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Corporate strategy is vital for all organizations; however, the vast majority of employees are unaware of or do not understand their company strategy. Business leaders, on the other hand, are increasingly recognizing the need to bridge the gap between marketing and their corporate strategy in order to succeed. Rather than providing a map for creating a strategy, this text offers easily implemented tools to connect all aspects of an organization's marketing program to its business strategy, which will then help communicate the company's strategy both internally and externally. Guidance is given on how to make sense of all the reams of data available in this day and age. Written particularly for marketers, this book provides practical help in addressing everyday challenges as well as a comprehensive overview connecting high-level business strategy with individual tactics, such as social media, news articles, and ads. Chapter 2 continues the discussion on strategy, this time focusing on business objectives. These goals are typically used to outline an action plan, and they need to be derived from the overall business strategy; examples of strategy-based business objectives are offered. Many companies also develop marketing strategies and objectives; however, there doesn't necessarily need to be a separate marketing strategy since marketing should be working within the business strategy. If there are separate, additional marketing objectives, they need to be in furtherance of business objectives. The strategic marketing pyramid is illustrated as a model of how marketing initiatives connect to business strategy and objectives; each marketing tactic needs to be coordinated and designed to work together. In a competitive market, an organization needs to do its research to support their positioning. Another model is provided to explore the competitive landscape, which can provide insights on where a company is and where it's going as well as guidance on marketing tactics.

Corporate strategy is vital for all organizations; however, the vast majority of employees are unaware of or do not understand their company strategy. Business leaders, on the other hand, are increasingly recognizing the need to bridge the gap between marketing and their corporate strategy in order to succeed. Rather than providing a map for creating a strategy, this text offers easily implemented tools to connect all aspects of an organization's marketing program to its business strategy, which will then help communicate the company's strategy both internally and externally. Guidance is given on how to make sense of all the reams of data available in this day and age. Written particularly for marketers, this book provides practical help in addressing everyday challenges as well as a comprehensive overview connecting high-level business strategy with individual tactics, such as social media, news articles, and ads. Chapter 3 explores the need to define how a company fits in the industry landscape and to know the customer's place in the industry structure; these are vital steps in developing effective marketing communications. It is also essential for a company to know exactly who they're selling to; the same product can benefit different people in different ways. Some types of industry organization are described, including the direct model, the distribution model, and tiered structures. Building out from the consumer, a tiered structure typically has four levels: original equipment manufacturers, module/systems companies, component suppliers, and component makers. All of these structures aim to give their company a competitive advantage. Structure matters to marketing because the customer's place in the industry structure affects the importance of particular benefits, such as quality, price, or durability.

Corporate strategy is vital for all organizations; however, the vast majority of employees are unaware of or do not understand their company strategy. Business leaders, on the other hand, are increasingly recognizing the need to bridge the gap between marketing and their corporate strategy in order to succeed. Rather than providing a map for creating a strategy, this text offers easily implemented tools to connect all aspects of an organization's marketing program to its business strategy, which will then help communicate the company's strategy both internally and externally. Guidance is given on how to make sense of all the reams of data available in this day and age. Written particularly for marketers, this book provides practical help in addressing everyday challenges as well as a comprehensive overview connecting high-level business strategy with individual tactics, such as social media, news articles, and ads. Chapter 4 examines the concept of a buying team rather than a single buyer. Buying teams are increasingly being used by almost every industry; the more people on a buying team, the more disciplines represented, creating a more difficult challenge for marketing. The RAPID decision model groups members of a buying team into four categories: influencers, recommenders, owners, and approvers. Organizing members of a buying team this way can help marketers realize who needs the most attention and what information will need to be communicated to each member. The most important thing to identify is who the key player is; this is not always obvious and often comes down to who has the most to lose. The concept of creating personas in order to capture information on the target audience is discussed as well as working with a sales team.

