SEPTEMBER 2011

SOCIAL GOOD

Executive Summary ...................................................................................... 3

Social Good .................................................................................................. 5

The End of Goodwashing........................................................................ 6

The Rise of Shared Value ........................................................................ 12

Things to Watch: Buy One, Give One Away ............................................ 18

Creative Urban Renewal ........................................................................ 19

Ripping a Page From the For-Profit Playbook ............................................ 27

The Global Do-Good Generation ............................................................ 32

Things to Watch .................................................................................... 35

Gaming for Social Good .................................................................... 35

Beyond Slacktivism: Incentivizing Online Engagement............................ 37

Donation Channel Innovation ............................................................ 38

Case Studies ........................................................................................ 41

Appendix ........................................................................................................ 44

Learn More About Our Experts and Influencers .............................................. 45

Additional Charts .......................................................................................... 49

A note to readers: To make the report easy to navigate, we’ve added hyperlinks to the Table of Contents and Executive Summary, so you can jump immediately to the trends that most interestyou. We’ve also added summary pages of each trend where, again, you can click items on the pagesto jump to more information (or alternatively, you can read the material straight through).

This is a report from JWTIntelligence. Go to JWTIntelligence.com to download this and othertrend research.

TABLE OF CONTENTS

With leaders of multinational organizations embracing socially responsible practices as good business strategy, nonprofitstaking a page from the for-profit playbook to drive results and a socially conscious generation coming of age, we’re seeingnew energy and increasingly innovative initiatives in the area of social good.

This report explores how macro trends—including the call for radical transparency, rapid urbanization and advancementsin technology—are influencing social good initiatives across the globe. For instance, expect less “goodwashing,” morecreative strategies for urban renewal and corporations embracing “shared value.”

• The End of Goodwashing: Cynical and savvy, today’s consumers expect greater accountability from nonprofits as wellas brands involved in cause marketing—e.g., exactly where the money is going and what impact it’s having. Moretransparency will mean more focus on effecting real change and less “goodwashing.”

• The Rise of Shared Value: Rather than simply doling out checks to good causes, some corporations are starting toshift their business models, integrating social issues into their core strategies. The aim is to create shared value, aconcept that reflects the growing belief that generating a profit and achieving social progress are not mutuallyexclusive goals. By reconsidering products and target demographics, forging partnerships with local groups andimproving productivity in the value chain, companies can become a force for positive change while enhancing theirlong-term competitiveness.

• Creative Urban Renewal: Human environments will become increasingly important as the global population becomesmore urbanized over the next few decades and cities boom. Brands will become key partners in enabling creativestrategies for urban renewal—improving local environments, adding beauty or helping to bring communities together.

• Ripping a Page From the For-Profit Playbook: Nonprofit organizations are increasingly adopting for-profit tactics,fusing social consciousness with business acumen and focusing on achieving visible change. The shift from blanketor black-hole benevolence to targeted giving and venture philanthropy places more emphasis on cause and effect,measurable results and return on investment.

The four macro trends above represent the driving forces in social good today. In addition, this report outlines things towatch in this space, including gamification, new ways to incentivize online engagement and donation channel innovation.We also highlight a number of standout case studies from around the world.

METHODOLOGY

JWT’s “Social Good” report is the result of quantitative, qualitative and desk research conducted by JWTIntelligence inpartnership with EthosJWT, a unit specializing in brand strategy, ideas and activation for social change and societalbenefit.

JWTIntelligence and EthosJWT interviewed experts and influencers from the nonprofit and corporate social responsibilitysectors and conducted quantitative surveys in the U.S., the U.K. and Canada. The surveys used SONAR™, JWT’sproprietary online tool, to poll 908 adults aged 18-plus from June 28-July 6, 2011.

