Corporate Social Responsibility E-Book

Philip Kotler

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch
• Veröffentlichungsjahr: 2011

Seitenzahl: 403

Beschreibung

Today, corporations are expected to give something back to their communities in the form of charitable projects. In Corporate Social Responsibility, Philip Kotler, one of the world's foremost voices on business and marketing, and coauthor Nancy Lee explain why charity is both good P.R. and good for business. They show business leaders how to choose social causes, design charity initiatives, gain employee support, and evaluate their efforts. They also provide all the best practices and cutting-edge ideas that leaders need to maximize their contributions to social causes and do the most good. With personal stories from twenty-five business leaders from socially responsible companies, this is the bible for today's good corporate citizen.

Leseprobe

Table of Contents

Title Page

Copyright Page

Acknowledgments

Introduction

CHAPTER 1 - The Case for Doing at Least Some Good

WHAT IS GOOD?

WHAT ARE THE TRENDS?

WHY DO GOOD?

WHAT ARE THE MAJOR CURRENT CHALLENGES TO DOING GOOD?

CHAPTER 2 - Corporate Social Initiatives: Six Options for Doing Good

WASHINGTON MUTUAL, INC.

DELL INC.

MCDONALD’S CORPORATION

SUMMARY

CHAPTER 3 - Corporate Cause Promotions: Increasing Awareness and Concern for ...

TYPICAL CAUSE PROMOTIONS

POTENTIAL CORPORATE BENEFITS

POTENTIAL CONCERNS

KEYS TO SUCCESS

WHEN SHOULD A CORPORATE CAUSE PROMOTION INITIATIVE BE CONSIDERED?

DEVELOPING A CAUSE PROMOTION CAMPAIGN PLAN

SUMMARY

CHAPTER 4 - Cause-Related Marketing: Making Contributions to Causes Based on ...

TYPICAL CORPORATE CAUSE-RELATED MARKETING INTIATIVES

POTENTIAL CORPORATE BENEFITS

POTENTIAL CONCERNS

KEYS TO SUCCESS

WHEN SHOULD A CAUSE-RELATED MARKETING INITIATIVE BE CONSIDERED?

DEVELOPING A CAUSE-RELATED MARKETING CAMPAIGN PLAN

SUMMARY

CHAPTER 5 - Corporate Social Marketing: Supporting Behavior Change Campaigns

TYPICAL CORPORATE SOCIAL MARKETING CAMPAIGNS

POTENTIAL CORPORATE BENEFITS

POTENTIAL CONCERNS

KEYS TO SUCCESS

WHEN SHOULD A CORPORATE SOCIAL MARKETING INITIATIVE BE CONSIDERED?

DEVELOPING A CORPORATE SOCIAL MARKETING CAMPAIGN PLAN

SUMMARY

CHAPTER 6 - Corporate Philanthropy: Making a Direct Contribution to a Cause

TYPICAL PROGRAMS

POTENTIAL BENEFITS

POTENTIAL CONCERNS

KEYS TO SUCCESS

WHEN TO CONSIDER CORPORATE PHILANTHROPY

DEVELOPING PHILANTHROPIC ENDEAVORS

SUMMARY

CHAPTER 7 - Community Volunteering: Employees Donating Their Time and Talents

TYPICAL PROGRAMS

POTENTIAL BENEFITS

POTENTIAL CONCERNS

KEYS TO SUCCESS

WHEN TO CONSIDER EMPLOYEE VOLUNTEERING

DEVELOPING COMMUNITY VOLUNTEERING PROGRAMS

SUMMARY

CHAPTER 8 - Socially Responsible Business Practices: Discretionary Business ...

TYPICAL SOCIALLY RESPONSIBLE BUSINESS PRACTICES

POTENTIAL CORPORATE BENEFITS

POTENTIAL CONCERNS

KEYS TO SUCCESS

WHEN SHOULD A CORPORATION CONSIDER A MAJOR SOCIALLY RESPONSIBLE BUSINESS ...

DEVELOPING THE INITIATIVE

SUMMARY

CHAPTER 9 - Twenty-five Best Practices for Doing the Most Good for the Company ...

BEST PRACTICES FOR CHOOSING A SOCIAL PROBLEM TO ALLEVIATE

BEST PRACTICES FOR SELECTING A SOCIAL INITIATIVE TO SUPPORT THE CAUSE

BEST PRACTICES FOR DEVELOPING SOCIAL INITIATIVE PROGRAMS

BEST PRACTICES FOR EVALUATING EFFORTS

SUMMARY OF BEST PRACTICES

SUMMARY COMMENTS FOR BEST PRACTICES

CHAPTER 10 - A Marketing Approach to Winning Corporate Funding and Support for ...