Corporate strategy is vital for all organizations; however, the vast majority of employees are unaware of or do not understand their company strategy. Business leaders, on the other hand, are increasingly recognizing the need to bridge the gap between marketing and their corporate strategy in order to succeed. Rather than providing a map for creating a strategy, this text offers easily implemented tools to connect all aspects of an organization's marketing program to its business strategy, which will then help communicate the company's strategy both internally and externally. Guidance is given on how to make sense of all the reams of data available in this day and age. Written particularly for marketers, this book provides practical help in addressing everyday challenges as well as a comprehensive overview connecting high-level business strategy with individual tactics, such as social media, news articles, and ads. Chapter 5 explores the need for a story in marketing efforts and for that story to be aligned with the company's strategic vision. A common problem is that organizations have several stories, don't know which to tell, and possibly try to tell all of them. A story tells customers who a company is and what benefits they can expect, it gives employees a mantra and a focus, and it provides a sense of pride and purpose, which then helps recruit the next generation. A strategic vision is needed in order to craft an effective story for all parties involved as it captures exactly what needs to be communicated; several steps are offered on how to develop a strategic vision. Ultimately, a company's strategic vision should be aligned with the business strategy and objectives, be connected to the audience's need, and differentiate the company from its competitors.

Corporate strategy is vital for all organizations; however, the vast majority of employees are unaware of or do not understand their company strategy. Business leaders, on the other hand, are increasingly recognizing the need to bridge the gap between marketing and their corporate strategy in order to succeed. Rather than providing a map for creating a strategy, this text offers easily implemented tools to connect all aspects of an organization's marketing program to its business strategy, which will then help communicate the company's strategy both internally and externally. Guidance is given on how to make sense of all the reams of data available in this day and age. Written particularly for marketers, this book provides practical help in addressing everyday challenges as well as a comprehensive overview connecting high-level business strategy with individual tactics, such as social media, news articles, and ads. Chapter 6 discusses a major part of the marketing process: content. Content can provide information a customer needs and evidence to prove claims a company is making. However, content creation isn't easy; to help, this chapter describes a process called pyramid messaging to create content more effectively and efficiently and achieve integration and consistency across the entire program. Steps to the pyramid messaging process are offered, including summarizing the strategic vision and presenting the evidence that supports the claim. Creative briefs are also essential in aligning the creative team's work with the business strategy and objectives; they should describe the business strategy, messaging strategy, and audience. A discussion of the creative process is offered along with tips on how to help the process work the best.

Corporate strategy is vital for all organizations; however, the vast majority of employees are unaware of or do not understand their company strategy. Business leaders, on the other hand, are increasingly recognizing the need to bridge the gap between marketing and their corporate strategy in order to succeed. Rather than providing a map for creating a strategy, this text offers easily implemented tools to connect all aspects of an organization's marketing program to its business strategy, which will then help communicate the company's strategy both internally and externally. Guidance is given on how to make sense of all the reams of data available in this day and age. Written particularly for marketers, this book provides practical help in addressing everyday challenges as well as a comprehensive overview connecting high-level business strategy with individual tactics, such as social media, news articles, and ads. Chapter 7 explores media tactics, which are marketing tools, not strategies. The endless types of media nowadays can be distracting and confusing for marketing managers. Some companies outline a strategy for each media tool they're going to utilize, but the real value in these tools is their connectivity. Marketers need to assess media strengths and create a mix of various tools to tell their story. The Connect-Convince-Convert model offers a comprehensive plan to reach potential customers, show them what the company has to offer, and turn them into active customers; each phase of this model is described. Campaigns are a way of organizing media choices and creating an integrated tool to connect, convince, and convert; campaigns, not tactics, produce sales and leads. The role of the decision maker in campaigns is explained.

Corporate strategy is vital for all organizations; however, the vast majority of employees are unaware of or do not understand their company strategy. Business leaders, on the other hand, are increasingly recognizing the need to bridge the gap between marketing and their corporate strategy in order to succeed. Rather than providing a map for creating a strategy, this text offers easily implemented tools to connect all aspects of an organization's marketing program to its business strategy, which will then help communicate the company's strategy both internally and externally. Guidance is given on how to make sense of all the reams of data available in this day and age. Written particularly for marketers, this book provides practical help in addressing everyday challenges as well as a comprehensive overview connecting high-level business strategy with individual tactics, such as social media, news articles, and ads. Chapter 8 offers a seven-step guide on how to organize a campaign; the seven steps are plan, meet, map, create, produce and launch, optimize, and report. Planning starts with outlining the company's positioning, message, audience, budget, and schedule, as well as who will be part of the team. Once planning is complete, meet with the team to review the plans, discuss tactics, and brainstorm. The mapping stage is where the Connect-Convince-Convert model is used; for the creating stage, it's best if all campaign tactics are created together. Review the entire campaign with the team before it's launched; the team should also go through it individually after the launch to make sure each piece is working properly. The last two steps, optimization and reporting, are discussed in detail in chapters 9 and 10. Tips on working with an agency to create campaigns are also offered.