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SOCIAL GOOD

EXECUTIVE SUMMARY

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SOCIAL GOOD

EXPERTS AND INFLUENCERS*

NATHAN EAGLE, founder and CEO, txteagle

DAVID BELT, executive director and founder,Macro Sea

VANESSA EDWARDS,head of corporate responsibility, WPP

KIM FINN, vice presidentand managing director,EthosJWT, Toronto

TIM FAVERI, director,sustainability and responsibility, Tim Hortons, Inc.

STEVE LEWIS, CEO and co-founder, Living PlanIT

CHARMIAN LOVE,chief executive, Volans

IRA LISS, CEO andco-founder, AOK

YAO-HUI HUANG, CEO,Win4Causes

ALEXIS OHANIAN, co-founder,Reddit; founder, Breadpig

WALKER MORRIS, Malawicountry executive, ClintonFoundation

MILTON PEDRAZA, CEO,Luxury Institute

KRISTINE SHINE, vice president, PopSugar Media

TONY PIGOTT, presidentand CEO, JWT Canada; globaldirector, EthosJWT; co-founder,Brandaid Project

*See Appendix to learn more about these experts and influencers.

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SOCIAL GOOD

6

THE END OF GOODWASHING

TREND

SIGNIFICANCE/RELEVANCE

MANIFESTATIONSDRIVERS

} }It’s no longer enough to simply claim virtuous actions after some token efforts. As consumers learn all they ever wanted

to know about the impact of their donations, volunteer efforts and cause-related purchases, brands and philanthropic

organizations will need to ensure their credentials are up to the scrutiny. This goes for internal operations as well as

partnerships. Better to acknowledge flaws in CSR programs and business operations—along with plans on how these

issues will be addressed—than to be found out by watchdogs or engaged individuals and have reputations smeared

across the media.

Consumer cynicism

Cynical and savvy, today’s

consumers expect greater

accountability from nonprofits as

well as brands involved in cause

marketing—e.g., exactly where

the money is going and what

impact it’s having. More

transparency will mean more

focus on effecting real change

and less “goodwashing.”

Expectation of radicaltransparency

Reading the fine print

Social media

Benefit Corporations taking a holistic approach to

social good

More (and easier-to-digest)labeling and reporting

(sustainability indexes, Tescogreen labeling scheme,

Starbucks GlobalResponsibility Report,Apple’s environmentalfootprint, Patagonia’s

“The Footprint Chronicles,”Best Buy CSR and

sustainability webinar)

Competitive andgovernment pressures

More monitoringorganizations and

watchdogs

Digitally enabled advocacy groups

Consumer cynicism: Today’s consumers have seen plenty of “goodwashing,” or dubiousPR- or marketing-driven efforts, such as BP’s $125 million investment to position itself asenvironmentally responsible prior to causing a catastrophic oil spill. So people are moreapt to question brands’ commitment to the causes they support: Just over half ofrespondents to our survey agreed with the statement, “I’m skeptical of brands that arealigned with charitable/social causes; their efforts seem somewhat halfhearted.”

People have also seen nonprofits being taken to task—from Madonna’s Raising Malawito the foundation set up by Three Cups of Tea author Greg Mortenson—so they aresomewhat cynical about charities as well. For example, 88% of our respondents said they are “sometimes suspiciousabout how much of the money I donate actually goes to people in need, as opposed to management and administrativecosts.” (See figure 1a; for country breakdowns, see Appendix, figures 1b-d.)

Expectation of radical transparency: With the rise of Maximum Disclosure—brands telling consumers more abouteverything from calorie counts to carbon footprints—consumers are growing to expect greater transparency from thephilanthropic world as well. More than eight in 10 of our respondents agreed that “Brands that are aligned withcharitable/social causes need to do a better job of telling me how my donation is benefiting the cause.” And three-quarters of our respondents agreed with the statement, “Brands and companies don’t disclose enough informationabout their charity/social cause programs.” (See figure 1a.)

