STRATEGIC CSR AND CONSULTING PROJECTS

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• STRATEGIC CSR AND CONSULTING PROJECTS
• Intel Education Initiative
• Final Presentation
• Akif Koca, Maria Isaac, Hans Cole
• May 2, 2007

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Hans Cole
THE TEAM
Maria Isaac
Akif Koca
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What is the role of technology companies in
education?
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INTEL EDUCATION INTEL EDUCATION
The Intel Foundation and Intel Corporation currently invest over 100 million per year in over 50 countries to promote education efforts in these areas. However, Intel doesnt get much credit out of its large investment in this area
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• PROJECT SCOPE
• How should Intel position its Education
  Initiative to
• increase awareness of its programs among global
  education thought leaders?
• improve the overall corporate reputation of Intel
  in the CSR field?

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ISSUE TREE

1. Who are the global education thought leaders?
2. What do education thought leaders expect from
   global ICT companies, from Intel?
3. Does Intel understand the needs/expectations of
   education thought leaders?
4. Does Intel provide the right menu of (technology
   and program) solutions to satisfy those
   needs/expectations?
5. Does Intel focus on the right segment of
   education thought leaders to maximize credit and
   influence?

How effective is Intel in satisfying the needs
and expectations of global education thought
leaders?

1. How does Intel promote its Education Initiative
   among education thought leaders?
2. How important is tech in education within Intels
   overall CSR agenda? CSR reporting?

How effective is Intel in communicating its tech
in education CSR programs to thought leaders?

• How should Intel position its Education
  Initiative in order to
• increase awareness of its programs among global
  education thought leaders
• improve the overall corporate reputation of Intel
  in the CSR field?

1. What are the metrics used by Intel to evaluate
   awareness of its programs among global education
   thought leaders?
2. What are the metrics used by Intels competitors?
   
3. What other benchmarks can be used to measure the
   awareness of tech in education programs?

How should Intel measure awareness of its
programs among global education thought leaders?

• Who are the global leaders in tech in education
  CSR?
• What are their overall CSR goals?
• What are their tech in ed CSR strategies?
• What are their capabilities?
• How do they communicate their programs?
• What are Intels strategies and capabilities
  (strengths weaknesses) in tech in education
  CSR?

How can Intel differentiate itself in tech in
education CSR?

1. How is corporate reputation measured by the
   leading surveys and other indicators?
2. How is the CSR contribution to corporate
   reputation measured?
3. How does corporate philanthropy (tech in
   education CSR) contribute to corporate reputation
   in CSR?
4. How does Intel rank against global CSR leaders on
   different surveys/benchmarks?
5. What other benchmarks can be used to measure
   corporate reputation in CSR?

What can Intel Education do to improve Intels
corporate reputation in CSR field?
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Project Timeline and Deliverables
PHASE 1
PHASE 2
PHASE 3

• Research corporate reputation and CSR surveys
• Research corporate philanthropy and different
  models

• Conduct interviews
• with primary thought
• leaders
• Benchmark Intel
• against other leading companies in CSR

• Final analysis and recommendations

Feb 15
Mar 22
Apr 18
May 3

• Project Deliverables
• Recommendations on surveys/benchmarks for
  measuring
• awareness of global education thought leaders
• overall corporate reputation in CSR
• Benchmarking Intel against leading companies in
  CSR
• Recommendations on utilizing Intel Education to
  improve Intels reputation
• Final presentation to Intel

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PRESENTATION OUTLINE
Thought Leaders
Corporate Reputation
Ratings and Rankings
Findings and Recommendations
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Global Education Thought Leaders The Tipping
Point Effect
Thought Leaders
Corporate Reputation

• Intels Current list
• Focuses on UN, global multilaterals, global NGOs
• Global World Bank, UNESCO, WEF, USAID, UNDP,
  Harvard University
• Regional
• APAC TLs ADB, APEC, UNESCO Bkk, ASEAN, JICA
• EMEA TLs UNESCO, EU/EC, DfID, GTZ, NEPAD, AfDB
• LAR TLs IDB, OAS, IAD, UNESCO Brazil, ECLAC
• U.S. TLs ISTE

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Respect for a Company Would Go Up If It
Partnered with
Thought Leaders
Corporate Reputation
Agree vs Disagree, Average of 18 Countries,
2005
The white space in this chart represents
Depends/Neither and DK/NA.
Globe Scan CSR Monitor Survey 2005
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Who are the thought leaders?
Thought Leaders
Corporate Reputation

• Expertise
• Partners with key global organizations e.g.,
  UN, World Bank, USAID
• Partners with key philanthropic organizations
• Public Presence
• Leadership presence at events and conferences
• Frequent mention in global media publications
• Published author (individuals) or well-known/
  branded publication (organization)
• Innovation
• Demonstrated work at the cutting edge of tech
  and education
• Recognized (through awards, honorary degrees,
  media mentions) as a creative force
• Influence
• Hold key policy/ gov. positions
• Sits on advisory councils, panels, etc

