csr 4th class

CSR 4th class

Can you-

Provide a description and an example of an initiative for doing some good.

What are the benefits & concerns of that initiative

What are the “Keys to Success”

Having read and prepared a presentation from the textbook

(Kotler, Lee 2005)

If I give you an example of the initiative can you identify what

type of initiative it is?

 We are proud to deliver the Victoria’s Secret catalog printed entirely on Forest Stewar

dship  Council certified paper. 

Name as many of the six options for doing some good as you can

1.

2.

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6.

The “Six Options for Doing Good” (Corporate Social Initiatives)

Marketing Related

Cause PromotionsCause-Related MarketingCorporate Social

Marketing

Not typically Marketing RelatedCorporate PhilanthropyCommunity VolunteeringSocially Responsible

Practices

What is your definition of CSR?

What are the benefits of CSR initiatives (Why do good)

What are the challenges?

Describe the CSR shift from obligation to strategy?

That’s just we’ve covered so far!

Maybe we should have an evaluation of your progress to

date?

25 Best Practices for doing good

Choose Develop

ImplementEvaluate

Choose

Develop

Source (pic) - http://www.flickr.com/photos/haani/2056702546/sizes/l/

Entertain them: One of the top traits that makes someone

“cool” to youth is a sense of humor. Same thing applies to brands.

Don’t take yourself or your brand too seriously.

You will be fighting for their attention in a world full of distractions. Make it worth their time.

Implement

Source (pic) - http://www.flickr.com/photos/8141591@N05/513073710/

Evaluate

Choosing a Social Problem

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6.

Choosing a Social Problem

1. Choose only a few social issues to support2. Choose those issues that are of concern in the

community where you do business3. Choose issues that have synergy with mission, values,

products and services4. Choose issues that have the potential to support

business goals5. Choose issues that of concern to key stakeholders6. Choose issues that can be supported over a long term

Selecting a Social Initiative to Support the Cause

1.

2.

3.

4.

5.

6.

Selecting a Social Initiative to Support the Cause

1. Select initiatives that best meet business objectives and goals

2. Select initiatives that meet priority needs for the cause3. Selact multiple initiatives for a single cause4. Select initiatives representing the most potential for

strong community partnerships5.Select initiatives where you have a history of experience6. Select initiatives that will leverage current abundant

resources

Developing Social Initiative Programs

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2.

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6.

7.

Developing Social Initiative Programs

1. Form internal cross-functiong teams to develop plans

2. Include community partners in plan development3. Establish clear objectives and measurable goals

(for the company)4. Establish clear objectives and measurable goals

(for the cause)5. Develop a community action plan6. Identify and plan for additional strategic

elements7.Get senior management buy-in

Evaluating Efforts of the Initiative

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2.

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6.

Evaluating Efforts of the Initiative

1. Determine purpose of evaluation2. Measure and report resource outputs3. Measure and report outcomes for the company,

based on initiaive objectives and goals4. Measure and report outcomes for the cause,

based on initiaive objectives and goals5. Monitor status of social issues that initiatives

are supporting6. Allocate adequate resources for measuring and

reporting

Corporate Guidelines for Social Initiatives

That reflect the unique history, culture, goals, markets and strategies

That are updated

Corporate Guidelines include a description of decisions regarding-1. Priority social issue to support2. Desired business outcomes3. Desired social and environmental outcomes4. Preferred type of initiatives5. Guidelines for determining levels of contribution6. Preferred types of giving7. Ideal Community partners8. Expectations regarding interdepartmental involvement in

planning9. A planning template including communication plans10. Philosophies regarding corporate visibility and recognition

for efforts11. Expectations and plans for tracking, evaluating and reporting12. Criteria for continued support

The end