Reading the fine print: People are putting more time and energy into research—they are increasingly apt to seek outmore details about programs and brands that attract their attention and discover additional information aboutenvironmental impact, business practices and more. Indeed, 55% of our survey respondents reported doing research tolearn how their funds are allocated before donating to a charitable organization; Millennials and Gen Xers are the mostdiligent cohorts, with around 60% in agreement. (See figure 1a.)

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THE END OF GOODWASHING

Cynical and savvy, today’s consumers expect greater accountability from nonprofits as well as brands involved in causemarketing—e.g., exactly where the money is going and what impact it’s having. More transparency will mean morefocus on effecting real change and less “goodwashing.”

TREND

DRIVERS

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“Brands are becoming far more discerning about who to cooperate with in terms ofinstitutions. Madonna had a problem with her charity, and so did Oprah. So before brandsstep in to sponsor a charity, it has to have impeccable credentials, have substance.”

—MILTON PEDRAZA, CEO, Luxury Institute

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75%}

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84%}

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THE END OF GOODWASHING

Social media: Facebook, Twitter and other socialplatforms have made it easy for anyone to become anagent of social change. With a quick click, activists,watchdogs, thought leaders and average Joes candisseminate their perspective to the masses, bringingvaried points of view to light and limiting anorganization’s ability to gloss over less flattering facts.

Competitive and government pressures: Legal requirements and competitive pressures are forcing businesses as well as nonprofits to more fully disclose everything from carbon footprints and labor practices to metrics charting a charity’s effectiveness.

More monitoring organizations and watchdogs: Third-partyorganizations are making it easier for people to find out moreabout individual charities and how they stack up. Guidestar,for instance, has aggregated information on more than 1.8million nonprofits and 6.6 million people in the sector withthe hopes of getting organizations to share their information more “openly and completely.” Charity Navigator evaluatesmore than 5,500 American charities based on their organizational efficiency and how well they sustain their programsover time, while the more stringent American Institute of Philanthropy (billed as “the pit bull of watchdogs”) is on amission to “educate the public about the importance of wise giving.”

“My sense is that, withthe younger generation,if they cannot readthings about your

company on the Web, you have verylittle credibility in their eyes. … It isalmost like they do not believe youunless they can read it for themselvesand get comfort that someone outthere has blogged or given the issuethe ‘Like’/thumbs up.”

–TIM FAVERI, director, sustainability andresponsibility, Tim Hortons, Inc.

“We are being pushed by socially responsible investors and other stakeholders to measure the‘impact’ or ‘outcomes’ of our social/community programs. I think this will be a big area of interestand focus in the next few years.”

—TIM FAVERI, director, sustainability and responsibility, Tim Hortons, Inc.

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Figure 1A: RISE OF CONSUMER CYNICISM ANDEXPECTATION FOR TRANSPARENCY (U.S., U.K., CAN)Percentage who agree with each of the following

I’m skeptical of brands that are alignedwith charitable/social causes, their

efforts seem somewhat halfhearted

I’m sometimes suspicious abouthow much of the money I donate

actually goes to people in need, asopposed to management and

administrative costs

Brands that are aligned withcharitable/social causes need to do a

better job of telling me how mydonation is benefiting the cause

Brands and companies don’tdisclose enough information abouttheir charity/social cause programs

I do background research to learnexactly how my funds are allocated

before donating money to acharitable organization

I wish there was an easier way to seethe direct impact my time/monetary

donations have

55%

85%87%92%

86%84%83%

60%61%

45%

Millennials (18-33) Gen X (34-46) Boomers (47-66)

88%

84%

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52%}

55%}

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THE END OF GOODWASHING

Aiming to build a more transparent marketplace, GoodGuide is a website that uses a staff of researchers (chemists,toxicologists, nutritionists, etc.) to rate consumer products based on a wide range of criteria. Its mobile app allowsconsumers to scan products and get instant ratings to help them “Find safe, healthy, and green products,” as GoodGuide’stagline states. In 2010, GoodGuide announced plans to build a portal where manufacturers can learn how to boost their ratings.

