What BP could teach you about social media smarts Home » Editor's Comment, Training An interesting new ranking arrived in my in-box Thursday morning grading the most social-savvy FTSE 100 companies. In the top 10 were plenty of brands you’d expect – Marks and Spencer, Burberry, Unilever and Intercontinental Hotels. Also making the cut was Big Oil. Improbably, both BP and Royal Dutch Shell had cracked the top 6 of the FTSE 100 Social Media Index. If you had told me a year ago that BP had cracked anybody’s list of socially committed brands, I’d have asked you how much petrol you’d been sniffing. To be sure, the Deepwater Horizon tragedy has forever changed BP’s corporate psyche. Learn from the digital pioneers, brands like Coca-Cola, Carnival Cruises, Whole Foods, Vodafone and scores of others. - Bernhard Warner co-founder, SMI
Comment mesurer l’engagement sur les médias sociaux Dans le cadre de la Social Media Week (du 13 au 17 février 2012), j’ai eu l’opportunité d’assister à la conférence donnée par l’agence Rapp sur un thème qui agite le petit milieu des médias sociaux depuis quelques mois : comment mesurer l’engagement sur les médias sociaux ? Sur le fond de la conférence, j’ai noté l’effort pédagogique des intervenants (David Rouseelle (@davidrouselle) et Stéphane Gazzo (@stephanegazzo)) pour exposer la problématique en reprenant les chiffres issus d’études récentes et pour expliquer l’intérêt de Tag Commander et de Ideal Analytics. Tag Commander permet de taguer les contenus qu’une entreprise maîtrise, et ainsi de suivre à la trace les actions des internautes sur ces contenus. L’encapsulation d’autres tags au sein de méta-tags promet une simplification du travail des SI. Ideal Analytics offre une solution de reporting permettant d’intégrer diverses sources de données. De la théorie à la pratique, il reste encore pas mal de travail. Like this:
IBM study highlights the commercial benefits of CSR : greentelecomlive A new study by IBM Institute for Business Value finds that corporations can gain a competitive advantage over rivals as well as develop new revenue streams by adopting corporate social responsibility practices. “A growing body of evidence asserts that corporations can do well by doing good,” the authors of the report, George Pohle and Jeff Hittner wrote. “Well-known companies have already proven that they can differentiate their brands and reputations as well as their products and services if they take responsibility for the well-being of the societies and environments in which they operate. These companies are practicing Corporate Social Responsibility (CSR) in a manner that generates significant returns to their businesses.” While customers are becoming the chief driver of this increased focus on CSR, 76 percent of businesses surveyed admit they don’t truly understand their customers’ CSR concerns. “The more information these stakeholders get, the more they want to know. Like this:
Je Digital Planne | Le Social Media Engagement par Rapp Corporate social responsibility (CSR) | Current issues Corporate social responsibility (CSR) promotes a vision of business accountability to a wide range of stakeholders, besides shareholders and investors. Key areas of concern are environmental protection and the wellbeing of employees, the community and civil society in general, both now and in the future. The concept of CSR is underpinned by the idea that corporations can no longer act as isolated economic entities operating in detachment from broader society. Traditional views about competitiveness, survival and profitability are being swept away. Some of the drivers pushing business towards CSR include: 1. In the past, governments have relied on legislation and regulation to deliver social and environmental objectives in the business sector. 2. There is a growing demand for corporate disclosure from stakeholders, including customers, suppliers, employees, communities, investors, and activist organizations. 3. 4. 5. 6. 1. 2. 3. An example of such a partnership is the 'Global Compact'.
Business Case for CSR - Corporate Social Responsibility Corporate social responsibility is about the integration of social, environmental, and economic considerations into the decision-making structures and processes of business. It is about using innovation to find creative and value-added solutions to societal and environmental challenges. It is about engaging shareholders and other stakeholders and collaborating with them to more effectively manage potential risks and build credibility and trust in society. While there are different ways to frame the benefits because they are interrelated, they generally include the following: stronger financial performance and profitability through operational efficiency gains improved relations with the investment community and better access to capital enhanced employee relations that yield better results respecting recruitment, motivation, retention, learning and innovation, and productivity stronger relationships with communities and enhanced licence to operate improved reputation and branding
Benefits of CSR - CSR & MANAGEMENT According to a survey published in 2008 by “ Economist Intelligence Links (Canada)”, carried out with 1200 managers from everywhere in the world, and who intended to benefit from the implementation of strategies and policies in the field from the RSE, the six principal greater advantages mentioned were: - capacity to attract new customers, - a greater value for the shareholders, - an increased profitability, - better capacity to manage the risks, - products and processes of better quality and, - capacity to recruit first choice employees. But there are still other advantages according to us. On a graph In are represented part of the interactions between the various departments in the company.
