This presentation draws on ideas from Professor Porter"s books and articles, in particular, Competitive Strategy (The Free Press, 1980); Competitive Advantage (The Free Press, 1985); "What is Strategy?" (Harvard Business Review, Nov/Dec 1996); and On Competition (Harvard Business Review, 2008). No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Michael E. Porter. Additional information
may be found at the website of the Institute for Strategy and Competitiveness, www.isc.hbs.edu.
2. The Role of Business in Society
• Only business can create prosperity
• Healthy businesses need a healthy community BUT
• There is a growing awareness of major societal challenges
• Companies are increasingly perceived to be prospering at the expense of the broader community
• Business increasingly is seen as a major cause of social, environmental, and economic problems
• Government and civil society often attempt to address societal issues at the expense of business
?
• Despite growing corporate citizenship activities, the legitimacy of
business has fallen
3. The Role of a Company in Its Communities (3,4,5)
Philanthropy ? Corporate Social Responsibility (CSR) ? Creating Shared Value (CSV)
Philanthropy
• Donations to worthy social causes
Corporate Social Responsibility
• Good corporate citizenship and compliance with community nstandards
• Sustainability
Creating Shared Value
• Integrating societal improvement into economic value creation itself
6. The Concept of Shared Value (6,7)
Shared Value: Corporate policies and practices that enhance competitiveness of the company while simultaneously advancing social and economic conditions in the communities in which it operates
• Create economic value by creating societal value
What is good for the community is good for business
• All profit is not equal. Profit involving shared value enables society to advance and companies to grow faster
?
• Concern with societal issues will be a defining characteristic of the post-crisis era
• Incorporating societal issues into strategy and operations is the next major transformation in management thinking
• Shared value represents the next evolution of capitalism
8. Moving to Shared Value
CSR
• Values: "doing good," good citizenship,
philanthropy, and sustainability
• Discretionary
• Separate from profit maximization
• Agenda externally determined
• Impact is limited by the corporate footprint and CSR budget
Example: Fair trade purchasing
CSV
• Value: economic and societal benefits relative to cost
• Integral to competing
• Essential to profit maximization
• Agenda is business specific
• Mobilizes the entire company budget
Example: Transforming procurement to increase quality and yield
* In both cases, compliance with laws and ethical standards and reducing harm for corporate activities are assumed
9. Business and Society: Why the Disconnect?
Company Profitability and Growth ? Social and
Economic Development
• Companies adopted a narrow model of economic value creation
? Meeting conventional needs of conventional customers
? Driving revenue through acquisitions instead of new business creation
? Profit improvement through downsizing, outsourcing, relocating, and globalizing
? Emphasis on capital structure instead of real value creation
? Societal issues treated as outside the scope of business
?
• Huge societal needs go unmet
• Growth and innovation suffer
10. Societal Needs and Economic Value Creation
Company Productivity
Environment impact
Supplier access and viability
Employee skills
Gender and racial equity
Worker safety
Employee health
Water use
Energy use
• Social deficits create economic cost
• External conditions shape internal company productivity
• Social needs represent the largest market opportunities
• There is a growing congruence between economic value creation and societal objectives
11. Levels of Shared Value
• Reconceiving customer needs, products, and markets
• Redefining productivity in the value chain
– How the organization conducts its business
• Enabling local cluster development
12. Reconceiving Products and Markets
• Design products and services to address societal needs
– E.g., environmental impact, safety, health, education, nutrition, living with disability, housing, financial security
• Open new markets by serving unmet needs in underserved communities
– Often requires redesigned products or different distribution methods
• Businesses have the potential to be more effective than governments and NGOs in creating and marketing solutions to community problems
?
• New needs and new markets open up opportunities to differentiate, innovate, and grow
• A new generation of social entrepreneurs is capturing these opportunities, often faster than mainstream businesses
13. Creating Shared Value in Products
Dow Chemical Insect Control
The SpinetoramTM Family of insect control products are derived from a biological organism that provides control of a broad spectrum of insect pests in a variety of crops
• Natural degradation through UV light and soil microbes
• Low solubility in water
• Favorable toxological profile
• Carries lowest human hazard label
• Organic version available
?
