Group items tagged

corporate venturing

Time for firms to take new view of corporate venturing, BUSINESS TIMES Business Times Malaysia 07-05-2001 THE new economy has made it necessary to see corporate venturing in a new light, according to Accenture Business Launch Center. Corporate venturing is investing and leveraging on internal and external asse Business Times...

Corporate Venturing in Denmark This paper argues that Corporate Venturing CV, i.e. activities where an existing firm actively invest in a new start-up, is a much more widespread phenomenon in Denmark than official sources claim. In addition to large CV oriented corporations such as NKT and B&O, many medium sized firms and even quite...

McElhaney, Kellie A., Toffel, Michael W., Hill, Natalie. (forthcoming 2005). Designing Sustainability at BMW Group: The Designworks/ USA Experience. Strategic Sustainability

McElhaney, K. & Hill, N. (December 2003). Human Right in Business: The Case of Hewlett-Packard United Nation Global Compact. UN Global Compact case book forthcoming in 2004. McElhaney, Kellie A. (December 2003). Ways in Which Academia Can Assist Business in CSR Programmes. The International Chamber of Commerce Guide to Corporate Social Responsibility 2003. PPf Publishing, London, England. McElhaney, Kellie A. November, 2003. Strategic Partnerships in Corporate Social Responsibility. Welcoming Brief for G8 Summit in London and Dubai. Michael W. Toffel, Natalie Hill & Kellie A. McElhaney. 2003. Developing a Management Systems Approach to Sustainability at BMW Group, with Natalie Hill and Kellie A. McElhaney, Corporate Environmental Strategy: International Journal of Corporate Sustainability 10 (2): 29-39. Michael W. Toffel, Natalie Hill & Kellie A. McElhaney. 2003. BMW Group's Sustainability Management System: Preliminary Results, Ongoing Challenges, the UN Global Compact. Corporate Environmental Strategy: International Journal of Corporate Sustainability 10 (3): 51-61.

Strategic Corporate Social Responsibility

40 of the Best Twitter Brands and the People Behind Them

We all know brands are using Twitter — whether or not you want them around. Some of them don’t quite get the medium and just tweet self-serving links or marketing speak, but you won’t find any of those brands here. We’ve handpicked 40 of the best brands experimenting with the micro-blogging platform, and asked them a few short questions about how they’re using Twitter. If some of their responses seem short, well that’s because they are. I asked each brand correspondent to answer our queries in 140 characters or less. Most of them got the point, a few rambled on a bit too long, and only asked me if “u” was acceptable in lieu of “you.” All in all, we’ve found some amazing people, doing some pretty powerful things at big companies, and all via Twitter. Smart brands use Twitter in meaningful ways, and most of them use their brand name as a way to make sure customers can find and recognize them. This piece, and the knowledge I learned from the incessant hours invested, demonstrate why brands do belong on Twitter. No other medium gets you inside a business or brand quiet like Twitter. And if you’re a brand that didn’t make our list, let us know why your tweets deserve consideration in the comments.

Chevrolet

from my experience most social media consultancies are a waste of time, money and effort - a disproportionate amount of effort is placed on marketing (esp branding). most of the real strategic value in this medium is beyond purely the marketing function, and needs attention at a the central organizing function of the business. many of "social marketers" are far too obsessed with measuring brand. this is a BIG distraction imo. the interactive agencies lack the business rigor and corp strategy competency. SM is growing up - should be focusing instead, on achieving whole new levels of value. real step function increases.  a tip paul - my advise would be to pick a real GROWN UP innovation strategy firm. It's that important. It's not about selling the same old stuff, in a new way, but focusing further up the value chain. your precious contacts will thank you for it.

Here’s advise from Steve Jobs in managing in a downturn. "We've had one of these before, when the dot-com bubble burst. What I told our company was that we were just going to invest our way through the downturn, that we weren't going to lay off people, that we'd taken a tremendous amount of effort to get them into Apple in the first place -- the last thing we were going to do is lay them off. And we were going to keep funding. In fact we were going to up our R&D budget so that we would be ahead of our competitors when the downturn was over. And that's exactly what we did. And it worked. And that's exactly what we'll do this time."