Post by account_disabled on Mar 8, 2024 23:24:15 GMT -5
AdAge article, free translation by Luis Maram. As the true value of corporate reputation has moved from conjecture to gospel, more companies are recognizing the need for a CRO (chief responsibility officer). Maybe one day all companies will have a fully established CRO, but until that day comes, many times, those functions fall to the CMO (chief marketing officer.) Many of the measures necessary to successfully meet these challenges depend on the CMO's ability to operate and accept opportunities and challenges. It is true that it is becoming easier to oversee CSR efforts in an organization, however, CMOs and/or CROs are being burdened with something more fundamental: the transformation of the organization into a bona fide “conscious” company. with a purpose beyond simple benefits. That's all well and good for the Ben and Jerry's and Toms Shoes of the world, but not all business models are built around principles of social responsibility and not all companies are in a position to reinvent themselves as such. The situation presents different challenges for CMOs: How can you successfully lead the reinvention of the corporate brand while striking a balance between short-term challenges around sales and customer relations? Furthermore, given the current economic setbacks, are companies truly prepared to reallocate precious resources to these activities? Obviously, pushing in this direction can be a bit risky for CMOs and today, no one wants to be part of the annual unemployment statistics.
The reality is that no matter how great the challenge, the Phone Number List reward of “humanizing” a corporation far outweighs the effort required; and there is no longer much choice, as recent studies by Euro RSCG have confirmed: 82% of consumers surveyed in the US and Europe believe that, to be successful, companies of the future will have to show a more “human” and a concern for people (employees, customers, suppliers), taking a more active role in community and social causes; 74% believe that companies have as much responsibility as the government to drive positive social change. With this in mind, the real question is not, “Why should a CMO institutionalize a culture of accountability?” but "How?" Smart CMOs will move the odds in their favor by taking these three steps. 1. Be real. First and foremost, CMOs must take stock of what the company is already doing and can credibly communicate (we've all witnessed the social backlash to hollow-sounding statements). In some cases, these practices are so intrinsic to how a company operates that they can be difficult to recognize as anything beyond the ordinary; Review everything and then you will have the opportunity to identify patterns and areas of opportunity that will come as a surprise to your stakeholders, even the most attentive ones. Then work with your team to determine the areas that promise the most performance.
Is it a good thing for Home Sport to support breast cancer research? Absolutely. But think how much more value you provide to Avon through your Avon Walk for the Cure and your network of women-focused efforts. This area of focus benefits Avon the most because it is a company that has always embraced female empowerment, self-reliance, and mutual support. Purpose beyond profit is closely aligned with your business, your brand, and your customer base. And that makes it much more credible and effective. 2. Build your base. No one can achieve institutional change on their own. Don't even try it. Follow the example of “Survivor” and get to know not only the people inclined to support but also those most inclined to undermine your efforts. First, go for what's achievable, whether it's a sympathetic member or a group of younger colleagues passionately committed to the change they advocate. Don't forget that you will need to operate from the top and the bottom. Our experience has shown us that to venture into the field of sustainability, guaranteeing the approval of external critics and other authorities is essential. When we wrote "Good for Business" we spoke with Senior Vice President CMO Beth Comstock about GE's far-reaching Ecomagination initiative. He explained the importance of involving the company's staunchest skeptics from the beginning: "At the beginning, we reached out to non-governmental organizations, asking for their help.
The reality is that no matter how great the challenge, the Phone Number List reward of “humanizing” a corporation far outweighs the effort required; and there is no longer much choice, as recent studies by Euro RSCG have confirmed: 82% of consumers surveyed in the US and Europe believe that, to be successful, companies of the future will have to show a more “human” and a concern for people (employees, customers, suppliers), taking a more active role in community and social causes; 74% believe that companies have as much responsibility as the government to drive positive social change. With this in mind, the real question is not, “Why should a CMO institutionalize a culture of accountability?” but "How?" Smart CMOs will move the odds in their favor by taking these three steps. 1. Be real. First and foremost, CMOs must take stock of what the company is already doing and can credibly communicate (we've all witnessed the social backlash to hollow-sounding statements). In some cases, these practices are so intrinsic to how a company operates that they can be difficult to recognize as anything beyond the ordinary; Review everything and then you will have the opportunity to identify patterns and areas of opportunity that will come as a surprise to your stakeholders, even the most attentive ones. Then work with your team to determine the areas that promise the most performance.
Is it a good thing for Home Sport to support breast cancer research? Absolutely. But think how much more value you provide to Avon through your Avon Walk for the Cure and your network of women-focused efforts. This area of focus benefits Avon the most because it is a company that has always embraced female empowerment, self-reliance, and mutual support. Purpose beyond profit is closely aligned with your business, your brand, and your customer base. And that makes it much more credible and effective. 2. Build your base. No one can achieve institutional change on their own. Don't even try it. Follow the example of “Survivor” and get to know not only the people inclined to support but also those most inclined to undermine your efforts. First, go for what's achievable, whether it's a sympathetic member or a group of younger colleagues passionately committed to the change they advocate. Don't forget that you will need to operate from the top and the bottom. Our experience has shown us that to venture into the field of sustainability, guaranteeing the approval of external critics and other authorities is essential. When we wrote "Good for Business" we spoke with Senior Vice President CMO Beth Comstock about GE's far-reaching Ecomagination initiative. He explained the importance of involving the company's staunchest skeptics from the beginning: "At the beginning, we reached out to non-governmental organizations, asking for their help.