• Ability to be applied at lower rates than conventional insecticides
• Low impact on beneficial insects
• Double-digit growth since launch in 2010
14. Creating Shared Value in Products
Intuit SnapTax
SnapTax provides low-income consumers with access to tax preparation services over the phone and enables rapid refunds
• 15 minutes for $15, electronic filing included
• Data extracted from mobile phone photos of W-2s via optical character recognition
• Debit card option for direct deposit of refunds for unbanked households
• Simple IRA option to enable use of refund for retirement savings
15. Creating Shared Value in Products and Markets
Novo Nordisk in China
Diabetes training programs together with governments, NGOs, and opinion leaders to promote the latest thinking among physicians on diabetes prevention, screening,
treatment, and patient communication
• Targeting smaller cities
• 220,000 sessions to date
"Diabetes bus" program to raise patient awareness and provide on-site advice, NovoCare telephone hotline allows patients to reach specialists with questions. NovoCare Club provides ongoing updates to members.
• Patient education focuses on prevention, lifestyle changes, and effective use of insulin products
?
• 280,000 patients educated to date
• Since 1997, this program is estimated to have reduced healthcare costs in China by $700 million through reducing diabetes related complications
• Novo Nordisk sales have increased by an estimated $114 million
16. Discovering Product and Market Opportunities to Create Shared Value
• Redefine the business around unsolved customer problems or concerns, not traditional product definitions
– Or the customer"s customer
• Think in terms of improving lives, not just meeting consumer needs
• Identify customer groups that have been poorly served or overlooked by the industry"s products
• Start with no preconceived constraints about product attributes, channel configuration, or the economic model of the business
(e.g., small loans are unprofitable)
17. Redefining Productivity in the Value Chain
Margin
Firm Infrastructure – (e.g. Financing, Planning, Investor Relations)
Procurement – (e.g. Components, Machinery, Advertising, Services)
Technology Development – (e.g. Product Design, Testing, Process Design, Material Research, Market Research)
Human Resource Management – (e.g. Recruiting, Training, Compensation System
?
Inbound Logistics – (e.g. Incoming Material Storage, Data Collection, Service, Customer Access)
Operations – (e.g. Assembly, Component Fabrication, Branch Operations)
Outbound Logistics – (e.g. Order Processing, Warehousing, Report Preparation)
Marketing & Sales – (e.g. Sales Force, Promotion, Advertising, Proposal Writing, Website)
After-Sales Service – (e.g. Installation, Customer Support, Complaint Resolution, Repair
• Purchasing
• Resource use
• Energy use
• Logistical efficiency
• Employee productivity
• Location of facilities and the supply chain
18. Identifying Opportunities for Shared Value in Mining
The Value Chain
Margin
1. Firm Infrastructure – (e.g. Financing, Planning, Investor Relations)
• Enhancing partnerships with colleges and universities
2. Human Resource Management
• Recruiting from disadvantaged surrounding communities
• Diversity in workforce
• Employee education and job training
• Onsite housing for miners
• Employee health investments
• Compensation and benefits to support living wage
• Staff retraining and rehabilitation after mine closes
3. Technology Development
• Enhancing partnerships with colleges and universities
Procurement
• Value adding purchasing practices with suppliers
Exploration
• Employment in disadvantagedregions
Mine acquisition & Development
Mine Operations
Processing
• Energy and water use
• Limiting emissions and waste
• Biodiversity and low ecological impacts
• Minimizing effects of hazardous materials
• Recover additional materials from "exhausted" mines
• Worker safety practices
Outbound Logistics
• Minimizing logistical impacts
Sales & and marketing
After-Sales customer Support
19. Cluster development in the company"s
Major Locations
• A strong local cluster improves company growth and productivity
– Local suppliers
– Supporting institutions and infrastructure
– Related businesses
• Companies, working collaboratively, can catalyze major improvements in
the local cluster and business environment
• Local cluster development strengthens the link between a company"s
success and community success
20. Local Cluster Development
Cut Flowers in Kenya
21. Local Cluster Development
Anglo-American
• Anglo American has established Anglo Zimele, a South African enterprise investment fund, for mining-related small and medium-sized businesses in South Africa
• As of 2010, the fund had invested in 509 businesses, which collectively employed 9,514 people with annual revenues of $215 million Community value
• 10,000 new jobs created
• Significant increase in income for SME employees and owners
• Spillover effects of these new businesses on their communities Economic value
• Anglo-American has created reliable, high-quality local suppliers
• Local suppliers reduce transaction costs and improve service levels and quality
22. Integrating Shared Value Approaches
Nespresso
• Implementing shared value in sourcing premium coffees from farmers in Costa Rica, Guatemala, Colombia, and Ghana
• Upgrading the cluster
– Supporting local cluster development in coffee growing regions, including establishment of cluster institutions
– Partnering with stakeholders
Shared Value
Farmers
• Better yields
• Better prices
• Better processing
Community
• Environmental sustainability
• Economic development
Nespresso
• Stable supply
• Better quality
• Reinforces strategic positioning
23. Creating Shared Value: Deciding Where to Concentrate
Nestlé
–Nutrition
– Water
– Rural Development
?