RECOMMENDATION 1

RECOMMENDATION 2

RECOMMENDATION 3

RECOMMENDATION 4

RECOMMENDATION 5

RECOMMENDATION 6

RECOMMENDATION 7

RECOMMENDATION 8

RECOMMENDATION 9

RECOMMENDATION 10

SUMMARY OF RECOMMENDATIONS FOR THOSE SEEKING CORPORATE SUPPORT

NOTES

INDEX

Copyright © 2005 by Philip Kotler and Nancy Lee. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

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Library of Congress Cataloging-in-Publication Data:

Kotler, Philip.

Corporate social responsibility : doing the most good for your company and your cause / Philip Kotler and Nancy Lee.

p. cm.

ISBN 0-471-47611-0 (cloth)

1. Social responsibility of business. 2. Social marketing. 3. Corporations—Charitable contributions. 4. Corporate image. I. Lee, Nancy, 1932- II. Title.

HD60.K67 2005

658.4’08—dc22

2004020375

ACKNOWLEDGMENTS

The authors want to acknowledge the following people for sharing their stories and perspectives regarding corporate social initiatives, and in many cases, taking the time and effort to complete surveys, confer with other colleagues and partners involved in these initiatives, research historical files and proof copy. We thank you.

Aleve, Rich Ehrmann at Aleve and Kelly Gifford at the Arthritis Foundation

American Express, Anthony Mitchell

AT&T Broadband/Comcast, Liz Castells-Heard at Castells & Asociados

AT&T Wireless, Richard Brown

Athena Water, Trish May

Avon, Laura Castellano

Ben & Jerry’s, Chrystie Heimert

Best Buy, Linda Wilkinson at Best Buy and Tricia Conroy at e4partners

Body Shop, Steve McIver

British Airways, Kate Walton at UNICEF UK

Chiquita, Michael Mitchell

Cisco Systems, Nayeem Sheikh

Coca-Cola, Carol Martel

ConAgra Foods, Nancy Peck-Todd

Cone Inc., Carol Cone

Costco, Sheri Flies

Crest, Tricia Montgomery

Dell, Bryant Hilton

Dole, Amy Myrdal and Marcy Reed

Fannie Mae, Lesia Bullock

FedEx, Pam Roberson and Ron Wong

Ford, Kristen Kinley and Andy Acho

General Electric, Debra Wexler

General Mills, Chris Shea and Marybeth Thorsgaard

General Motors, David Jerome and Ann Kihn

Hewlett-Packard, Maureen Conway

Home Depot, Park Howell at Park and Company

IBM, Stanley Litow and Robin Willner

Intel, Gary Niekerk

Johnson & Johnson, Andrea Higham

Kenneth Cole Productions, Kristin Hoppmann

Kraft, Sally Maier and Michael Mudd

LensCrafters, Susan Knobler and Pam Kraemer

Levi Strauss & Co., Jeff Beckman and Stuart Burden

Lysol, Ruth Apgar at Reckitt Benckiser

McDonald’s, Joanne Jacobs

Microsoft, Joanna Fuller

Motorola, Rich Guimond

Mustang Survival, Elizabeth Bennett at Seattle Children’s Hospital & Regional Medical Center

New York Times Company Foundation, Rita Wnuk

Nike, Jill Zanger

Nordstrom, Deniz Anders

Northwest Airlines, Carol Hollen

Pampers, May Stoeckle at P&G and Andrea Furia at the National Institute of Child Health and Human Development

PARADE, Christie Emden

PETsMART, Jennifer Pflugfelder

Premera Blue Cross, Dana Hurley

QVC, Patricia McLaughlin at the American Legacy Foundation

REI, David Jayo

Safeco, Rose Lincoln and Wendy Stauff

7-Eleven, Margaret Chabris

Share Our Strength, Bill Shore

Shell, Debbie Breazeale at Shell and Garry Snowden at Conservation Volunteers Australia

Silk, David Kargas for White Wave

Starbucks, Sue Mecklenburg

Subway, Libby Puckett at North Carolina Heart and Stroke Prevention and Steve Hanhauser at MarketSmart Advertising

Target, Diane Carlson

Timberland, Kate King and Celina Adams

Wal-Mart, Wendy Sept, Chad Graham, and Karen Wess

Washington Mutual, Sheri Pollock and Deanna Oppenheimer

INTRODUCTION

If you are reading this introduction, chances are you work in your company’s department for community relations, corporate communications, public affairs, public relations, environmental stewardship, corporate responsibility, or corporate citizenship. But it is just as likely that you are a marketing manager or a product manager, have responsibility for some aspect of corporate philanthropy, or are on staff at a corporate foundation. On the other hand, you may work at an advertising, public relations, or public affairs firm and be looked to for advice by your corporate clients in the area of corporate social initiatives. And you may be the CEO.