Digitally enabled advocacy groups: Digital media ishelping advocacy groups reach a broader audiencewith messages about avoiding brands that useoffending ingredients, unsavory labor practices and soon. With so much information out there, these groupshelp simplify issues for consumers while pushingcorporations to keep it clean. The Rainforest ActionNetwork, for instance, relies on aggressive marketingcampaigns against practices perceived as harmingrainforests and natural resources; its mission is to getcompanies to “balance profits with principles, [and] toshow that it is possible to do well by doing good.”

More (and easier-to-digest) labeling and reporting: Some of the world’s leading brands are making the environmentalimpact of their products and operations more transparent. At the same time, reporting is becoming more visually driven,making sometimes complex information more digestible.

• Sustainability indexes: Since 2009, Walmart has been working with vendors to develop a sustainability index for all itsproducts. The retailer sells so many products and has such an extensive global presence that the initiative couldeventually be a tipping point for universal eco-labeling. IKEA recently announced a “Sustainability Product ScoreCard” for its products, saying that by 2015, it aims to make the bulk of its home furnishing products more sustainablethan predecessor or competing products.

• Tesco green labeling scheme: Under this government-led voluntary program, the U.K.-based retail giant is working tolabel the 70,000 products on store shelves with carbon emissions data. So far Tesco has labeled more than 500 products.

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THE END OF GOODWASHING

• Starbucks Global Responsibility Report: Among the annualresponsibility reports that companies publish, whichinclude updates on progress toward CSR and relatedgoals, some stand out for their ability to make theinformation more digestible. Starbucks, for example, usesa visually driven format to reveal its progress in the areasof coffee purchasing and farmer support, communityinvolvement, cup recycling and energy and waterconservation; this is viewable under the Responsibility tabof the company’s website.

• Apple’s environmental footprint: Apple’s website reveals itsgreenhouse gas emissions and outlines the environmentalfootprint of all its products in a visually appealing way.

• Patagonia’s “The Footprint Chronicles”: The outdoor-gearbrand details the environmental impact of its products,listing “the good” and “the bad” for each (e.g., the Nano PuffPullover jacket’s water-repellent finish contains a “syntheticchemical that is now persistent in the environment”).

• Best Buy CSR and sustainability webinar: In mid-2011, BestBuy took a brave leap into transparency by hosting adiscussion of its annual sustainability report with a liveaudience via Livestream and Twitter.

Benefit Corporations taking a holistic approach to social good:While capitalism in the past century blossomed around theidea of increasing shareholder value, a new crop ofcorporations known as Benefit Corporations (or B Corps)operates under recently adopted legal provisions that makeit easier to put sustainability and accountability at the centerof the business model. B Corps can legally consider allstakeholders when making decisions, not only stockholders.

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“The answer is not to play ‘gotcha’ at the back end. The answer is getting in front of the problemand preventing situations in the first instance.”

—TIM DELANEY, president, National Council of Nonprofits, “Can You KnowWhere Your Charity Dollars Go? Not Easily,” npr.org, May 6, 2011

To become a B Corp, companies must be certified by B Lab, a nonprofit that evaluates a business’s operations and legalframework to ensure that doing good is ingrained in the DNA. There are nearly 450 B Corps across North America andthe EU—including Method and Seventh Generation—and they generate $2.18 billion in revenue across 54 industries,according to bcorporation.net.

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THE END OF GOODWASHING

SIGNIFICANCE/RELEVANCE

POTENTIAL

It’s no longer enough to simply claim virtuous actions after some token efforts. As consumers learn all they ever wantedto know about the impact of their donations, volunteer efforts and cause-related purchases, brands and philanthropicorganizations will need to ensure their credentials are up to the scrutiny. This goes for internal operations as well aspartnerships. Better to acknowledge flaws in CSR programs and business operations—along with plans on how theseissues will be addressed—than to be found out by watchdogs or engaged individuals and have reputations smearedacross the media.

