Reputation to Revenue

Sustainability best practices can guide social media too

Jon Hampson, Environment Director, for Capgemini UK, gave a great presentation last week on the top lessons for building sustainability programs at large corporations. Listening to Hampson recount the impressive strides Capgemini has made in reducing the company's environmental impact, though, I couldn't help but think about how relevant his lessons were for B2B social media, as well.

Focus on what matters. For Capgemini, reducing energy consumption in data centers and cutting back on business travel has proved far more consequential than other popular ideas like recycling and printing on both sides of paper. The latter are fine, but effective programs select a few priority areas, set substantial concrete objectives, and put aside the rest. As Hampson notes: "Lots of companies flounder with this, think they have to do everything even if impact is low or not  aligned to major business objectives."

Social media is similar. B2B companies anxious to get started in social media often get caught up in the tools and tactics of disseminating content and building follower lists. These have their place, and what matters most will certainly vary across companies. By and large, however, what does matter most to B2B firms is using social media to deepen customer and market insight, improve internal collaboration, and strengthen engagement and trust with key customers and partners. 

Build the business case and continually refresh it. For Capgemini, sustainability is not a nice-to-have program that makes people feel good; it's a commercial imperative with substantial business impact and potential. As Hampson notes, the business case for sustainability builds directly on key corporate priorities, including access to critical resources and markets, operational efficiency, legal and regulatory compliance, and competitive differentiation. As the particulars within these priorities evolve, and sustainability initiatives move forward, Hampson and his team adjust and refine the business case accordingly.

With social media, the business case should similarly be a work in progress rooted in core business priorities. Marketers investing in social media often focus on building awareness, demonstrating thought leadership, and (if at all possible), generating new leads. If "what matters" includes improving business agility, collaboration, and connection, though, these should be central to the business case with clear objectives and metrics (even if not financial) to support that case.

Leverage financial processes, baseline early...and manage expectations. Hampson made several great points here, including the data intensity and complexity of the issues, the importance of getting the CFO on board with a major new initiative, the inevitability of gaps and inaccuracies in the data, the need to make assumptions and be transparent about them, and the critical importance of measurable quick wins to build momentum.

The lessons make eminent sense for social media. Social media initiatives are not typically very expensive in terms of cash, but aligning with the CFO and emphasizing financial management and impacts is always a good idea, even if the results are not entirely measurable in dollars and cents. Managing expectations is also essential. Social media is a long-term game; few companies see substantial gains to the top or bottom line until they are well along with new ways of working. Yet quick wins are certainly possible, especially in areas including market insight, internal collaboration, and customer engagement. 

Integrate and hold your nerve. Sustainability is about business transformation, Hampson said, rather than just another side issue or additional program. You don't want to create parallel processes; you want to transform existing processes and programs. This means engaging and empowering leaders and experts across the organization rather than doing  it all yourself; it also means that active education and ongoing support for changing behavior is at least as important as new technology and tools.

Ideally, social media is really social business. It's also about transforming how companies work -- which certainly means that broad-based engagement and empowerment is critical rather than simply setting up a separate group to "do" social media. The leaders in social media have moved far beyond a few staff and programs in the last few years and invested heavily in social media training, centers of excellence to document and share guidelines and best practice, and active support for integrated action and culture change. 

Make your reporting count. Interestingly, Hampson noted that his big lesson about sustainability reporting was that telling Capgemini's story out in the marketplace was just the tip of a fast-growing iceberg. The real need is internal, and reporting internally has become a huge effort. Most important on the internal front is tailoring reports for key stakeholders, providing actionable insight (not just data), and actively targeting the most important people and groups.

Given the complexity and rapid change of social media, as well as the generally long term nature of social business change, careful and aggressive internal reporting is also essential. Different stakeholders have quite different perspectives on how social media can help their aspect of the business; tailoring reporting to ensure relevance can go a long way toward constructive engagement across diverse groups and functions. And of course focusing on actionable insight (e.g., market feedback suggests we need much more effective value propositions) is a great deal more useful than simple data (e.g., our latest Facebook push yielded 2,000 new fans).

Hampson's lessons are actually useful for most any major change initiative. As we all look toward getting much more effective with social media, though, they seem to provide a useful guide to moving forward in the most productive possible way.

Do you agree? What are your top five lessons learned?

Photo by Kyle MacKenzie.