If you are like others in any of these roles, we think it’s also quite possible that you feel challenged and pulled by the demands and expectations surrounding the buzz for corporate social responsibility. It may be as fundamental as deciding what social issues and causes to support and making recommendations on which ones to reject. It may involve the grace and finesse often required for screening potential community partners and figuring out how much or what to give. It most likely requires rigor in selling your ideas internally, setting appealing yet realistic expectations for outcomes, and then building cross-functional support for implementation plans. You may be concerned with how to integrate a new initiative into current strategies and to handle the extra workload. Or perhaps you are currently on the hot seat to evaluate and report what happened with all that money you gave last time to a cause, or gave as a result of retooling practices implemented to save the planet last year.

If so, we have written this book for you. More than 25 of your colleagues in firms including Ben & Jerry’s, IBM, Washington Mutual, Johnson & Johnson, Timberland, Microsoft, The Body Shop, American Express, and Starbucks have taken time to share their stories and their recommendations for how to do the most good for your company as well as for a cause. You’ll read about their hard lessons learned and perceived keys to success.

We have a common agenda. We all want a better world and are convinced that communities need corporate support and partnerships to help make that happen. A key to bringing about this support is for corporations to recognize and realize opportunities for bottom-line benefits, including corporate goodwill.

Even though this book has been written primarily for those in for-profit corporations and their communication agencies and foundations, it can also be beneficial to those in nonprofit organizations and public sector agencies seeking corporate support and partners for social initiatives. It offers a unique opportunity for you to gain insight into a corporation’s wants and needs and can better prepare you to decide what companies to approach and how to listen before you ask. The final chapter, just for you, presents 10 recommendations that will increase your chances they will say yes. When you recognize and practice the marketing role inherent in this process, your target markets will appreciate it.

Our sincere hope is that this book will leave corporate managers and staff better prepared to choose the most appropriate issues, best partners, and highly leveraged initiatives. We want it to help you engender internal enthusiasm for your recommendations and inspire you to develop blue ribbon initiatives. And, perhaps most important, we imagine it increasing the chances that your final report on what happened is both credible and incredibly good news for your company and the cause.

CHAPTER 1

The Case for Doing at Least Some Good

For many years, community development goals were philanthropic activities that were seen as separate from business objectives, not fundamental to them; doing well and doing good were seen as separate pursuits. But I think that is changing. What many of the organizations that are represented here today are learning is that cutting-edge innovation and competitive advantage can result from weaving social and environmental considerations into business strategy from the beginning. And in that process, we can help develop the next generation of ideas and markets and employees.1

—Carly Fiorina, Hewlett-Packard, at theBusiness for Social Responsibility Annual Conference, November 12, 2003

This is a practical book. It is intended to help guide the decision making of corporate managers, executives, and their staff, besieged on a daily basis with requests and proposals for support of social causes. These requests seem to come from everywhere and everyone for everything: from nonprofit organizations, public sector agencies, special interest groups, suppliers, potential investors, stockholders, politicians, even colleagues and board members; for issues ranging from health to public safety to education to community development to protecting animal rights to sustaining the environment. And the pressures to respond strategically seem to be building, with increased internal and external expectations to address economic responsibilities as well as social ones—to do good for the corporation as well as the cause. This book is also intended to help guide evaluation of program outcomes, as there are similar increased pressures to prove the business and social value of allocations of scarce resources.

The book distinguishes six major types of corporate social initiatives and offers perspectives from professionals in the field on strengths and weaknesses of each in terms of benefits to the cause and benefits to the company. These initiatives include ones that are marketing related (i.e., cause promotions, cause-related marketing, and corporate social marketing) as well as ones that are outside the typical functions of marketing departments (i.e., employee volunteering and socially responsible business practices). The focus is on assimilating recommended best practices for choosing among the varied potential social issues that could be addressed by a corporation; selecting an initiative that will do the most good for the social issue as well as the corporation; developing and implementing successful program plans; and evaluating program efforts. An underlying assumption of this book is that most for-profit corporations will do some good, for some cause, at least some of the time.