Corporate Engagement In 2010
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Transcript of Corporate Engagement In 2010
Corporate engagement in 2010
Simon Burne
August 2010
The definition of
corporate
responsibility has
broadened and
become decoupled
from philanthropy…
Leo Martin, Director GoodCorporation
Corporate
Corporate objectives
Brand-building
Advisors/Network
Staff involvement
Campaigning
Gifts of product or resource
Communication channels
Funding
Charity
Funding
Gifts in kind
Secondees
Strategic advice
Communication channels
Brand-building
Campaigning
Corporate objectives
Building long-term success
Preferences Match
Engagement CommitmentInterest
Project visits
Networking
Conferences
Word of mouth
Mailing
Advice
Donation of
product
Donation of time
Low value
donations
High value donations
Recommendations
How Companies will Commit
Project visits
Networking
Conferences
Word of mouth
Mailing
Advice
Donation of
product
Donation of time
Low value
donations
High value donations
Recommendations
The components of Corporate Responsibility
We must change from
“What do we want from you”
to
“What can we do for each other?”
and
“What can we achieve together?”
The impact of the recession
Gala dinners• Less interest in attending – keep low
visibility
• Table prices are down
• Less sponsorship of such events
Sponsorship
• Little free money for sponsorship
• Business benefits pushed harder than ever
• Marketing budgets under pressure
• Child helplines offer clear brand benefits
Grants
• Corporate trusts/charity committees have percentage of profits
– Percentage falling
– Profits falling
• Small regular gifts to niche charities relativelysafe
Cause-related Marketing
• Still deals to be had – but much more bottom line driven
• TV-driven CRMs most popular
• Not many financial deals to be had!
Employee fundraising
• Holding up well – even growing
• COTY’s carry on with greater emphasis on employee fundraising
• Challenge events receiving more match fundin
• Team-building events
Gifts in kind
• Growing – especially staff out-placement and volunteering
• Fitting out projects (equipment and decorating)
• Beware Dear Johns
• Beware dead stuff
• More demand for co-branding/recognition
Campaigning
• Growing interest where strategic brand positioning interests coincide
• Willingness to use commercial communications channels
What companies say…
• Inundated with requests
• Spoilt for choice
• CSR aligned to corporate strategy
• CSR must keep stakeholders happy
• CSR must bring about change
Most important factors in decision to sponsor
Marketing– Brand fit– Fit in Overall Marketing Mix – Marketing impact– Audience Reach– Media exposure
Corporate Social Responsibility – Fit in Corporate Responsibility Framework– Business need
Social Outcomes– Specific Objectives– Community Outreach
The Perfect Partner for a Sponsor
Knowledgeable – done their research
Professional
Listening to business needs
Innovative
Value for money
Clear what they stand for
Flexible about meeting halfway
Open-minded and helpful
Enthusiastic
Responsive
Easy to get on with
Someone who recognises win-win situations
What companies want from us…
Help deliver corporate objectives
Infrastructure in place
– Dedicated account manager/team
– Model contracts
– Information packs
– Fundraising materials
– Co-branding agreements
Local projects or clear projects that will benefit
Excellent reporting on progress
What charities do corporates like?
• Well known and understood
• Readily recognised brand
• Motivating for their stakeholders –especially staff
• Good spread of projects across the UK or internationally
• People (children/cancer) or environment focused
• Good track record of corporate partnerships
What companies don’t like
• Amateurishness
• Over-promise, under-deliver
• Slow in response
• Narrow offering of ways to engage
• Lack of flexibility
• Consortiums
• Can’t or won’t acknowledge the work the company is doing
Best practice
• Research companies carefully
• Screen ethically up-front and decide on appropriate levels of engagement
• Nurture over time
• Focus on partnership: mutual strategic benefits
• Bespoke packages addressing common areas of interest and benefit
• Offer range of options for engagement
• Financial and non-financial benefits
Know what you can offer
Clear ex ante ethical policy and engagement strategy
Thresholds for engagement
– Product endorsement
– Licensing
– Roles and responsibilities
Ethical policies
• Often a bureaucratic way of saying “no”
• Often no more than a listing of sectors “we feel uncomfortable with”
• Often reflects the biases of the most vocal
• Inflexible and restrictive
Why don’t we talk about the ethics of refusing a donation?
Rather than the ethics of accepting a donation
A beneficiary-focused ethical policy
Four questions:
– What impact would refusing a donation have on the charity’s ability to deliver to beneficiaries?
– What would our beneficiaries say?
– Have we asked them?
– Would they accept a poorer service on ethical grounds?
A brand-based ethical policy
No dialogue
Dialogue
Transaction
•Advice
•Monitor
•Verification
•No publicity
•Challenges
•Donations
•Consulting
•Emp. FR
•No publicity
Profile•COTY
•Sponsorship
•CRM <£50k
Partnership
•CRM >£50k
•Long-term
AlignmentShared
brand
values
In conclusion…
What to do?
• Nurture who you’ve got
• Think about strategic co-achievement
• Non-financials – especially volunteering
• Think strategic alliance or don’t think at all!
• Be proactive and selective – research and approach
• Think long-term
• Be ever more professional and flexible
• Focus on those areas showing strength – especially employee fundraising