With consumers on high alert, claims must be solid: Consumers will see through “goodwashing” and similar practices.And transparency is essential too. It’s likely that simply being open will matter more to consumers than the specificinformation revealed.

As more corporations spell out their CSR credentials and nonprofits more clearly illustrate their mission, it will becomeincreasingly important to practice Visual Fluency—that is, convey complex information in an easily digestible way. People intoday’s attention-scarce economy prefer a graphic synthesis of information to an avalanche of data and reading material.

Watch for more businesses to follow the lead of companies like Best Buy, which is opening up a two-way dialogue aboutits CSR reporting; Patagonia, which divulges the shortcomings of its products in addition to their green credentials; andStarbucks, which lets consumers easily check the company’s progress toward self-imposed CSR goals. Such efforts willhelp companies differentiate themselves from the cacophony of CSR messaging.

Meanwhile, brands with the cleanest credentials can ramp up efforts to educate consumers about why they should careand apply competitive pressure on organizations that have been slow to adopt the “Do no evil” creed or are still practicingold-school philanthropy.

Brands that don’t become more responsible for their social impact and act more sustainably will lose ground.

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THE RISE OF SHARED VALUE

TREND

SIGNIFICANCE/RELEVANCE

MANIFESTATIONSDRIVERS

} }By putting shared value at the center of their strategy, brands can benefit their business, their customers and society in

general. Companies should identify needs and develop products, services and/or processes to meet them; invest in the

charitable, nonprofit and/or NGO space; and seek ways to reduce fuel consumption, which reduces costs and emissions.

In the long term, these strategies can expand companies’ market presence, insulate them from shocks in the supply

chain and improve the way they are perceived by consumers.

Rather than simply doling out

checks to good causes, some

corporations are starting to shift

their business models,

integrating social issues into

their core strategies. The aim is

to create shared value, a concept

that reflects the growing belief

that generating a profit and

achieving social progress are not

mutually exclusive goals. By

reconsidering products and

target demographics, forging

partnerships with local groups

and improving productivity in

the value chain, companies can

become a force for positive

change while enhancing their

long-term competitiveness.

New opportunities inemerging markets

Pressure to cut costs andcarbon emissions

Blurring lines betweenbusiness, nonprofits and

government

Reconceiving supplychains (Sabritas’ Educampoproject, Marks & Spencer’s

“Plan A,” Walmart’s fuel-efficient trucks)

Reconceiving products toaddress social issues(Campbell’s Nourish,Philips’ “SustainableEnergy Solutions forAfrica,” GE’s Vscan)

Consumer expectations

Looming resource shortages

The Millennial outlook

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THE RISE OF SHARED VALUE

Rather than simply doling out checks to good causes,some corporations are starting to shift their businessmodels, integrating social issues into their core strategies.The aim is to create shared value, a concept that reflectsthe growing belief that generating a profit and achievingsocial progress are not mutually exclusive goals. Byreconsidering products and target demographics, forgingpartnerships with local groups and improvingproductivity in the value chain, companies can become aforce for positive change while enhancing their long-term competitiveness.

TREND

“The concept of shared value can be defined aspolicies and operating practices that enhancethe competitiveness of a company whilesimultaneously advancing the economic andsocial conditions in the communities in whichit operates. Shared value creation focuses onidentifying and expanding the connectionsbetween societal and economic progress.”

—MICHAEL E. PORTER AND MARK R. KRAMER,“Creating Shared Value: How to reinvent capitalism—and

unleash a wave of innovation and growth,” Harvard BusinessReview, January-February 2011DRIVERS

New opportunities in emerging markets: As businesses seeknew sources of revenue in emerging markets, they are comingto see that they can generate opportunities for growth if theyhelp to address some of the endemic problems they find (forexample, by creating relevant products and services andinvesting in sustainable manufacturing processes). In Africa, forexample, where an estimated 560 million people live withoutelectricity, new solar-powered technologies offer a cheap way toprovide families with lighting.