• Opportunities to create shared value are inevitably tied closely to a company"s particular businesses
24. Measuring Shared Value
Economic Value
• Profitability
• Revenue
• ROI
• Industry growth
Societal Value
• Specific societal benefits achieved
?
• Shared value measurement links economic and social improvement metrics
25. Creating Shared Value
Implications for Government and Civil Society
• Government and NGOs often assume that trade-offs between economic and social benefits are inevitable
?
• Government and NGOs will be most effective if they enable shared value by business
• NGOs bring unique expertise, implementation capacity, and relationships of trust with communities
A New Type of NGO
TechnoServe RootCapital
– Promotes the development of agricultural clusters in more than 30 countries
– Provides financing to more than 400,000 farmers and businesses
Bill & Melinda Gates Foundation
– Forms partnerships with global corporations to foster agricultural clusters
• Governments should make platform investments in public assets and infrastructure to enable shared value by business
• Government should regulate in a way that reinforces and rewards shared value in business, rather than working against it
26. Adding a Social Dimension to Strategy
• Shared value opens up new needs, new markets, and new value chain configurations
• This creates new strategic positions, and new opportunities for extending existing positioning
?
• Companies should incorporate a social dimension to their value proposition
• Shared value can reinforce and even anchor a company"s strategy
• The social dimension of strategy can be more sustainable vs. competitors than conventional cost and quality advantages
27. Shared Value and Strategic Positioning
Intrepid Travel
Value Proposition
• Sustainable small-group travel
• Unique real-life experiences involving significant interaction with the local communities
• Cost-conscious, adventurous, socially aware travelers looking for authentic experiences
Mission
"Intrepid"s core purpose is to enrich people"s lives by
creating unique, interactive travel experiences. We provide
fun, affordable and sustainable travel that is profitable for
Intrepid and beneficial to local communities."
Distinctive Activities
• Smaller groups allows for frequent use of local public transport, supporting local infrastructure and reducing environmental impact
• Smaller groups allow stays at local hotels and homestay opportunities as well as dining at local restaurants
• Some trips involve community volunteer projects where travellers help build local infrastructure
• Significant training of local tour guides and other local businesses such as hotels to improve quality and efficiency
• Projects such as Kilimanjaro Porters Assistance Project outfits 300+ porters per month with climbing gear and has trained 10,000 porters in first aid, conversational English, money management, and HIV/AIDS awareness since 2004
• Cooperation with Victoria University to study the impact of small group travel on sensitive rural communities
?
• Successful strategies in the future will embody a significant shared value dimension
28. The Purpose of Business
• There is an opportunity to transform thinking and practice about the role of the corporation in society
• Shared value gives rise to far broader approaches to economic value creation
• Shared value thinking will drive the next wave of innovation, productivity enhancement, and economic growth
• Businesses acting as businesses, not as charitable givers, are arguably the most powerful force for addressing many of the pressing issues facing our society
• A transformation of business practice around shared value will give purpose to the corporation and represents our best chance to legitimize business again
Autor:
Esteban de los Ríos
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