increasing the value and values of my enterprise
1 like462 views
The document discusses increasing the value and values of enterprises through social innovation and emotional engagement with stakeholders. It emphasizes the importance of identifying urgent societal needs to create meaningful products or services and connecting purpose with broader organizational goals. Additionally, it outlines strategies for emotionally engaging customers and stakeholders while maintaining corporate principles and values.
increasing the value and values of my enterprise
- 1. how can you increase the value and values of your enterprise? daniel.truran@ebbf.org www.ebbf.org mindful people meaningful work
- 2. for people who want to create their enterprise (dream phase) for people who have recently set up their enterprise (start-up) for people who have a developed enterprise (up and running)
- 3. When we think of improving the value and values of our enterprise we often first think of social enterprises
- 4. www.ebbf.org | “social” innovation “social innovation: seeking the mission and pursuing meaningful change that ultimately creates prosperity for everyone” Robert Wolcott mentions this concept but actually refers to this now happening / needing to happen in large corporations http://www.fastcoexist.com/1679415/how-can-large-corporations-incorporate-social-innovation
- 5. www.ebbf.org | “social” innovation “social innovation: seeking the mission and pursuing meaningful change that ultimately creates prosperity for everyone” Robert Wolcott mentions this concept but actually refers to this now happening / needing to happen in large corporations http://www.fastcoexist.com/1679415/how-can-large-corporations-incorporate-social-innovation
- 6. www.ebbf.org | “social” innovation “social innovation: seeking the mission and pursuing meaningful change that ultimately creates prosperity for everyone” Robert Wolcott mentions this concept but actually refers to this now happening / needing to happen in large corporations http://www.fastcoexist.com/1679415/how-can-large-corporations-incorporate-social-innovation
- 7. www.ebbf.org | “social” capitalism At IBM, we ask ourselves four simple questions: - Why would customers buy from us, rather than someone else? - Why would someone invest in us? - Why would someone work here? - Why would society allow us to operate? Sam Palmisano The importance of society, its decision to allow a company to operate. This links directly to that company actually being - useful - to society.
- 8. www.ebbf.org | “social” capitalism “the genius of capitalism is the ability to make self-interest serve the wider interest". Bill Gates http://www.microsoft.com/presspass/exec/billg/speeches/2008/01-24wefdavos.mspx
- 9. www.ebbf.org | your potential for positive influence with each and everyone of your stakeholders
- 10. www.ebbf.org | your potential for positive influence with each and everyone of your stakeholders organization
- 11. www.ebbf.org | your potential for positive influence with each and everyone of your stakeholders shareholders management organization suppliers employees clients
- 12. www.ebbf.org | your potential for positive influence with each and everyone of your stakeholders environment government shareholders management organization suppliers employees clients local community
- 13. www.ebbf.org | your potential for positive influence with each and everyone of your stakeholders common good environment government shareholders management organization suppliers employees clients local community
- 14. www.ebbf.org | connecting purpose to broader value purpose
- 15. www.ebbf.org | connecting purpose to broader value purpose you work for a company that produces fizzy drinks, you are sitting in your company’s meeting room hearing your manager’s outline of your objectives for the next quarter
- 16. www.ebbf.org | connecting purpose to broader value purpose you work for a company that produces fizzy drinks, you are sitting in your company’s meeting room hearing your manager’s outline of your objectives for the next quarter increasing sales by 17.3 %
- 17. www.ebbf.org | connecting purpose to broader value purpose you work for a company that produces fizzy drinks, you are sitting in your company’s meeting room hearing your manager’s outline of your objectives for the next quarter increasing contributing to reducing sales by 17.3 % thirst in the world
- 18. www.ebbf.org | connecting purpose to broader value purpose you work for a company that produces fizzy drinks, you are sitting in your company’s meeting room hearing your manager’s outline of your objectives for the next quarter increasing contributing to reducing sales by 17.3 % thirst in the world in which of these two objectives do you find more purpose, motivation, will to success in your objective, this also contributing to your company’s bottom line?
- 19. www.ebbf.org | to create purpose, ask: why ?
- 20. www.ebbf.org | to create purpose, ask: why ? stop, and ask yourself : why?
- 21. www.ebbf.org | to create purpose, ask: why ? stop, and ask yourself : why? why do you go to work every day?
- 22. www.ebbf.org | to create purpose, ask: why ? stop, and ask yourself : why? why do you why have I go to work created this every day? company?
- 23. www.ebbf.org | solving an - urgent - need this implies that you have stopped and carefully thought of the people you want to serve and what they need, a truly careful analysis of who these physical people are.
- 24. www.ebbf.org | solving an - urgent - need one key ingredient to a successful enterprise: find a pressingly urgent issue that a sector of society that you wish to serve really needs to see solved and find a solution for it. this implies that you have stopped and carefully thought of the people you want to serve and what they need, a truly careful analysis of who these physical people are.
- 25. www.ebbf.org | solving an - urgent - need one key ingredient to a successful enterprise: find a pressingly urgent issue that a sector of society that you wish to serve really needs to see solved and find a solution for it. this implies that you have stopped and carefully thought of the people you want to serve and what they need, a truly careful analysis of who these physical people are. who do I wish to serve?
