1. CSR & SocEnt
Shared principles and
common strategies
CSR in Action
April 1st, 2013

2. Agenda
 Introduction
 Leadership and success re-defined
 Strategic approach to CSR
 Case study: Bain and Booz
 Appendix
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© 2012 Consult and Coach for a Cause FZ LLE
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3. INTRODUCTION
C3 in a nutshell
C3 is a social enterprise
MOBILIZING corporate professionals to
SUPPORT SOCIAL ENTREPRENEURS
on volunteer basis
130+ volunteers 100+ soc ent supported
Network of partners Word of mouth
1st Social Enterprise Week in the Region
IN ONE YEAR!
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© 2012 Consult and Coach for a Cause FZ LLE
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4. INTRODUCTION
C3 vision and mission
Maximize Maximize UNLOCK the
Social Impact Performance potential of
SOCIAL VENTURES
and help them
SOCIAL MISSION MAXIMIZE their
BUSINESS KNOW-HOW IMPACT on the
community
IMPACT
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5. INTRODUCTION
What’s next
MEMBERSHIP Social Impact
PROGRAM EXPERTS NETWORK
for Social for SMEs and
Entrepreneurs CSR Divisions
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6. LEADERSHIP AND SUCCESS RE-DEFINED
Leadership and success redefined
'I want to work for a ‘Businessmen who ‘Business benefits 0f ‘The most powerful
company that focus on profits wind [social responsibility] and enduring brands
contributes to and is up in the hole. For are hard measures of are built from the
part of the me, profit is what growth and margin heart. The companies
community. I want happens when you improvement. It’s a that are lasting are
some-thing I believe do everything else no-brainer. ’ those that are
in.‘ right.’ authentic’
ANITA RODDICK, YVON CHOUINARD PAUL POLMAN HOWARD SCHULTZ
Founder Founder CEO CEO
The Body Shop Patagonia Unilever Starbucks
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7. LEADERSHIP AND SUCCESS RE-DEFINED
The socially conscious consumer
Global consumers think that THE ROLE OF BUSINESS IN
SOCIETY is:
Just make money Play limited role in
6%
the community
13%
Change the way they Support larger
operate to align with 31% 20% issues with
greater social needs donation & time
30%
Support larger issues with
donation & time AND
advocate for change
Source: The 2011 Cone / Echo Global CR Opportunity Study
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© 2012 Consult and Coach for a Cause FZ LLE
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8. LEADERSHIP AND SUCCESS RE-DEFINED
The role of social media
Online Information’s Impact on Purchase Decisions
81% After getting a recommendation, I go
online to do ADDITIONAL research
85% before deciding whether to purchase it
80% NEGATIVE information online has made
me change my mind about purchasing a
87% recommended product / service
68% POSITIVE information online has
reinforced my decision to purchase a
80% recommended product / service
2010 2011
Source: The 2011 Cone Online Influencer Tracker
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9. LEADERSHIP AND SUCCESS RE-DEFINED
From linear marketing…
company
consumer
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10. LEADERSHIP AND SUCCESS RE-DEFINED
… to Square MarketingTM
company employee
social
responsibility
& social
media
prosumer consumer
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© 2012 Consult and Coach for a Cause FZ LLE
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11. LEADERSHIP AND SUCCESS RE-DEFINED
Arabs’ interest in social causes
Interest in Social Causes (Post Arab Spring)
60%
MENA
68%
52% 62%
UAE Kuwait
63% 68%
60% 52%
KSA Bahrain
67% 65%
59% 49%
Qatar Oman
67% 63%
Interest in Volunteering In Improving Communities
Source: Social Entrepreneurship: Why is it Important Post Arab Spring? Online Survey Report - March 2012 - Stanford
University, Bayt.com, YouGov
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12. LEADERSHIP AND SUCCESS RE-DEFINED
Social media in the Arab world
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13. LEADERSHIP AND SUCCESS RE-DEFINED
Glocal Issues
Population Water Climate
Middle East
Population 40% of Heading towards
x2 by 2050
global shortfall
by 2030
> 2°C
Waste Food Inequality
Middle East Next
1:10 Obese
Hazardous Waste
40 years
>600 kg supply = 1bn Hungry
per person Past 8,000 years
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14. LEADERSHIP AND SUCCESS RE-DEFINED
Companies’ shift towards social responsibility
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15. STRATEGIC APPROACH TO CRS
A strategic six-step approach
Well-designed CSR strategies can maximize
social impact while unlocking business performance
1 2 3
Make sure Choose a Align Social
you don’t feasible & Financial
HARM Biz Model Performance
4 5 6
Include All Unlock Measure
Stake- $$$ Social
holders Benefits Impact
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16. STRATEGIC APPROACH TO CRS
1 Doing Good vs Not Doing Harm
CSR as Contingent Benefit
Not
Past CSR activities make Doing Savings in
Doing firm value
stakeholders perceive an Good
Harm after product
adverse event as ‘ bad luck’
rather than ‘bad management’ recall if
compared to
+1.6%
Saving the company money, +2.0%
regulatory scrutiny and brand
value +3.6%
Source: Berkeley Haas School of Business – California Management Review
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17. STRATEGIC APPROACH TO CRS
1 UNGC – The 10 principles
HUMAN RIGHTS LABOR RIGHTS
(P1/P2) (P3-P6)
Ethics / Equality / Policies / Protection
Discrimination / Health & Safety
ENVIRONMENT ANTI-CORRUP-
(P7-P9) TION (P10)
Impact / Strategy/ Transparent / Fair /
Responsibility Accountable
Source: UNGC
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18. STRATEGIC APPROACH TO CRS
2 For-purpose organizations’ business models
Charitable For-Purpose Organizations Commercial
Social Enterprise
CSR-Focused
Sustainable Non-Profit Social Business
Business
Financially sustainable Organization with a social Organization with a social
non-profit organization mission (and a for profit mission (and a for profit
legal entity) legal entity)
 Relies entirely on strategic
partnerships
 Generates some revenues Reinvests 50% or more of Social Responsibility at the
 Financially sustainable
its returns back into social core of business strategy
through its own income- causes
generation activities (Hybrid
model)
Source: Brookings, Silatech
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19. STRATEGIC APPROACH TO CRS
3 Social and financial alignment
Beneficiaries
Customers
Maximize Maximize
Social Financial Suppliers /
Impact Performance Distributors
Employees
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© 2012 Social Enterprise Advisors FZ LLE
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20. STRATEGIC APPROACH TO CRS
4 Stakeholders’ alignment for scalability
SOCIAL Stakeholders
BUSINESS
IDEA TM
Stakeholders Shareholders Employees
Suppliers /
Con/Pro-sumers
Company Environment Distributors
Partners Community
Source: ‘Who cares wins’ by David Jones
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21. STRATEGIC APPROACH TO CRS
5 Potential benefits of a social mission
Potential Benefits Focus Areas
Competitive advantage / Customer consciousness
sales edge preferences
Marketing savings Social media / viral marketing
HR - recruiting / retention savings Employee consciousness
and productivity increase preferences
Capital’s wider access and Social impact measurement
lower cost (outcomes)
Reputation insurance Authenticity / transparency
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© 2012 Consult and Coach for a Cause FZ LLE
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22. STRATEGIC APPROACH TO CRS
6 Measure your social impact
What you cannot MEASURE,
you cannot MANAGE
What you cannot MANAGE,
you cannot CHANGE!