Environmental, social, and governance (ESG) is becoming more and more important in our world today, and underlying data is vital in giving it meaning. Acting as a source of checks and balances, ESG needs a long-term view that promises the existence and sustainability of fundamental organizations over time; partnerships and stakeholder engagement are also required. Nevertheless, ESG is complex and not easily measured. Written for companies seeking to attract ESG investments and become compliant with ESG regulatory requirements, this text discusses the "what" and "why" of the matter, diving into understanding ESG, how disregarding ESG means risk, inconsistent metrics and lack of clarity, and what companies can do to be ESG-investable and ESG-compliant. This book also looks at how emerging technologies can help organize underlying ESG data and add transparency to provide accountability and a holistic view of ESG's impact. Chapter 1 discusses early notions of social responsibility. Thanks to the first and second industrial revolutions, companies became essential pillars of society, and modern philanthropy emerged in response to issues such as working conditions in factories, which then led to the idea of corporate social responsibility (CSR). Certain major events advanced CSR even further, including the Exxon Valdez oil spill and climate change. The UN Global Compact is based on CEO commitments to implement sustainability practices, focusing on human rights, labor, environmental, and anti-corruption practices. Because social responsibility is qualitative, standardizing processes to maximize benefits and measure results is challenging. Various methods have been introduced to set standards in areas such as environmental sustainability and labor, and a few organizations have developed holistic ESG standards. These standards are used by global corporations today to provide transparency for investors, who are increasingly demanding ESG conscious investment opportunities.

Environmental, social, and governance (ESG) is becoming more and more important in our world today, and underlying data is vital in giving it meaning. Acting as a source of checks and balances, ESG needs a long-term view that promises the existence and sustainability of fundamental organizations over time; partnerships and stakeholder engagement are also required. Nevertheless, ESG is complex and not easily measured. Written for companies seeking to attract ESG investments and become compliant with ESG regulatory requirements, this text discusses the "what" and "why" of the matter, diving into understanding ESG, how disregarding ESG means risk, inconsistent metrics and lack of clarity, and what companies can do to be ESG-investable and ESG-compliant. This book also looks at how emerging technologies can help organize underlying ESG data and add transparency to provide accountability and a holistic view of ESG's impact. Chapter 2 looks at several key terms for sustainability and what each concept means. These concepts include corporate social responsibility (CSR), the triple bottom line, a circular economy, socially responsible investing (SRI), and environmental, social, and governance (ESG). All these terms can vary widely in approach, focus, and stakeholder perspective that they may represent. The second half of the chapter discusses essential factors for implementing ESG. To implement ESG effectively, all stakeholders need to be active participants. An example with the Catholic church is given. Disregarding ESG comes with risks-for the company and the general population. Multiple examples of organizations using information and communication technologies for development (ICT4D) are described. Leadership with integrity is also essential in implementing ESG.

Environmental, social, and governance (ESG) is becoming more and more important in our world today, and underlying data is vital in giving it meaning. Acting as a source of checks and balances, ESG needs a long-term view that promises the existence and sustainability of fundamental organizations over time; partnerships and stakeholder engagement are also required. Nevertheless, ESG is complex and not easily measured. Written for companies seeking to attract ESG investments and become compliant with ESG regulatory requirements, this text discusses the "what" and "why" of the matter, diving into understanding ESG, how disregarding ESG means risk, inconsistent metrics and lack of clarity, and what companies can do to be ESG-investable and ESG-compliant. This book also looks at how emerging technologies can help organize underlying ESG data and add transparency to provide accountability and a holistic view of ESG's impact. Chapter 3 explores ESG's vital importance for businesses today, considering that some businesses have greater impacts than entire governments. ESG acts as a form of risk mitigation, sheltering companies from the damage ESG scandals can inflict on their reputation and performance. Major players in adding checks and balances to companies include investors, the companies themselves, policy and regulation, customers, the international community, and advocacy. Four major events advancing ESG interests today are also described: the COVID-19 pandemic, migration, sustainable agriculture, and cybersecurity risk.