Carrotmobs make my night

Triple Pundit almost always brings a smile to my face, and for that reason is one of my favorite blogs by far. The group blog highlights the three "p's" of sustainable business -- people, planet, and profits -- and highlights a steady stream of optimism-inducing stories about both creative startups and long-established corporations doing well by doing good.

Tonight's read inspired an extra-big smile: the story of Virgance, "a venture-funded startup that calls itself a platform supporting Activism 2.0" What this means, in essence, is that Virgance is integrating social media tools and a save the world mentality into some really creative business opportunities. Jujst a year old, the company has already launched two interesting social power ventures:

• 1 Block Off the Grid (1BOG) brings neighbors together to purchase and install solar panels collectively, negotiating hefty discounts and keeping a share of the savings
• SunRun, another solar purchasing program, installs solar panels but retains ownership and lets homeowners pay a reduced rate for power

Several Facebook-centered initiatives are in the works as well, including one to help companies distribute social responsibility funds by encouraging Facebook members to choose the recipients.

My clear favorite, though, is Carrotmob, which actually predated and inspired the formation of Virgance. Triple Pundit calls it an "anti-boycott," and the idea is to convince people to shop at a certain store if that store agrees to invest some of the proceeds to improve energy efficiency.

Powered by Facebook and other social media outreach efforts, the first Carrotmob in San Francisco brought hundreds of people to a small market in the Mission neighborhood, and brought the market almost $10,000 in purchases which yielded almost $2,000 in green upgrades.

 

But the more important result, as Triple Pundit notes, "was the buzz this Carrotmob generated. Consumers are drawn to the notion that they can influence a business to become more sustainable, and not by boycotting it but by patronizing it--essentially giving it the funds to make sustainability improvements."

Along with San Francisco, Carrotmobs are now active in New York, Chicago, Kansas City, London, Helsinki, Bristol, England, and more.

I'm usually skeptical when people talk about "shopping for change," but Carrotmob brings a lot more to the table. And it sounds really fun!

What do you think?

Smarter marketing at IBM: Big Blue's latest green consulting launch

Pardon me for talking about IBM yet again, but the company continues to impress me with its ability to ride the green wave with intelligent and high-potential offerings. The latest example is last week's announcement of a new Sustainable Procurement consulting offer. 

According to IBM, the offer is designed to help companies set cost, efficiency, and sustainability goals and metrics for their entire set of procurement activities, including "all supplies, materials, ingredients, components, finished goods and services they purchase to run their operations and to develop, manufacture and deliver their own products or services." 

The potential scale of this is enormous, covering just about every aspect of the world's supply chain. And IBM is certainly thinking big, outlining coverage of six main Corporate Social Responsibility aspects of supply chain management:

• Environment -- reducing energy and water usage, minimizing waste and the use of potentially hazardous chemicals and materials, increasing recycling and recyclability, and improving efficiency;
• Community -- ensuring suppliers support and contribute to the communities they operate in;
• Health and safety -- promoting safe workplace practices as well as ensuring safety in products and services;
• Ethics and financial accountability -- ensuring suppliers practice appropriate business ethics and adhere to applicable standards for financial accounting and transparency;
• Diversity -- encouraging diversity and inclusiveness throughout the supply chain;
• Labor practices -- ensuring suppliers adhere to local, national and internationals laws, rules and standards for labor practices.

To back up the offer, IBM points to its own efforts developing Supplier Conduct Principles for its own supply chain, which includes some 30,000 supplier locations in 60 countries. 

If the practice grows, and I'm certainly hoping it does, the benefits for companies, communities, workers, and the environment can be enormous.

Marketing Lessons

At the same time, the initiative points to a powerful reminder for B2B marketers in today's challenging economy. At a time when so many companies and marketers are obsessing over which tactics are most likely to deliver short-term revenue, broader strategy remains absolutely essential. My own takeaways from the IBM launch including the following:

• Now is the time to identify new sources of revenue that leverage existing capabilities and assets
• Tap into the green wave; it's big and getting bigger
• Always reinforce the larger corporate brand and story
• Always back up the offer with credible proof points

In these ways, IBM's new offering reflects the best of strategic marketing -- focused on how to drive growth for the company in responsible and intelligent ways, with great potential for short- and longer term success. I'll be curious to follow the tactical side of the initiative, as well as the results, of course, but this is already another good example of how "big M" Marketing can and should the foundation for corporate direction.

Do you agree?

