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ow did this come about? In large part, it is because the payoff for corporate engagement with customers has risen dramatically as a result of social media.

As the brand’s customers become loyal fans, they use their social networks to spread the word about that brand, driving even more new fans to join in. This dynamic may have its initial upfront costs, but it pays off in the end through an extended global audience of buyers and fans.

Transforming a brand into a socially responsible leader doesn’t happen overnight by simply writing new marketing and advertising strategies. It takes effort to identify a vision that your customers will find credible and aligned with their values.

The Seven StagesThe process of becoming a brand leader in the next decades will be an evolutionary one involving at least seven stages.

Unsustainable corporate self-interest

Self-directed engagement

C-suite reflection

Consumer facing self-interest:

Self-directed reform:

Brand leader:

Brand visionary:

Indeed, if we consider the online reach of companies like Facebook and Twitter, the offline reach of companies like Proctor & Gamble, Unilever, Coca-Cola and Walmart, and the fervent consumer loyalty that companies like Apple, Nike and Patagonia inspire, it’s easy to imagine how a web- and social-savvy population could coerce these companies — and any others who want to follow their example — into becoming the leading global brand visionaries of the future.

The other option, and probably most common, is to have someone or several folks dedicated to “product management.”  That probably makes sense in larger organizations or as companies grow,

However, I personally think that this is very dangerous for an early company, and I’d go so far as to say it’s a major red flag.  Here’s an example of what you want to avoid

it’s a good sign and highly preferable if the founders focus and own the product process.  Ideally they’re also able to “go deep” and be involved in the entire product management process, writing the specs for engineering teams, managing the priorities, etc…

I think the founders of a startup need to be very cognizant and controlling of the product management process, at least until you become a larger organization, and avoid the temptation to hire “someone dedicated to product.”  In my experience, the more people/layers you add to the process and the further the founders step away from the product management the process, the worse the outcome.

each of the ten fraternity chapters on campus agreed to sign on and to collaborate on a philanthropic endeavor this semester and in the future

all fraternities will collaborate philanthropically around an agreed upon theme, sharing resources and co-sponsoring fundraising events together

Because fraternities at Tufts are already so busy with their individual chapter philanthropic activities, it was initially challenging to get all the chapters to sign on

However, once everyone came to the understanding that this was not intended to be a burden but rather a supplement to their ongoing activities, things began to develop well.

ollaboration really has great potential for better utilizing our manpower to maximize the effect we can have

hopes the partnership will help change some of the stereotypes about fraternities.  “While the point of this project is to increase the philanthropic activity of chapters, it is also very much to improve recognition of the philanthropic work chapters have been doing for a while now,

reek chapters participate in or host multiple philanthropy events a semester and the campus doesn't always hear about them, so by bringing all of the chapters together it is hoped that awareness of fraternity charitable activity will increase.

Current Dollar Fair Market Valuation Pro bono work should be valued at Fair Market Value (FMV) and recorded as non-cash giving in CECP Survey Question 9.  FMV is the hourly or project cost that a paying client would incur for the same service. Companies are encouraged to use the three scenarios below to assist in determining the FMV of services rendered.  The dollar values in the scenarios below are based upon current U.S. salary data adjusted to account for geographic differences and typical fee-discounting practices.  CECP is currently unable to provide dollar-value assistance for non-U.S. pro bono service. Paid-release-time service that does not meet the pro bono criteria should be recorded at a dollar value that is appropriate to the skills involved in CECP Survey Question 22 (do not include pro bono hours in Question 22, as that would be double counting hours recorded in Question 9). When in doubt, the current Independent Sector rate is appropriate.

For companies with minimal pro bono tracking capabilities In the absence of employee skill area data and internal billing rates, CECP recommends using an estimate of $120 per hour for pro bono service projects. This is based on a rounded average billing rate for mid-level employees across disciplines, highlighted below. For companies with moderate pro bono tracking capabilities Companies that track the seniority level or skills deployed in pro bono projects should use the following chart to value pro bono hours if internal rates are not available.

For companies with robust pro bono tracking capabilities Companies should use their best internal billing information to determine the FMV of services rendered. These valuations should be adjusted to reflect billing differences by: geography, seniority level, rate discounting, employee skill area, etc. To do this, companies must track project metrics that affect billing rates so that an accurate, defensible valuation for pro bono contributions can be recorded. CECP strongly encourages companies to track pro bono to this level of specificity whenever possible.