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© 2012 Social Enterprise Advisors FZ LLE
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23. CASE STUDY
Case Study – CSR through C3
Speed Consulting Sessions
Pro-bono for C3 and C3 members
Speed Consulting Sessions
Soc Ent Week Sponsorship
Knowledge & Skills
Volunteering Time
Community Relevance
Hands-on Experience
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© 2012 Social Enterprise Advisors FZ LLE
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24. Thank you!
medea@consultandcoachforacause.org
alex@consultandcoachforacause.org
www.consultandcoachforacause.org
www.facebook.com/consultandcoachforacause
@CandC4aCause

25. APPENDIX
RISE* Social Venture Rubric
BUILDING BLOCKS
Financial Social
Mission Context &
Market Potential
Theories of Change
Products and Services Social & Financial Alignment
Competitive Advantages Scalability / Social Impact
Cash Flow & ROI Social Impact Metrics
People Legal Form & Financing
* Research Initiative on Social Entrepreneurship – Columbia Business School
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© 2012 Social Enterprise Advisors FZ LLE
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26. APPENDIX
Theory of Change (1/2)
The Theory of Change describes WHY the activities of the
venture lead to the desired social outcomes.
Source: Global Social Venture Competition
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27. APPENDIX
Theory of Change (2/2)
KEY QUESTIONS
1. Who are you seeking to 1. Target Population
influence or benefit?
2. What benefits are you 2. Results
seeking to achieve?
3. When will you achieve them?
3. Time Period
4. How will you and others
make this happen? 4. Activities, strategies,
5. Where and under what resources
circumstances will you do
your work? 5. Context
6. Why do you believe your
theory will bear out? 6. Assumptions
Source: Stanford Social Innovation Review
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© 2012 Social Enterprise Advisors FZ LLE
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28. APPENDIX
Social and financial alignment
Beneficiaries
Customers
Maximize Maximize
Social Financial
Suppliers / Distributors
Impact Performance
Employees
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© 2012 Social Enterprise Advisors FZ LLE
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29. APPENDIX
Scalability / Social Impact
SOCIAL Stakeholders
BUSINESS
IDEA TM
Stakeholders Shareholders Employees
Suppliers /
Con/Pro-sumers
Company Environment Distributors
Partners Community
Source: ‘Who cares wins’ by David Jones
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© 2012 Social Enterprise Advisors FZ LLE
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30. APPENDIX
Impact Value Chain (1/2)
The Impact Value Chain illustrates HOW the venture’s
activities lead to the desired outcomes and impact.
Goal
Inputs Activities Outputs Outcomes
Alignment
What is Venture’s Results that Changes to Activity and
put into primary can be social systems goal
the activities measured adjustment
What would
venture have
happened
anyway
IMPACT
Source: Global Social Venture Competition
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© 2012 Social Enterprise Advisors FZ LLE
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31. APPENDIX
Impact Value Chain (2/2)
The Impact Value Chain illustrates HOW the venture’s
activities lead to the desired outcomes and impact.
Outputs Outcomes
E.G. NUMBER OF Results that Changes to E.G. DELTA %
TRAINEES / YEAR can be social systems OF DOMESTIC
ATTENDING BACK measured INCIDENTS
TO BASICS What would B/W
have HOUSEHOLDS
TRAINING
happened
COURSES anyway
EXPOSED TO
B2B TRAINING
vs NORMAL
IMPACT HOUSEHOLDS
Source: Global Social Venture Competition
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© 2012 Social Enterprise Advisors FZ LLE
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32. APPENDIX
Why measuring?
by Alex Lemille
What you cannot MEASURE,
you cannot MANAGE
What you cannot MANAGE,
you cannot CHANGE!
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© 2012 Social Enterprise Advisors FZ LLE
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33. APPENDIX
Social Impact Indicators
Specific operational metrics (OUTPUT MEASURES) that a
venture can utilize to assess whether they are
progressing towards their social benefit objectives.
Choose the ones that most strongly correlate to desired outcomes.
Source: Global Social Venture Competition
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© 2012 Social Enterprise Advisors FZ LLE
All Rights Reserved