 

*For more on IBM's new offering, check out these resources:

• IBM podcast on the new offering
• IBM consulting and thought leadership resources on green and Corporate Social Responsibility
• The Challenges and Opportunities of Sustainable Procurement 
• Heather Clancy at ZDNet

Phone companies racing to the top in sustainability

Tom Schueneman of the indispensable TriplePundit blog on corporate social responsibility has a great review today of AT&T's holistic approach to sustainability. The lede is the phone giant's new $500 million commitment to put 15,000 alternative fuel vehicles on the road in the next decade. It's a great example of how big companies can aim to do good and do well at the same time. The program should save the company money in the long run while winning useful public plaudits, and, as important, make a real impact in reducing greenhouse gas emissions, provide clean energy jobs, and support the expansion of the alternative fuel infrastructure.

The clean car initiative represents a big splash in sustainability, but it also reflects a much broader and more comprehensive approach at AT&T. Schueneman's interview with Beth Shiroshi, AT&T's assistant vice president for Citizenship and Corporate Responsibility, tells the larger story, and it provides some useful lessons for any company looking to strengthen its sustainability approach:

• Look comprehensively across the company: Even thought AT&T had a long history of environmental and corporate social responsibility initiatives, the company brought in an outside agency, the nonprofit Business for Social Responsibility, to conduct a systematic review of the issues most important to employees and stakeholders.
• Demonstrate commitment at the executive level: Following the new review, AT&T elevated oversight and management of sustainability efforts to the officer level. 
• Balance strategic focus with multiple entry points: AT&T now highlights six priority initiatives while allowing a great deal of flexibility for divisions, local offices, and employees to contribute in different ways. You can see details of the initiatives and program examples in AT&T's recent report, Connecting for a Sustainable Future.

"AT&T isn't in the business of sustainability," as Schueneman notes, "but to the degree that they and other corporate 'giants' make it a part of their (triple) bottom line, the business of sustainability fights the natural resistance to change, moves forward, and creates ripples of transformation." Not to mention positive movement on the reputation needle, stronger employee interest and loyalty, and important new business opportunities.

 
Nokia, meanwhile, is similarly making sustainability waves, most recently at the World Mobile Congress in Barcelona last month. As Lucas Daniel recounted in Sustainable Life Media the other day, Nokia is now embedding a set of applications and services in some of its mobile phones to bring users green tools, community, and information. 

Working with several large environmental organizations, Nokia is rolling out:

• we:offset: an online tool that helps travelers calculate their carbon emissions on the road and buy offsets right from the phone
• Green Explorer: a web-enabled widget that highlights green travel options, including restaurants and hotels, with room for users to provide their own recommendations  
• Eco Zone: a phone app that provides information and video from WWF
• Mobiledu: a mobile app available in China that promotes environmental awareness and education  

As with AT&T, Nokia's recent splash is just part of a larger sustainability story. As Daniel explains, Nokia's larger environmental effort, "the power of we," includes efforts to build mobile devices with healthier materials and packaging, a push for new sources of energy, support for recycling old phones, and partnerships with groups like WWF.

It's a smart strategy, and Nokia's comprehensive approach to greening its products, supply chain, communications, and customer experience provides another useful template for companies looking toward sustainability as an opportunity to strengthen the entire reputation-to-revenue cycle. 

What do you think?

Cisco's big think approach to emerging markets

For years, technology companies have tried to move up the value chain by promoting big ideas that would drive sales of premium business solutions rather than commodity products and services. It certainly makes sense, and some firms do it pretty well, but it's easier said than done.

Cisco, according to BusinessWeek, is now trying to move WAY up the value chain, looking to design whole cities, among other "projects" in emerging markets such as Saudi Arabia, Brazil, and Chile.

"Cisco isn't just selling technology. [SVP Paul] Mountford's pitch is that Cisco, more than any other company, can help countries such as Saudi Arabia modernize their economies and become leaders in the Internet Age. The company argues that, by investing in the Internet infrastructure Cisco sells, these governments can better educate their citizens, improve health care, and boost national productivity. They may even be able to create their own tech sectors, giving citizens the opportunity to become  well-paid 'knowledge workers like those in Bangalore or Guangdong, China."

The effort, as tech marketing guru Geoffrey Moore explains, "is getting itself designed into the fabric of these countries' economic plans, because Cisco is helping their leaders imagine the future." 

