behaviour

254. Impact of Demographics
• based on David Foot’s book ‘Boom, Bust &
Echo’
• what is demography?
– study of human populations or people’s vital
statistics (age,income,race,etc)
• why is it important to business?
– basis for any market is people
– powerful predictor of human behaviour
– certainty and simplicity of age data

256. Understanding Demographics

257. Understanding Demographics

258. Understanding Demographics
• Key factors in predicting behaviour

259. Understanding Demographics
• Key factors in predicting behaviour
– # people in each age group

260. Understanding Demographics
• Key factors in predicting behaviour
– # people in each age group
– “activity participation rate”

261. Understanding Demographics
• Key factors in predicting behaviour
– # people in each age group
– “activity participation rate”
• Factors affecting size of cohorts

262. Understanding Demographics
• Key factors in predicting behaviour
– # people in each age group
– “activity participation rate”
• Factors affecting size of cohorts
– fertility rate - avg. # children/women

263. Understanding Demographics
• Key factors in predicting behaviour
– # people in each age group
– “activity participation rate”
• Factors affecting size of cohorts
– fertility rate - avg. # children/women
– birth rate - total # births/size of population

264. Advantage of being
in a small cohort?
Disadvantage of
being in a small
cohort?
Advantage of being
in a big cohort?
Disadvantage of
being in a big
cohort?

265. “Cohorts”
small vs. large
Advantage of being
in a small cohort?
Disadvantage of
being in a small
cohort?
Advantage of being
in a big cohort?
Disadvantage of
being in a big
cohort?

266. “Cohorts”
small vs. large
Advantage of being
in a small cohort?
Disadvantage of
being in a small
cohort?
Advantage of being
in a big cohort?
Disadvantage of
being in a big
1914/15 cohort?

267. “Cohorts”
small vs. large
Advantage of being
in a small cohort?
Disadvantage of
being in a small
cohort?
Advantage of being
in a big cohort?
Disadvantage of
being in a big
1914/15 cohort?
‘Pre WWI’

268. “Cohorts”
small vs. large
Advantage of being
in a small cohort?
Disadvantage of
being in a small
cohort?
Advantage of being
in a big cohort?
1919/20 Disadvantage of
being in a big
1914/15 cohort?
‘Pre WWI’

269. “Cohorts”
small vs. large
Advantage of being
in a small cohort?
Disadvantage of
being in a small
cohort?
Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’

270. “Cohorts”
small vs. large
Advantage of being
in a small cohort?
Disadvantage of
being in a small
1929/30 cohort?
Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’

271. “Cohorts”
small vs. large
Advantage of being
in a small cohort?
Disadvantage of
being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’

272. “Cohorts”
small vs. large
Advantage of being
1939/40 in a small cohort?
Disadvantage of
being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’

273. “Cohorts”
small vs. large
Advantage of being
1939/40 in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’

274. “Cohorts”
small vs. large
1946/47
Advantage of being
1939/40 in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’

275. “Cohorts”
small vs. large
1946/47
1939/40 ‘WWII’ Advantage of being
in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’

276. “Cohorts”
small vs. large 1966/67
1946/47
1939/40 ‘WWII’ Advantage of being
in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’

277. “Cohorts”
small vs. large 1966/67
1946/47 ‘Baby Boom’
1939/40 ‘WWII’ Advantage of being
in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’

278. “Cohorts” 1979/80
small vs. large 1966/67
1946/47 ‘Baby Boom’
1939/40 ‘WWII’ Advantage of being
in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’

279. “Cohorts” 1979/80
small vs. large 1966/67 ‘Baby Bust’
1946/47 ‘Baby Boom’
1939/40 ‘WWII’ Advantage of being
in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’

280. 1995/96
“Cohorts” 1979/80
small vs. large 1966/67 ‘Baby Bust’
1946/47 ‘Baby Boom’
1939/40 ‘WWII’ Advantage of being
in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’

281. 1995/96
‘Baby Boom Echo’
“Cohorts” 1979/80
small vs. large 1966/67 ‘Baby Bust’
1946/47 ‘Baby Boom’
1939/40 ‘WWII’ Advantage of being
in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’

282. 2010
1995/96
‘Baby Boom Echo’
“Cohorts” 1979/80
small vs. large 1966/67 ‘Baby Bust’
1946/47 ‘Baby Boom’
1939/40 ‘WWII’ Advantage of being
in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’

283. 2010
1995/96
‘Millenium
‘Baby Boom Echo’
“Cohorts” 1979/80
Busters’
small vs. large 1966/67 ‘Baby Bust’
1946/47 ‘Baby Boom’
1939/40 ‘WWII’ Advantage of being
in a small cohort?
Disadvantage of
‘Depression Babies’ being in a small
1929/30 cohort?
‘Roaring Twenties’ Advantage of being
in a big cohort?
1919/20 Disadvantage of
‘WWI’ being in a big
1914/15 cohort?
‘Pre WWI’

285. ‘The Boomer Effect’
Financial Post – September 30, 2006

286. ‘The Boomer Effect’
Financial Post – September 30, 2006
• 2011 – year the first baby boomer cohort reaches
age 65

287. ‘The Boomer Effect’
Financial Post – September 30, 2006
• 2011 – year the first baby boomer cohort reaches
age 65
• 2015 – estimated year when seniors (65+) will
outnumber children (<16)

288. ‘The Boomer Effect’
Financial Post – September 30, 2006
• 2011 – year the first baby boomer cohort reaches
age 65
• 2015 – estimated year when seniors (65+) will
outnumber children (<16)
• 13% – of population that were 65 or older in 2005

289. ‘The Boomer Effect’
Financial Post – September 30, 2006
• 2011 – year the first baby boomer cohort reaches
age 65
• 2015 – estimated year when seniors (65+) will
outnumber children (<16)
• 13% – of population that were 65 or older in 2005
• 25-30% – of population that will be seniors in 2056

290. ‘The Boomer Effect’
Financial Post – September 30, 2006
• 2011 – year the first baby boomer cohort reaches
age 65
• 2015 – estimated year when seniors (65+) will
outnumber children (<16)
• 13% – of population that were 65 or older in 2005
• 25-30% – of population that will be seniors in 2056
• 50% – of population that will be older than 47 in 2056

292. Demographic Trends:
What are the opportunities and threats for
Canadian businesses?

293. Demographic Trends:
What are the opportunities and threats for
Canadian businesses?
- companies should strategically pursue business
opportunities that meet present and future
demand from large demographic cohorts

294. Demographic Trends:
What are the opportunities and threats for
Canadian businesses?
- companies should strategically pursue business
opportunities that meet present and future
demand from large demographic cohorts
- examples:

296. Demographic Trends:
International Context

297. Demographic Trends:
International Context
-

298. Demographic Trends:
International Context
-

299. Demographic Trends:
International Context
-

300. Demographic Trends:
International Context
-

301. Demographic Trends:
International Context
-

302. Demographic Trends:
International Context
-

303. Demographic Trends:
International Context
-
- http://www.youtube.com/watch?v=jbkSRLYSojo

305. International Context: Parting Shot