Pressure to cut costs and carbon emissions: Companies aredeveloping more sustainable, low-cost manufacturing and transportpractices as they seek ways to both reduce costs and fall in line withpressures to cut carbon emissions. These practices,and othersfocused on stewarding natural resources, can be both economicaland effective, cutting pollution and improving local living conditions.

Blurring lines between business, nonprofits and government:Corporations are partnering with governments and nonprofits—from academic institutions to development organizations—inalliances that advance the objectives of all parties. As part of The Cocoa Plan, Nestlé, for example, has partnered with NGOs,governments and private companies in an effort to help cocoa farmers run profitable farms, improve production, respect theenvironment and better their local communities. We’re also seeing more social business enterprises—organizations thatcomprise both for- and nonprofit components—such as Waste Concern, which promotes recycling and waste management inBangladesh, and Terracycle, which helps to collect waste in more than a dozen countries and upcycles it into sellable products.

As Michael E. Porter and Mark R. Kramer wrote in Harvard Business Review earlier this year,“The principle of shared value creationcuts across the traditional divide between the responsibilities of business and those of government or civil society. From society’sperspective, it does not matter what types of organizations created the value. What matters is that benefits are delivered by thoseorganizations—or combinations of organizations—that are best positioned to achieve the most impact for the least cost.”

“We have observed thatcompanies that choose to takeon a more proactive approachin the form of ‘social

innovation’ are capturing much greatercompetitive advantage. This competitiveadvantage is rooted in an ability to createnew products and services that deliver socialand environmental impact alongside financialimpact, gain access to new markets, engageand retain their internal talent, as well asbuild brand differentiation in the market.”

—CHARMIAN LOVE, chief executive of social innovation consultancy Volans

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THE RISE OF SHARED VALUE

Looming resource shortages: In today’s globalizedenvironment, demand for resources is growingexponentially, and experts are sounding warnings aboutlooming shortages. In Africa, for example, political instabilityand antiquated farming techniques mean volatile supplychains and greater risk for companies. Corporations aretrying to ensure the long-term viability of key resources byimproving living conditions and providing communitieswith new, more sustainable technologies.

Consumer expectations: Consumers care about socialresponsibility and expect corporations to care as well, asour data shows: 87% of respondents across the marketssurveyed agreed that “Brands and big corporationsshould take responsibility for improving the world.”Moreover, 90% felt that “Companies need to do moregood, not just less bad.” (See figure 2a; for countrybreakdowns, see Appendix, figures 2 b-d.)

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Figure 2A: CONSUMER EXPECTATION FORRESPONSIBLE BUSINESS (U.S., U.K., CAN)Percentage who agree with each of the following

90%}

Millennials (18-33) Gen X (34-46) Boomers (47-66)

Brands and big corporationsshould take responsibility for

improving the world

Companies need to do moregood, not just less bad

I believe brands are able to be both powerful/

profitable and kind to the world at the same time

MANIFESTATIONS

Reconceiving products to address social issues: Global brands are developing products and services tailored to addressissues prevalent in the markets where they operate.

• Campbell’s Nourish: Distributed in Canadian groceries, Nourish is a single-serving can of soup designed toprovide a complete daily serving of three key food groups at a low cost. Campbell’s considers the product both acommercial opportunity and a way to address hunger and food security issues. Additionally, the company donated200,000 cans of Nourish to Food Banks Canada. Campbell’s has developed partnerships with nonprofits such asthe World Food Programme and local governments, and is considering rolling out Nourish in other markets.

• Philips’ “Sustainable Energy Solutions for Africa”: As part of this solar-focused effort, Philips is partnering with theDutch government in a bid to provide affordable, sustainable energy solutions to some 10 million people across

“We’ll see a growing recognition (at least among the most progressive companies) of

the opportunities associated with sustainability and a greater commitment to creating

‘shared value’ for business and society. In terms of implementation, partnerships are

often essential because of the complex nature of the challenges being addressed.”