Pretty ambitious, to say the least. And extremely challenging, as BusinessWeek also notes, given the economic slowdown, intense competition from Cisco rivals, and the tremendous internal demands it places on Cisco's own experts to actually live up to the hype and deliver the goods.

But I think the time is right. For one thing, industry leaders like Cisco need to be bold in finding new markets to maintain their momentum. For another, as I wrote recently about IBM's Smarter Planet initiative, attaching ourselves in an authentic way to causes larger than ourselves (or companies) may well be the most effective way to go to market in this time of great change.

What do you think?

SAP's sustainability site: Will they come?

Business software giant SAP launched an online collaboration site last week to promote dialogue with stakeholders on a range of social, economic, and environmental concerns. The site sits on SAP's new collaboration workspace platform, which enables registered users to post content, communicate with SAP officials and each other, and set up public and private workspaces. 

To get the dialogue going, SAP's vice president of corporate citizenship, James Farrar, has launched a new blog, a stakeholder survey, and, most important, the company's first global report on sustainability.

It's a great idea, and it plays directly to the mission-oriented marketing I wrote about with IBM recently. As noted by Sustainable Life Media, it follows similar efforts by companies including Cadbury and IKEA Canada. 

SAP has a good story to tell on sustainability, and the report does a nice job of telling it. Befitting the company's role as a leading software provider, the report has a dual focus, covering both SAP's internal responsibilities to operate in a sound, ethical, and environmentally responsible manner, and external opportunities and obligations to provide solutions that help clients operate in a similar fashion. 

Even more, providing a real platform for collaboration gives credence to Farrar's claim that SAP sees its sustainability report (itself an important step) as simply the beginning of an ongoing dialogue with stakeholders.

The question now is will they come. Nine days after the launch, the site is pretty thin. One blog post, two documents, and just a few outside comments. The sustainability report has received a number of views, but the dialogue has yet to really begin. 

It's a common problem, of course. You can't just build it and hope they will come. Clearly SAP put enormous effort into creating its first sustainability report and building the collaboration space. The challenge now is to put similar energy into generating interest and traffic to the site, and lively interaction once people get there.

Nice marketing touch from Plow & Hearth

I ordered some fatwood kindling for my wood stove last night from Plow & Hearth, and wanted to pass along a nice touch from the end of the transaction. 

With my purchase, the company commits to planting several trees as part of its Campaign to Reforest America, in partnership with the National Forest Foundation. It's a good cause, and pretty easy and relatively inexpensive to do. Lots of companies do similar things; the rest probably should. 

But the execution is actually what made me pause: A nice separate email (in addition to my purchase confirmation), a simple vote so I could pick which of three national forests to support, and links to additional information about the campaign, the partnership, the specific forests, and the issues at stake. It was nothing earth-shattering, but a good reminder that a few extra touches can go a long way toward making your customers feel better about you.

Supporting the environment is good; doing it with engaging and educational content is even better.

Deloitte says CSR and green can boost M&A value

Many discussions about the business value of corporate social responsibility and "going green" highlight benefits such as brand distinction, customer loyalty, and employee morale -- and, increasingly, potential cost savings. A new white paper from Deloitte adds deal value in mergers and acquisitions to the list.

According to the authors, "companies that have strong corporate responsibility and sustainability (CR&S) programs in place are likely to be rewarded for their efforts. Those that don’t have such programs can expect to face increasing regulatory and marketplace demands for change."

The trend is driven by increasingly tight environmental regulations as well as broader trends toward greater transparency and accountability around potential social and financial risk. Energy companies are obviously front and center here, but the trend affects many industries, according to Deloitte, including manufacturing, transportation, and retail.

As CR&S wields growing influence on the strategy and operations of companies, so will it become an increasingly important aspect of M&A. Acquiring companies will want to know whether they are taking on sustainability problems or opportunities. Divesting organizations will want to know whether their sustainability profile will contribute to a premium or discount price.

Looking ahead, the Deloitte authors provide several useful suggestions for executives looking to buy or sell:

• Know your own backyard: Understand how well your organization is addressing sustainability issues
• Begin to incorporate CR&S metrics, goals, and targets into the deal valuation process
• Consider the potential economic impact of changes on consumer preferences, legislative changes, significant variations in energy prices and other supplier prices
• Plan for evolving regulatory conditions
• Engage in a formal alternative future/risk assessment scenario planning exercise
• Consider the people aspects