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Thought Leader Interviews-Quotes
Thought Leaders
Corporate Reputation

• corporations need to learn to play with others
  in the sandbox in other words, more
  collaboration is needed across the industry and
  within the technology in education space
• the most critical attributes for a corporate
  thought leader humility, collaboration, and
  relationship building
• One change in recent years is that thought
  leaders in this space (i.e., technology in
  education) are not necessarily technologists or
  engineers

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Thought Leader Interviews Takeaways
Thought Leaders
Corporate Reputation

• Intels Strengths and Opportunities
• Strengths
• humility this is an Intel attribute that is
  appreciated by thought leaders
• experience on the ground decades in the tech/
  education space
• consistent focus area - technology in education
• Opportunities
• how can Intel communicate the why message and
  pass the so what test?
• how can Intel inspire thought leaders to act as
  communicators and change agents for Intel?
• how can Intel not just collaborate, but be an
  industry leader?
• how might other stakeholders act as influential
  thought leaders for Intel?

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Thought Leader Mapping
Thought Leaders
Corporate Reputation
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Thought Leader Metrics
Thought Leaders
Corporate Reputation

• Passive metrics
• of mentions on listservs, blogs, and online
  communities
• of information requests from schools, teachers,
  school boards, school districts, Ministries/
  Depts of Education, policy officials, etc.
• of invitations for Intel CEO and Intel
  Education Initiative staff to give keynote
• - of endorsements of Intels program by high
  level thought leaders

• Active metrics
• - develop web page that enables partner and
  participant driven content
• - of hits
• - of stories
• - of materials downloaded
• of partner links to your site
• - develop an online community for thought
  leaders, partners and participants
• - of hits
• - of members
• - of countries/ regions represented

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PRESENTATION OUTLINE
Thought Leaders
Corporate Reputation
Ratings and Rankings
Findings and Recommendations
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What is corporate reputation?
Thought Leaders
Corporate Reputation

• Reputation is an intangible asset for the
  corporations and most of the time hard to measure
• Rankings and ratings can change in the short
  term, but building a reputation around the brand
  is more important
• Industry and product attributes can lead to
  barriers to corporate reputation
• Comparing Intel with other companies in other
  industries can bring useful insights, but not all
  practices can be applied to Intel
• Unique positioning of Intel in its industry can
  be used to leverage Intels reputation

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Impact of educational programs in reputation
Thought Leaders
Corporate Reputation
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Feel Good About Admire and Respect Trust
Supports Good Causes Environmental
Responsibility Community Responsibility
ReputationQuotientSM (RQ)
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Market Opportunities Excellent Leadership Clear
Vision for the Future
High Quality Innovative Value for Money Stands
Behind
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Rewards Employees Fairly Good Place to Work Good
Employees
Outperforms Competitors Record of Profitability
Low Risk Investment Growth Prospects
C. Fombrun, Reputation Institute, Harris
Interactive
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Thought Leaders
Corporate Reputation
Teacher Training
After School
Higher Education
Science Fairs
Comparing Programs in Education
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Framework for integrative CSR
Thought Leaders
Corporate Reputation
Philanthropic
Transactional
Integrative
Level of engagement Low High
Importance to mission Peripheral Strategic
Magnitude of resources Small Big
Scope of activities Narrow Broad
Interaction level Simple Intensive
Managerial complexity Infrequent Complex
Strategic value Modest Major
EXAMPLES ACTIONS Donation Grants Event sponsorship Cause-related marketing Employee volunteerism Joint-advocacy Joint-action Deep partnerships Financing principles
Adapted from The Collaboration Challenge, James
E. Austin
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Communicating in a CSR Context
Thought Leaders
Corporate Reputation

• Main points in communicating CSR (and taking
  credit for it!)
• Strategic fit with business, brand and
  competencies
• Deep partnership with expert organizations
  (eg trusted NGOs)
• Education and awareness of public
• New approach to communication
• Move from top-down to peer-to-peer engagement
• Dont forget about the power of blogs
• Communicate from inside out (internally first)
• Localized approach to communications
• Communicate continuously and through broad array
  of channels
• Employees, core consumers, critics such as NGOs
  are best advocates/ brand ambassadors
• Give up control of message in favor of
  credibility through dialogue, viral marketing
• Acknowledge the tangible business impact of trust

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CASE STUDY Value of NGO strategic partnerships
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Communication Trends
Thought Leaders
Corporate Reputation

• Select consumer segments ready
• Reporting does not equal communication (TRUST)
• POS communication
• Blogs increasing in effectiveness
• Simple messages, language
• Use employees as ambassadors
• Integrate to brand, all company messaging

