presentation for baptist u pr summit 2009
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TRANSCRIPT
A Bad Day at Headquarters
Downside of Not Participating in Today’s Continuous Conversation
Hong Kong - September 13, 2009
Local and global…and local
Not so happy meal…
One bad apple…
Three stripes and you’re out-ed…
Local NGOWebsite
Local NGOWebsite
BBSBBSWhistle Blower
a.k.a.security guard,
employee
Whistle Blowera.k.a.
security guard,employee
Press Releaseor Conference
withLocal Media
Press Releaseor Conference
withLocal Media
Local NGOLocal NGO
Local NewsLocal News
Blog TranslatorsBlog Translators
Press Releaseor
Conference
Press Releaseor
ConferenceInternational
NGOs
InternationalNGOs
InternationalMedia
InternationalMedia
InternationalBlogs
InternationalBlogs
InternationalNGO Website
InternationalNGO Website
Day 1Day 6-7
Day 4-5
Day 8: A Bad Day at Headquarters
A bad day at headquarters…
“In this transparent world, how you live your life and conduct your business matters more than ever… Companies that get their ‘hows’ wrong won’t be able to clean up their mess by taking a couple of reporters to lunch…But this also creates opportunities…’how’ you keep your promises…build trust…collaborate…lead”
Tom Friedman, “The Whole World is Watching”The New York Times, 6/27/07
The global insight
Responsible Companies: A mix of “what” and “how”
B62-73. When you think of good and responsible companies, how important is each of the following factors to the overall reputation of the company? Please use a nine-point scale where one means that factor is “not at all important” and nine means it is “extremely important” to overall reputation. (Top 4 Box) 25-64 Informed publics in 6countries
Businesses are expected to act quickly andmake significant changes when problems arise
B83-90. How much would you trust companies to take the following actions when problems or difficulties arise? Please use a 9-point scale where one means that you “DO NOT TRUIST THEM AT ALL” and nine means “YOU TRUST THEM A GREAT DEAL” to take this action when problem arise. (Top 4 Box), Informed publics ages 25-64 in 6 countries
Cap pay for executives who are accountable for the problems
Fire any executives or employee found to be guilty of wrongdoing
Partner with governments, or other third parties to solve the problems
Make full public disclosure about the problems and their causes
Have senior executives take a visible lead in communicating about the problems
Admit their mistakes when things go wrong
Make significant changes so the problems don't happen again
Act quickly to correct problems
End-to-end social engagement
OLD: Pyramid Model
Organization
Mass Audience
Consumers
Media
NGOs
Investors
Regulators
Employees
Trade
Organizations
NEW: Sphere of Cross- Influence
The big picture…
Western pressure Well defined expectations in Asia
Pacific
Rebalancing of power
Five drivers
1.Social and environmental challenges
2.Government activism
3.Growing influence of NGOs
4.Passionate consumers
5.Web and mobile communications
Pollution Social inequity
Social and environmental challenges1
Government activism
“Our economic growth is realized at an excessively high cost to resources
and the environment”
October 15, 2007
17th National Congress of the Communist Party of China
2
Growing influence of NGOs3
NGO networks
Passionate consumers4
Brand advocates
Explosion in web and mobile use
Web and mobile communications5
Making business sense
4. Be an Advocate
2. Listen to New Voices
3. Converge around Big Ideas
The Asia-Pacific imperative
1. Get your House in Order
• Audit and Transparency
• Understand and address business risks and opportunities
1. Get your House in Order
• Assess existing CSR initiatives against “real” needs
• Government, NGO, employee insights
• NGOs
2. Listen to New Voices
• Employees
• Consumers
Academics, a person like yourself most credibleCEO and government increase in APAC despite global drop
D112-118. [TRACKING] Now I’m going to read you a list of people. In general, when forming an opinion of a company, if you heard information about a company from that person, how credible would the information be—extremely credible, very credible, somewhat credible, or not credible at all? (Top 2 Box) Informed publics 25-64 in 18 countries
59%
47% 46%42%
39%35%
31%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
An academic or expert on that
company's industry or
issues*
A person like yourself
Financial or industry analyst
CEO of company Non-profit organization or
NGO representative
Government official or regulator
Regular employee of a company
APAC
*asked as “an academic” in 2008
• Take on Important Issues
• Moving from corporate philanthropy to “Green is Green”
• Partnering with Civil Society
3. Converge around Big Ideas
Environment Social
4. Be an Advocate
• Creating Credible Sources of Information
• Evolving Role of the CEO
• Issues Management
Bringing it all together
Social engagement continuum
China Business Society Continuum
“Feel good”
Passive
Socially Engaged
Informed Observer
Nonaligned Aligned
Involved
Uninvolved
Knowledge/Know-howLine
Action Line