The Why

An integrated Shared Values strategy creates sustainable societal expansion & growth as businesses invest in their local communities and customer base to directly impact economic and societal needs.

There is Demand for Business to Lead Social Impact Strategies


Key Global Shared Values Initiatives


Consumers Increasingly Care About &

Will Pay Extra for Sustainable Companies

Percentage of customers willing to pay more for products and services from companies committed to Good initiatives.*

*2014 Nielsen Global Survey on CSR


A Shift in Evaluating CEO Legacy

Percentage of CEO’s overall success measured by financial and non-financial (governance, workplace, & corporate citizenship) returns.*

*HBR (February 2015)

Financial Performance (35%)

Non-Financial Performance (65%)

A Fundamental Shift from Corporate Responsibility to Creating Shared Value


Numbers Don’t Lie 

Recent studies and resulting data definitively show the impact and influence of Good programming on a company’s bottom line.

Consumers Holding Companies Responsible

Buyers are demanding quality and responsibility


90% of consumers expect companies to do more than make a profit, but also operate responsibly to address social and environmental issues.

* Supporting Data


72% of consumers believe their purchases make a moderate-to-significant positive impact on social or environmental issues

* Supporting Data


59% of consumers say both stories of impact and numbers or data related to impact are equally important

* Supporting Data


89% of consumers want companies to do a better job of showing how Good efforts are personally relevant to them

* Supporting Data

Brand Impact of Shared Values

Good builds loyalty and raises consumer switching costs


80% would tell friends and family about a company’s CSR efforts

* Supporting Data


76% would donate to a charity supported by a company they trust

* Supporting Data


72% would volunteer for a cause supported by a company they trust

* Supporting Data

Social Media’s Impact on Corporate Reputations

Consumers use their networks to influence and propagate shared values


61% of global consumers use social media to address or engage with companies around Good issues

* Supporting Data


34% of consumers use social media to share positive information about companies and issues

* Supporting Data


30% use social media to learn more about companies or issues

* Supporting Data


25% use social media to share negative information

* Supporting Data

Supportive Data Bank

Creating Shared Value

``Not all profit is equal. Profits involving a social purpose represent a higher form of capitalism, one that creates a positive cycle of company and community prosperity.``

Innovating for Shared Value

``Corporate leaders...realize that social problems present both daunting constraints to their operations and vast opportunities for growth.``

The Ecosystem of Shared Value

``Companies that turn to collective impact will not only advance social progress but also find economic opportunities that their competitors miss. ``

Building Teams Around Purpose

``Looking at the 10 success factors the best brands have in common and how CMOs can leverage to shape their strategies. Among these, two leading themes emerge: a consumer-centric brand purpose and data-driven decision- making…``

Activist Investors

``Shareholders are driving changes in corporate policies and disclosures unthinkable a decade ago, on issues ranging from protecting rain forests to human rights…``

Young Consumers - Does Doing Good Do Good For Your Brand?

``Millennials and Z’s will make up 50% of consumers by 2020… these younger generations have a high bar for the brands they associate with. They’re looking for brands with purpose…``

Businesses Are the Greatest Platforms for Change

``As a society, we are entering uncharted territory…which governments, business leaders, the scientific community and citizens need to work together to…direct technologies at improving the human condition...``

Creating Shared Value Is Vital For Winning The War For Talent

``A survey of undergraduates in 2010, found that 84% of students would seek employment that is socially responsible during their careers.``

Shared Values – A Better Way to do Business

``Shared value redirects the gaze of corporate, NGO and government leaders, enabling them to see new opportunities for private enterprise to solve public problems.``

High Employee Engagement = High Employee Productivity

``Companies that nail employee engagement understand that motivating high performance and aligning talent with business strategy requires getting to the heart of what matters to employees.``

Doing Good – Good for Your Health and your Career

``Volunteering has always been viewed as good for your soul. Now it turns out that it’s also good for your health and your career.``(Forbes)

Edelman Trust Barometer Survey

``Building trust is essential to successfully bringing new products and services to market, and building trust in new business innovations requires that companies demonstrate clear personal and societal benefits, behave with integrity and engage with customers and stakeholders throughout the process.``

Global CSR Study

``Nearly all global consumers expect companies to act responsibly, but half need to hear or see proof of a company’s responsibility before they will believe it…companies must share their efforts and impacts across multiple touch points.``

Measuring the Effects of Philanthropy

``To realize meaningful benefits, philanthropy cannot be treated as just another “check in the box,” but rather must be executed no less professionally, proactively, and strategically than other core business activities.``

The Keys to Employee Engagement

``Harnessing the shared values of employees, coupled with the values in the company’s culture and mission, can lead not only to greater business success, but to inspired, productive, and highly impactful people.``

Solving Societal Needs = Capitalism at Its Best

``The question now is how to get capitalism to operate at its best. Capitalism is fundamentally the best way to meet needs. If you can meet needs at a profit, you can scale.``

Exploring Strategic Risk

``Managing risk effectively has always been a touchstone of the most successful companies. But in today’s risk- filled business environment, it can be hard for executives to have confidence that their plans and strategies will play out as expected. A big reason is that strategic risks can strike more quickly than ever before, hastened along by rapid-fire business trends and technological innovations such as social media, mobile and big data.``

Creating Shared Value Meets the Sustainable Development Goals

``Getting business to understand that this is about new markets, new business opportunities, and new business models — instead of charity or the mandate of the development agencies, the government, and the NGOs is a fundamental shift that can be very empowering.”

CSV Communication Strategy for MNCs

``SDGs represent an opportunity to provide dialogue and involvement with stakeholders based on actions that directly improve society in specific areas.”

Using CSV to Engage Beyond the Firm

``Socially embedded markets are composed of stakeholders and addressing key societal challenges, i.e. creating social value, requires their involvement in the definition of the problem, the design and pursuit of outputs and the joint evaluation of outputs and outcomes.``

Doing Social Good While Doing What's Good for Business

``Giving away money through charitable programs is clearly beneficial...Yet it often lacks a strategic view. To do the most good—and ensure that it makes sense to all of a company’s stakeholders...companies need to embed environmental and social initiatives into the corporate strategy, culture and mindset, driven by a strong tone at the top.``

Why More And More Companies Are Doing Social Good

“Developing an authentic and socially conscious brand story will help set you apart from your competition.”

Can Corporations Inspire Social Good?

“Companies must craft a socially impactful culture to shape the everyday practices of the employees, managers, and consumers involved in fulfilling an organization’s purpose.”

“In the February 6, 2015, issue of the Harvard Business Review (HBR), John Chambers was recognized as one of the world’s ten best CEOs, based on Cisco’s financial performance and our impact on employees, communities, governments, and society. HBR’s analysis suggests that financial performance accounts for only 35 percent of a CEO’s legacy, whereas 65 percent is attributed to non-financial criteria, including governance, workplace, and corporate citizenship. HBR also found that high-reputation companies have higher returns and excel on other key measures investors use to assess corporate performance.”