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PRESENTATION OUTLINE
Thought Leaders
Corporate Reputation
Ratings and Rankings
Findings and Recommendations
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Ratings and Rankings
Thought Leaders
Corporate Reputation

• Corporations today need to measure, understand
  and holistically manage their corporate
  reputation and leverage it as an asset. Those who
  do, find that ratings and rankings take care of
  themselves.
• ()Robert Fronk, Senior VP, Harris Interactive

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Thought Leaders
Corporate Reputation

• Growing number of rankings and lists
• Different methodologies
• Different benchmarks and metrics
• Different target audiences

Different surveys, different rankings
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Corporate Reputation vs. SRI
Thought Leaders
Corporate Reputation

• Corporate Reputation Surveys
• Harris Interactive/ WSJ
• Americas Most Admired/ Fortune
• 100 best Companies to work/ Fortune
• 100 Best Companies for Working Wothers
• Corporate Reputation Watch/Hill Knowlton
• Based on primary research among different
  stakeholders.
• Surveys try to capture the reputation of a
  company and inform general public.
• However, the relative weight of CSR (and
  philanthropy) in these surveys is not clear.

• SRI Rankings
• Calvert
• KLD/ Business Ethics
• DJSI
• Innovest
• Covalence
• Rely on same public data for the most part, but
  each group has specific metrics
• Reach out to a very sophisticated audience
  investment professionals
• They apply a score to corporate philanthropy

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PRESENTATION OUTLINE
Thought Leaders
Corporate Reputation
Ratings and Rankings
Findings and Recommendations
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Expanding the thought leader list can bring new
partnerships and new channels of communication
Thought Leaders
Corporate Reputation
Findings
Current thought leader list involves very high level organizations (World Bank, USAID,etc.)
Recommendations
Develop new partnerships with global and regional NGOs Engage program partners and program participants as Intel ambassadors Prioritize thought leader relationships in terms of brand opportunity/strategic fit and program opportunity/potential partnerships
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Effective communication requires targeted
messaging to different audiences
Thought Leaders
Corporate Reputation
Findings
Intel is not leveraging the content related stories and impact of its programs Intel is not using some of the most effective channels to communicate its message
Recommendations
Develop focused message and marketing to communicate Intel Education to thought leaders Diversify your communication channels Determine how Intel can differentiate itself in marketing to thought leaders
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Assuming a role as a coalition builder in
technology in education will bring greater
awareness to Intel
Thought Leaders
Corporate Reputation
Findings
Intel is not leveraging its brand and network opportunities to build coalitions and partnerships with other companies and NGOs.
Recommendations
Collaborations with other companies in the technology in education field can create win-win opportunities for Intel and others Collaborations with global and regional non-profits will help Intel to amplify its positive impact - increase trust
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Reputation surveys do not consider education
programs as an important reputation differentiator
Thought Leaders
Corporate Reputation
Findings
Technology in education doesnt have a weight in most of the reputation surveys. The link between education programs and overall corporate rankings is not that strong There is no survey or ranking focused on measuring and evaluating different education programs
Recommendations
Intel can lead the creation of an objective survey on technology in education through collaborations with other companies and nonprofits Intel should continuously communicate with the rating agencies Intel should utilize its thought leader relationships to influence the surveys and rankings
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Reputation surveys do not necessarily capture the
impact of international education programs
Thought Leaders
Corporate Reputation
Findings
Most of the reputation surveys Intel is currently tracking are U.S. focused i.e., they measure the perception of thought leaders here in U.S. However, 2/3 of Intels education programs are in developing countries Teacher training may not resonate with U.S. thought leaders with the same strength as other issues e.g., AIDS, global poverty
Recommendations
Intel should make the story of Intel Education appealing to U.S. thought leaders Intel should bring Intel Educations global stories back to home. Intel should quantify the impact of Intel Education on program countries
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Integrating the Education Initiative into the
overall CSR structure of Intel is important
Thought Leaders
Corporate Reputation
Findings
Intel education and the CSR department is geographically separated. Intel education is not utilized in its full potential for internal communication and employee volunteering.
Recommendations
Improve the integration and communication between Intel education and CSR departments. Promote Intel Education in internal communication with employees all over the world Utilize education volunteering as an effective way to engage employees.
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FINALLY, VALUE OF THE PROJECT!!!
TO THE TEAM
Working with a great Haas team! Great consulting experience Understanding how to position CSR in a broad strategy Experience in managing a clients expectations Hans Education without communicationdoesnt work. Akif I learned that Intel had a big program in Turkey Maria Technology in education is not throwing computers into the classroom
TO THE COMPANY
Fresh perspective on their strategies and programs Huge amount of great information how they can make their CSR more effective Network of education experts who gave direct feedback New CSR frameworks A Power Point deck of about 100 slides.
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QUESTIONS
???