Broadway Theatre Project, founded in 1991, is a musical theatre arts education program for high school and college students. Each year BTP, under the artistic direction of Debra McWaters, selects 180 aspiring young actors, dancers and singers by audition, from around the world, to attend an intensive three-week program every July at the University of South Florida. Master classes have been taught by stars such as Julie Andrews, Ben Vereen, Jeff Goldblum, and Patrick Wilson among others. For further information and sponsorship of this years program go to www.broadwaytheatreproject.com.
Tuesday, April 24, 2007
Monday, April 16, 2007
Just do it
I spoke last week with a senior ad executive who told me that her company had won a substantial global piece of business because they had been able to provide – on request - an existing CSR presentation that addressed all aspects of their business and client relationships. None of their competitors had established a CSR point of view. Their big thinking had paid off handsomely with a relatively small amount of effort.
I suggest that all new business and client relationships should by default include an understanding of the CSR positions of both sides. And all corporate departmental planning and budgeting should be required to include a CSR component. This can start small – it needn’t be hard. As Sam says it can take its cue from shareholders and employees – this has the potential for dramatically improving those bonds of loyalty. Weave it into the existing systems of a business and it will become engrained. It will make managers and buyers feel good and it will make them think anew about their company’s position in the larger world.
The upside is huge for corporations and for the world.
Michael Pollock
President, The Cyrano Project (www.cyranoproject.org)
I suggest that all new business and client relationships should by default include an understanding of the CSR positions of both sides. And all corporate departmental planning and budgeting should be required to include a CSR component. This can start small – it needn’t be hard. As Sam says it can take its cue from shareholders and employees – this has the potential for dramatically improving those bonds of loyalty. Weave it into the existing systems of a business and it will become engrained. It will make managers and buyers feel good and it will make them think anew about their company’s position in the larger world.
The upside is huge for corporations and for the world.
Michael Pollock
President, The Cyrano Project (www.cyranoproject.org)
Monday, April 9, 2007
Navigating the 'CSR Buzz' for Reputation Advantage
Advancing society's interests is influencing investment decisions globally due to the increasing power of consumers and employees advocating for their favorite brands to be more transparent and accountable for their business operations.
Against the backdrop of our lowest trust environment ever, caused by a polarized political climate, disturbing world events, untrustworthy social and business practices, companies are being further impacted in an already challenging operating environment - creating a 'show and prove it' to me marketplace among key stakeholders.
In fact, according to research conducted by Gallup International, 62% of people around the world do not trust large national or global companies to operate in society's interest.
As a result, CEO's and their management teams are being increasingly bombarded with multiple issues that need to be addressed such as compliance, governance, environmental responsibility, diversity, responsibility-driven marketing, as well as accountability for their charitable contributions. All in conjunction with providing healthier returns for investors.
With e-marketing and 'Word-of-Mouth' marketing further driving stakeholder empowerment and demand for greater transparency, companies need to engage with their social purpose as both a necessity and business opportunity.
'Conscious Commerce,' now a $31.7 billion services market, is the evolution of a management paradigm for CEO's and their management teams to help safeguard a company's reputation and business operations. Also, it is a vital extension to the corporate agenda.
Early adopters such as Patagonia and Microsoft, who created and implemented sustaining programs, have enjoyed positive results and well deserved acknowledgement. While other companies have been quick to postpone costs and and/or are flocking to the cause with fragmented approaches that can lead to consequences down the road.
From the outset, it is critical to identify and prioritize social issues that matter the most to stakeholders. Then, properly align them with a company's reputation management and performance.
Companies that implement sustaining, long-term programs will mitigate reputation risk and harm to its business, people and the environment. Also, they will win back stakeholder trust and loyalty, boost performance and competitive edge.
Against the backdrop of our lowest trust environment ever, caused by a polarized political climate, disturbing world events, untrustworthy social and business practices, companies are being further impacted in an already challenging operating environment - creating a 'show and prove it' to me marketplace among key stakeholders.
In fact, according to research conducted by Gallup International, 62% of people around the world do not trust large national or global companies to operate in society's interest.
As a result, CEO's and their management teams are being increasingly bombarded with multiple issues that need to be addressed such as compliance, governance, environmental responsibility, diversity, responsibility-driven marketing, as well as accountability for their charitable contributions. All in conjunction with providing healthier returns for investors.
With e-marketing and 'Word-of-Mouth' marketing further driving stakeholder empowerment and demand for greater transparency, companies need to engage with their social purpose as both a necessity and business opportunity.
'Conscious Commerce,' now a $31.7 billion services market, is the evolution of a management paradigm for CEO's and their management teams to help safeguard a company's reputation and business operations. Also, it is a vital extension to the corporate agenda.
Early adopters such as Patagonia and Microsoft, who created and implemented sustaining programs, have enjoyed positive results and well deserved acknowledgement. While other companies have been quick to postpone costs and and/or are flocking to the cause with fragmented approaches that can lead to consequences down the road.
From the outset, it is critical to identify and prioritize social issues that matter the most to stakeholders. Then, properly align them with a company's reputation management and performance.
Companies that implement sustaining, long-term programs will mitigate reputation risk and harm to its business, people and the environment. Also, they will win back stakeholder trust and loyalty, boost performance and competitive edge.
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