Environmental, social, and governance (ESG) is becoming more and more important in our world today, and underlying data is vital in giving it meaning. Acting as a source of checks and balances, ESG needs a long-term view that promises the existence and sustainability of fundamental organizations over time; partnerships and stakeholder engagement are also required. Nevertheless, ESG is complex and not easily measured. Written for companies seeking to attract ESG investments and become compliant with ESG regulatory requirements, this text discusses the "what" and "why" of the matter, diving into understanding ESG, how disregarding ESG means risk, inconsistent metrics and lack of clarity, and what companies can do to be ESG-investable and ESG-compliant. This book also looks at how emerging technologies can help organize underlying ESG data and add transparency to provide accountability and a holistic view of ESG's impact. Chapter 4 looks at the challenges that come with defining and standardizing ESG due to its extremely broad reach. A lack of a standardized common format creates problems for investors and companies and can result in a lack of transparency and accountability. Without a standardized approach to ESG reporting, corporations may resort to greenwashing-giving misleading information in regards to how environmentally friendly their operations and products are. Many ESG metrics are also self-reported, resulting in exaggerated impacts due to bias. Disregarding data when it comes to ESG can lead to disastrous results, including favoring short-term profits over long-term strategy, causing unintended negative results in a community, and creating blind spots in ESG programs.

Environmental, social, and governance (ESG) is becoming more and more important in our world today, and underlying data is vital in giving it meaning. Acting as a source of checks and balances, ESG needs a long-term view that promises the existence and sustainability of fundamental organizations over time; partnerships and stakeholder engagement are also required. Nevertheless, ESG is complex and not easily measured. Written for companies seeking to attract ESG investments and become compliant with ESG regulatory requirements, this text discusses the "what" and "why" of the matter, diving into understanding ESG, how disregarding ESG means risk, inconsistent metrics and lack of clarity, and what companies can do to be ESG-investable and ESG-compliant. This book also looks at how emerging technologies can help organize underlying ESG data and add transparency to provide accountability and a holistic view of ESG's impact. Chapter 5 discusses the complexity of sustainability data. There are several layers to company data, and they can be put into a framework that will enhance transparency and understanding. Brief descriptions of several approaches to sustainability frameworks are offered, including the Global Reporting Initiative, the Carbon Disclosure Project, and the Sustainability Accounting Standards Board. Basic ESG components fall into the environmental, social, or governance categories; each of these categories then has various subcategories that differ between industries. Data sources for all these categories can also vary but typically include data suppliers. Companies tend to provide sustainability reports annually, but they focus on the past and rarely provide insights into the future. Various investor perspectives are also described; investment levels in sustainable companies have been consistently growing and will continue to do so.

Environmental, social, and governance (ESG) is becoming more and more important in our world today, and underlying data is vital in giving it meaning. Acting as a source of checks and balances, ESG needs a long-term view that promises the existence and sustainability of fundamental organizations over time; partnerships and stakeholder engagement are also required. Nevertheless, ESG is complex and not easily measured. Written for companies seeking to attract ESG investments and become compliant with ESG regulatory requirements, this text discusses the "what" and "why" of the matter, diving into understanding ESG, how disregarding ESG means risk, inconsistent metrics and lack of clarity, and what companies can do to be ESG-investable and ESG-compliant. This book also looks at how emerging technologies can help organize underlying ESG data and add transparency to provide accountability and a holistic view of ESG's impact. Chapter 6 explores how financial data is connected to ESG. When they don't manage sustainably, organizations create financial risk for investors and employment risk for employees. The role of sustainability ratings is discussed as it relates to companies and investors; several key sustainability ratings companies are described, including Eiris, MSCI, and Bloomberg. AI can be used to extract better insights, statistics, and comparisons from various data sources. ESG data inconsistencies are also briefly described.