rporate Social Responsibility does more harm than good | | Independent Battle of Ideas Blogs The current period of financial turmoil has – as on previous occasions – led to considerable speculation and projection by nervous enterprise leaders, confused politicians and interested advocates as to the correct conduct and purpose of business. The last time this occurred was in response to the economic downturn of the early 1990s. This led, at the time, to the articulation of a presumed need for greater corporate social responsibility – or CSR – as articulated in the 1995 RSA Inquiry, ‘Tomorrow’s Company: the role of business in a changing world’. Notably though, many of the original sponsors and supporters of that endeavour – many of whom appeared to endorse what was to become the New Labour agenda of demanding more targets and procedural audits, as well as greater dialogue and inclusion – are no longer around. But maybe that is because being a good, responsible company that cares about people and the planet, as well a profits, was not what CSR was really about in the first place.
Effects of Bad Corporate Social Responsibility: Aftermath of a Corporate Citizenship Campaign Gone Wrong | Suite101.com Corporate social responsibility (CSR) or corporate citizenship entails companies behaving in a socially responsible manner, and dealing with other business parties who do the same. With growing public awareness and demand for socially responsible businesses, it is little wonder that companies of today take corporate social responsibility into account when planning future socially responsible business operations. When a CSR campaign goes awfully wrong and backfires on a company, what are some of the effects? Bad CSR is Bad Publicity Companies that appear to be socially responsible by promulgating environment saving or environmental sustainability and, at the same time, being allegedly tangled in an illegal socially irresponsible activity is a tremendous message to send out to the stakeholders including consumers and investors. The effect of such CSR scandals is that credibility and the reputation of the company are undoubtedly badly damaged. Bad CSR leads to Legal Troubles
4 examples of corporate social responsibility done right Here at Socialbrite, we’re always looking for sterling examples of how the corporate sector is contributing in genuine ways to the social good. Those bridges between the for-profit and nonprofit/social good sectors are becoming increasingly vital. So I was jazzed to see the presentation by Beth Kanter and Kami Huyse of Zoetica yesterday at NewComm Forum in San Mateo, Calif., on what they’re calling “lethal generosity” (a term from Shel Israel’s “Twitterville”). The discussion provided some clarity around the difference between corporate social responsibility, cause marketing and what the Zoetica folks call lethal generosity: “when a corporation applies its core competencies to advance social change in a way that contributes to business results and gives it a competitive advantage.” Molson Coors & responsible drinking 1.Over the years, Molson Coors Canada has used CSR to advance its brand — and is one of the few major corporations to take advantage of social media in doing so.
Shareholders v stakeholders: A new idolatry THE era of “Jack Welch capitalism” may be drawing to a close, predicted Richard Lambert, the head of the Confederation of British Industry (CBI), in a speech last month. When “Neutron Jack” (so nicknamed for his readiness to fire employees) ran GE, he was regarded as the incarnation of the idea that a firm's sole aim should be maximising returns to its shareholders. This idea has dominated American business for the past 25 years, and was spreading rapidly around the world until the financial crisis hit, calling its wisdom into question. Even Mr Welch has expressed doubts: “On the face of it, shareholder value is the dumbest idea in the world,” he said last year. In an article in a recent issue of the , Roger Martin, dean of the University of Toronto's Rotman School of Management, charts the rise of what he calls the “tragically flawed premise” that firms should focus on maximising shareholder value, and argues that “it is time we abandoned it.”
An Opposing View on Corporate Social Responsibility The Economist's Matthew Bishop believes corporate social responsibility programs are bad for both businesses and under-developed communities. by Manda Salls In a day that celebrated social responsibility and corporate virtue, one speaker offered a counter view by calling such programs "a complete fig leaf" and saying they can do more harm than good. Matthew Bishop, business editor of The Economist, said company social responsibility initiatives could diminish shareholder returns, distract business leaders from their focus, and often allow companies to continue bad behavior in the shadows. "Are companies actually socially irresponsible? In the end, pressure put on businesses by non-governmental organizations and other advocates to create social as well as financial benefit may have the opposite effect of what is intended. Recalling his recent experience at the World Economic Forum in Davos, Switzerland, in February, Bishop said that CSR proponents have terrified the CEOs of the world.
From shareholder to stakeholder capitalism How to Evaluate Corporate Social Responsibility The relationship between business interests and the community has often been awkward, as there is often a natural tension between profit and social impact. However, in today’s world the case for putting corporate social responsibility high on the business agenda has never been stronger. The real question is how it can be done in a way that aligns the objectives of shareholders with the needs of the community. Where companies tend to struggle is when they have to balance issues of economic growth, jobs and political interests with activities that impose significant, longer-term costs on the community. For example, the row between the gaming industry and legislators is a flash point which highlights the tension between gaming profits and the social cost of gambling addiction. These are complex issues, but it is important for business to be pro-active in addressing social costs of their activities or they will often find onerous outside regulation imposed on them.