- 26. www.ebbf.org | solving an - urgent - need one key ingredient to a successful enterprise: find a pressingly urgent issue that a sector of society that you wish to serve really needs to see solved and find a solution for it. this implies that you have stopped and carefully thought of the people you want to serve and what they need, a truly careful analysis of who these physical people are. who do I wish to serve? what do they urgently need?
- 27. www.ebbf.org | solving an - urgent - need my ideal product / service will address the urgent need, be something I am also passionate about, and most definitely something I am able to address. Three very simple but often forgotten/underestimated rules.
- 28. www.ebbf.org | solving an - urgent - need my ideal product / service will address the urgent need, be something I am also passionate about, and most definitely something I am able to address. Three very simple but often forgotten/underestimated rules. urgent need
- 29. www.ebbf.org | solving an - urgent - need my ideal product / service will address the urgent need, be something I am also passionate about, and most definitely something I am able to address. Three very simple but often forgotten/underestimated rules. urgent need mi passion
- 30. www.ebbf.org | solving an - urgent - need my ideal product / service will address the urgent need, be something I am also passionate about, and most definitely something I am able to address. Three very simple but often forgotten/underestimated rules. urgent need mi passion my ability to address it
- 31. www.ebbf.org | how to get that “like” ? promise and deliver an emotional experience
- 32. www.ebbf.org | how to get that “like” ? promise and deliver an emotional experience creating emotional engagement
- 33. www.ebbf.org | how to get that “like” ? promise and deliver an emotional experience creating emotional engagement
- 34. www.ebbf.org | how to get that “like” ? promise and deliver an emotional experience creating emotional engagement making the promise
- 35. www.ebbf.org | how to get that “like” ? promise and deliver an emotional experience creating emotional engagement making the promise delivering the promise
- 36. www.ebbf.org | emotional experiences
- 37. www.ebbf.org | emotional experiences
- 38. www.ebbf.org | lush.com its purpose its emotional engagement
- 39. www.ebbf.org | lush.com its manifesto to communicate its purpose and create emotional engagement
- 40. www.ebbf.org | FIRST emotionally engage employees
- 41. www.ebbf.org | FIRST emotionally engage employees
- 42. www.ebbf.org | emotionally engage there, we’ve said it. And now we’ve said it, there’s no taking it back! At Lush our goal is to make our products as effective, fun and luscious as possible, whilst making sure that they are kind to animals and the environment. That’s why we have always loved to fill our shops with whole ranges of ‘naked’ (unpackaged) products. We 1 Lush Shampoo Bar ( ) lasts as long as… believe that when it comes to reducing 3 bottles ( ) of liquid shampoo our impact on the environment, reducing packaging should be high on everyone’s list of priorities. Just take a look at this: So already that’s 3 less empty bottles to get rid of! But it’s not just the actual plastic packaging that we need to think about. Compared to bottled liquid products, which are full of water and are heavy, bulky, and inefficient - our naked products are concentrated, weigh less and are easy to transport. Just look at the environmental impact of delivering these to shops: 1 lorry load of shampoo bars would be enough for 800,000 washes but it would take 15 lorry loads of liquid shampoo to do the same job! With solid shampoo bars you save on the environmental cost of producing and disposing of plastic packaging AND reduce the pollution caused by transporting heavy and uneconomical packaged goods!
- 43. www.ebbf.org | emotionally engage there, we’ve said it. And now we’ve said it, there’s no taking it back! At Lush our goal is to make our products as effective, fun and luscious as possible, whilst making sure that they are kind to animals and the environment. That’s why we have always loved to fill our shops with whole ranges of ‘naked’ (unpackaged) products. We 1 Lush Shampoo Bar ( ) lasts as long as… believe that when it 3 bottles ( ) of liquid shampoo Lush has three main objectives: comes to reducing our impact on the environment, - sell things they like reducing packaging should be high on everyone’s list of - change perceptions on issues priorities. Just take a look dear to them at this: So already that’s 3 less empty bottles to get rid of! - make money But it’s not just the actual plastic packaging that we need to think about. Compared to bottled liquid products, which are full of water and are heavy, bulky, and inefficient - our naked products are concentrated, weigh less and are easy to transport. Just look at the environmental impact of delivering these to shops: 1 lorry load of shampoo bars would be enough for 800,000 washes but it would take 15 lorry loads of liquid shampoo to do the same job! With solid shampoo bars you save on the environmental cost of producing and disposing of plastic packaging AND reduce the pollution caused by transporting heavy and uneconomical packaged goods!
- 44. www.ebbf.org | to emotionally engage: promise AND deliver the “love brand” making the promise delivering the promise
- 45. www.ebbf.org | to emotionally engage: promise AND deliver the “love brand” making the promise delivering the promise
- 46. www.ebbf.org | to emotionally engage: promise AND deliver the “love brand” making the promise delivering the promise
- 47. www.ebbf.org | to emotionally engage: promise AND deliver
- 48. www.ebbf.org | to emotionally engage: promise AND deliver
- 49. www.ebbf.org | to emotionally engage: promise AND deliver did Microsoft Vista deliver on its “wow” promise?