Environmental, social, and governance (ESG) is becoming more and more important in our world today, and underlying data is vital in giving it meaning. Acting as a source of checks and balances, ESG needs a long-term view that promises the existence and sustainability of fundamental organizations over time; partnerships and stakeholder engagement are also required. Nevertheless, ESG is complex and not easily measured. Written for companies seeking to attract ESG investments and become compliant with ESG regulatory requirements, this text discusses the "what" and "why" of the matter, diving into understanding ESG, how disregarding ESG means risk, inconsistent metrics and lack of clarity, and what companies can do to be ESG-investable and ESG-compliant. This book also looks at how emerging technologies can help organize underlying ESG data and add transparency to provide accountability and a holistic view of ESG's impact. Chapter 7 discusses the role technology plays in measuring and improving ESG outcomes. Different frameworks provide context to measure sustainability components against a company's goals. Real estate and transportation-two of the largest contributors to greenhouse gas emissions-are offered as two examples of industries that benefit from the use of data monitoring to measure and influence results. Data journeys captured in a blockchain can help enhance transparency; various technologies, such as cryptography, can reduce cyber risk; and AgriTech solutions can assist in meeting the ever-growing demand for food.

Environmental, social, and governance (ESG) is becoming more and more important in our world today, and underlying data is vital in giving it meaning. Acting as a source of checks and balances, ESG needs a long-term view that promises the existence and sustainability of fundamental organizations over time; partnerships and stakeholder engagement are also required. Nevertheless, ESG is complex and not easily measured. Written for companies seeking to attract ESG investments and become compliant with ESG regulatory requirements, this text discusses the "what" and "why" of the matter, diving into understanding ESG, how disregarding ESG means risk, inconsistent metrics and lack of clarity, and what companies can do to be ESG-investable and ESG-compliant. This book also looks at how emerging technologies can help organize underlying ESG data and add transparency to provide accountability and a holistic view of ESG's impact. Chapter 8 explores various practices organizations can adopt to implement sustainability strategies. With the rise in sustainability awareness, the number of sustainability native companies will also grow; these companies have sustainability at the core of their business strategy and operations. Innovation is vital to addressing sustainable development needs, and partnerships-especially with NGOs or philanthropic organizations-can help companies promote the success of their specific goals. The role of B Corporations is briefly discussed, and ways to standardize and gather data are offered. The perspective of investors is also described.

Environmental, social, and governance (ESG) is becoming more and more important in our world today, and underlying data is vital in giving it meaning. Acting as a source of checks and balances, ESG needs a long-term view that promises the existence and sustainability of fundamental organizations over time; partnerships and stakeholder engagement are also required. Nevertheless, ESG is complex and not easily measured. Written for companies seeking to attract ESG investments and become compliant with ESG regulatory requirements, this text discusses the "what" and "why" of the matter, diving into understanding ESG, how disregarding ESG means risk, inconsistent metrics and lack of clarity, and what companies can do to be ESG-investable and ESG-compliant. This book also looks at how emerging technologies can help organize underlying ESG data and add transparency to provide accountability and a holistic view of ESG's impact. Chapter 9 offers examples of companies that have created and are focusing on sustainable strategies; some are transitioning to a circular economy. The UN Alliance for Sustainable Fashion is working to improve sustainability in the fashion industry; Uzbekistan's DAVR-BANK provides funding for micro, small, and medium enterprises (MSMEs), particularly for women-owned businesses; Thailand's Indorama Ventures recovers and recycles plastic waste; and IKEA encourages customers to have more sustainable homes. Examples with Mars and Blackrock are also described. Microsoft has collaborated with governments and other organizations to work toward several of the UN Sustainable Development Goals. Through partnerships, Microsoft is able to enhance its impact on specific communities.

Environmental, social, and governance (ESG) is becoming more and more important in our world today, and underlying data is vital in giving it meaning. Acting as a source of checks and balances, ESG needs a long-term view that promises the existence and sustainability of fundamental organizations over time; partnerships and stakeholder engagement are also required. Nevertheless, ESG is complex and not easily measured. Written for companies seeking to attract ESG investments and become compliant with ESG regulatory requirements, this text discusses the "what" and "why" of the matter, diving into understanding ESG, how disregarding ESG means risk, inconsistent metrics and lack of clarity, and what companies can do to be ESG-investable and ESG-compliant. This book also looks at how emerging technologies can help organize underlying ESG data and add transparency to provide accountability and a holistic view of ESG's impact. Chapter 10 discusses how ESG may look in the future. There have been many different ESG standards and frameworks, but the various standards bodies announced in 2020 that the differing reporting standards are going to merge to give all those involved a clearer choice of lenses to evaluate decisions. A standardized level of granularity is also critical in determining ESG risks consistently. Emerging technologies can organize ESG data and then present it in a way that fits the needs of ESG initiatives. In implementing ESG strategies, top-down approaches are needed to integrate ESG at all levels of an organization, and specific management responsibilities should be established. Examples of how various countries and regions are leading in sustainability are offered. As ESG standards are better understood, sustainability native startups will grow and evolve.