- 50. www.ebbf.org | to emotionally engage: promise AND deliver did Microsoft Vista deliver on its “wow” promise? any Microsoft stickers on cars?
- 51. www.ebbf.org | how to get that “like” ? promise and deliver an emotional experience creating emotional engagement the “love brand” making the promise delivering the promise
- 52. www.ebbf.org | how can we make the promise? ways to make the promise even something as “boring” as an invoice can become a vehicle to communicate the promise
- 53. www.ebbf.org | how can we make the promise? ways to make the promise even something as “boring” as an invoice can become a vehicle to communicate the promise
- 54. www.ebbf.org | how can we make the promise? making the promise using email signatures
- 55. www.ebbf.org | how can we make the promise? making the promise
- 56. www.ebbf.org | how can we make the promise? making the promise
- 57. www.ebbf.org | get that “like” promise and deliver emotional experience creating emotional engagement making the promise delivering the promise changing buying purchase patterns
- 58. www.ebbf.org | get that “like” promise and deliver emotional experience creating emotional engagement making the promise delivering the promise changing buying purchase patterns awareness
- 59. www.ebbf.org | get that “like” promise and deliver emotional experience creating emotional engagement making the promise delivering the promise changing buying purchase patterns consideration awareness
- 60. www.ebbf.org | get that “like” promise and deliver emotional experience creating emotional engagement making the promise delivering the promise changing buying purchase patterns preference consideration awareness
- 61. www.ebbf.org | get that “like” promise and deliver emotional experience creating emotional engagement making the promise delivering the promise changing buying purchase patterns preference consideration purchase awareness
- 62. www.ebbf.org | get that “like” promise and deliver emotional experience creating emotional engagement making the promise delivering the promise changing buying purchase patterns preference consideration purchase awareness loyalty
- 63. www.ebbf.org | get that “like” promise and deliver emotional experience creating emotional engagement making the promise delivering the promise changing buying purchase patterns preference consideration purchase awareness loyalty
- 64. www.ebbf.org | get that “like” promise and deliver emotional experience creating emotional engagement making the promise delivering the promise changing buying purchase patterns preference consideration purchase advocacy awareness loyalty
- 65. www.ebbf.org | get that “like” promise and deliver emotional experience creating emotional engagement making the promise delivering the promise changing buying purchase patterns preference consideration purchase advocacy awareness loyalty
- 66. www.ebbf.org | who do you trust ?
- 67. www.ebbf.org | who do you trust ?
- 68. www.ebbf.org | who do you trust ?
- 69. www.ebbf.org | we own the world
- 70. www.ebbf.org | we own the world
- 71. www.ebbf.org | we own the world la noria
- 72. www.ebbf.org | we own the world la noria SOPA
- 73. www.ebbf.org | we own the world la noria SOPA News of the World
- 74. www.ebbf.org | social media - open the dialogue
- 75. www.ebbf.org | social media - learn from the dialogue Text your clients now become your best sales people (or detractors)
- 76. www.ebbf.org | be part of / open the dialogue
- 77. www.ebbf.org | be part of / open the dialogue what can we learn from our clients?
- 78. www.ebbf.org | be part of / open the dialogue what can we learn from our clients? how can we react to positive / negative feedback?
- 79. www.ebbf.org | be part of / open the dialogue what can we learn from our clients? how can we react to positive / negative feedback? we HAVE to listen and learn
- 80. www.ebbf.org | using social media to state what you stand for, what makes you unique sticking to your company principles Alamo cinemas have a small passionate audience of movie lovers. They don’t allow sms texting in the movie theater. A person did sms text in the movie theater and she was “thrown out”
- 81. www.ebbf.org | using social media to state what you stand for, what makes you unique sticking to your company principles Alamo cinemas have a small passionate audience of movie lovers. They don’t allow sms texting in the movie theater. A person did sms text in the movie theater and she was “thrown out” what would you have done? “kick them out” of your movie theatre?
- 82. www.ebbf.org | using social media to state what you stand for, what makes you unique sticking to your company principles Alamo cinemas have a small passionate audience of movie lovers. They don’t allow sms texting in the movie theater. A person did sms text in the movie theater and she was “thrown out” what would you have done? “kick them out” of your movie theatre? the person you threw out sends an angry protest to your voice mail, how do you deal with it?
- 83. www.ebbf.org | social media - to reinforce your values, what you stand for, your unique experience
- 84. www.ebbf.org | co-creating an experience involving your stakeholders in - dreaming - and the implementing the ideal experience how have you / will you create your enterprise? who have you / will you involve in co-creating?
- 85. www.ebbf.org | new concepts: super cooperators
- 86. www.ebbf.org | new concepts: super cooperators design thinking a new way of designing customer experiences, products and services
- 87. www.ebbf.org | new concepts: super cooperators design thinking a new way of designing customer experiences, products and services cooperation vs competition when you transform your competitors into cooperators towards a common goal (and financial sustainability)
- 88. you are welcome to join us: http://ebbf.org/contribute/join