Direct selling isn't just an industry or a business model-it's people. Direct selling is successful today because of the people who have been able to build successful businesses from the ground up or by representing a company's product. Entrepreneurs who use a direct selling approach utilize independent salespeople to market and sell their products or services directly to the consumer. These direct selling distributors are offered a low-risk, low-cost path to micro-entrepreneurship. Framed within the context of entrepreneurship and an overview of the long-term sustainability of the direct selling business model, this book dives into three main issues associated with direct selling: compensation, ethics and compliance, and global reach. Written for practitioners, academics, members of the press, policy makers, and students, this text offers research and knowledge about the economic and social benefits of direct selling and provides detail and clarity on key issues related to direct selling as a sustainable business model. Chapter 1 starts off by describing various types of ventures entrepreneurs can create, including survival, lifestyle, managed growth, and aggressive growth ventures. To build these ventures, entrepreneurs can utilize direct selling. Companies that use direct selling as their distribution channel then create individual sales opportunities for those interested in engaging in the gig economy. These workers could then use direct selling to build their own businesses while being back by established brands that have quality products, marketing tools, business training, and technological resources. Examples of companies that use direct selling are provided throughout the chapter, including Mary Kay Inc. and Traci Lynn Jewelry.

Direct selling isn't just an industry or a business model-it's people. Direct selling is successful today because of the people who have been able to build successful businesses from the ground up or by representing a company's product. Entrepreneurs who use a direct selling approach utilize independent salespeople to market and sell their products or services directly to the consumer. These direct selling distributors are offered a low-risk, low-cost path to micro-entrepreneurship. Framed within the context of entrepreneurship and an overview of the long-term sustainability of the direct selling business model, this book dives into three main issues associated with direct selling: compensation, ethics and compliance, and global reach. Written for practitioners, academics, members of the press, policy makers, and students, this text offers research and knowledge about the economic and social benefits of direct selling and provides detail and clarity on key issues related to direct selling as a sustainable business model. Chapter 2 offers an historical perspective on direct selling. There was a form of direct selling as early as 6,000 years ago when peddlers would travel the Silk Road to sell goods. Five main events brought about how direct selling looks today: the first company who had people go door-to-door to sell products, welcoming women as distributors, the formation of the Direct Selling Association (DSA), a new approach to compensation, and the evolution of the sales method. All five events are discussed. The effects of the COVID-19 pandemic on direct selling are also explored. Direct selling has long been both a go-to-market strategy and a form a gig work; many businesses and individuals have achieved success in both forms. Direct selling companies have evolved over time and will continue to do so to take advantage of future opportunities.

Direct selling isn't just an industry or a business model-it's people. Direct selling is successful today because of the people who have been able to build successful businesses from the ground up or by representing a company's product. Entrepreneurs who use a direct selling approach utilize independent salespeople to market and sell their products or services directly to the consumer. These direct selling distributors are offered a low-risk, low-cost path to micro-entrepreneurship. Framed within the context of entrepreneurship and an overview of the long-term sustainability of the direct selling business model, this book dives into three main issues associated with direct selling: compensation, ethics and compliance, and global reach. Written for practitioners, academics, members of the press, policy makers, and students, this text offers research and knowledge about the economic and social benefits of direct selling and provides detail and clarity on key issues related to direct selling as a sustainable business model. Chapter 3 discusses the issue of compensation in regards to direct selling. Compensation is a key motivator for a company's distribution channel partners to perform the work delegated to them in the direct selling (DS) distribution channel. For nonemployee independent contractors to work effectively, they need to be rewarded for brand loyalty, sales generation, and sales management development and expertise. DS distributor compensation should provide various incentives while offering the characteristic freedom of DS distributor participation. Compensation can include many elements, including personal consumption wholesale discounts and bonuses for successful recruiting. Ways distributors can earn real financial benefits are also outlined; some of these methods are measured by the company, while others aren't. Examples are provided throughout. A counterargument to the idea that direct selling companies are pyramid schemes is also offered.