—VANESSA EDWARDS, head ofcorporate responsibility, WPP

The Millennial outlook: Millennials, who tend to be optimistic, entrepreneurial and socially engaged, are entering thebusiness world and bringing this mind-set with them. This globally connected generation wants to effect socialchange and use intuitive, commercial strategies to do so. (See “The Global Do-Good Generation,” page 32.)

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THE RISE OF SHARED VALUE

10 sub-Saharan African nations by 2015. The Solar HomeSystem, for instance, is a low-cost, highly efficient light forhomes and small businesses. Its solar-charged battery packpowers two LED lamps, and a full day’s charging in the suncan provide more than five hours of light. A cheap, lightweightsolar reading light is designed to help children complete theirhomework at night or allow people to read in the evening.

• GE’s Vscan: GE started selling this smartphone-sized imagingtool, which brings ultrasound technology to physicians’pockets, in 2010. The device has an hour’s worth of batterylife, allowing medics to diagnose patients in the field—mostnotably in crisis zones where access to power is limited—andalong bedsides. With a price tag just under $8,000, the Vscanoffers a considerably cheaper alternative to standardultrasound machines, which can cost upward of $100,000.

Reconceiving supply chains: Faced with rising manufacturing andtransportation costs—especially as the price of oil increases—businesses are starting to reduce packaging and reconfiguretheir logistics systems, steps that both save money and lowercarbon emissions.

• Sabritas, Educampo project: As part of efforts to improve thesustainability of its corn supply, Sabritas works with farmersclose to its factories in Mexico, in collaboration with theMexican Foundation for Rural Development. The PepsiCo-owned snack brand provides seeds, fertilizer, water usageguidelines and agrochemicals to help farmers increase theiryields. Between 2008 and 2010, the project helped close to 300small families, and the average corn yield more than doubled.Meanwhile, PepsiCo was able to lower transportation costswhile ensuring access to the type of corn best suited to its

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Projects that create shared value “sidestepthe age-old debate about whether businessis good or evil. ... They just want to solvesocial problems in the most effective waythey know how, and engaging businessknow-how, resources and the profitmotive turns out to be an important partof many solutions.”

—LESLIE R. CRUTCHFIELD, JOHN V. KANIA, and

MARK R. KRAMER, “Do More Than Give: The Six

Practices of Donors Who Change the World,”

as reprinted in Fast Company, March 2011

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THE RISE OF SHARED VALUE

needs. The company runs similar agricultural programsin other countries, including Russia and China.

• Marks & Spencer, “Plan A”: The British retailer Marks &Spencer has committed to the lofty goal of becoming theworld’s most sustainable major retailer by 2015. Thecompany reported that in 2010/2011, this ongoinginitiative contributed to a net benefit of £70 million forM&S. Among other strategies, the retailer switched itsdelivery fleet to 50% bio-diesel fuel and implemented a“‘green’ business travel policy to reduce CO2 emissionscaused” by travel. It is currently upgrading its refrigerationsystems in stores, leading to a reduction in greenhousegas emissions.

• Walmart’s fuel-efficient trucks: Walmart is working todouble its truck efficiency by 2015 (based on a 2005baseline), switching to fuel-efficient tires, recalibratingengines and adding aerodynamic elements to truckcarriages. It has also replaced two-thirds of its nearly7,000-truck fleet with fuel-efficient tractors and useddetailed analysis to shorten its route network, by 49million miles. In 2010, these initiatives helped thecompany cut its fuel costs and save almost 40,000 metrictons of CO2 emissions.

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SIGNIFICANCE/RELEVANCE

By putting shared value at the center of their strategy, brands can benefit their business, their customers and society ingeneral. Companies should identify needs and develop products, services and/or processes to meet them; invest in thecharitable, nonprofit and/or NGO space; and seek ways to reduce fuel consumption, which reduces costs and emissions.

In the long term, these strategies can expand companies’ market presence, insulate them from shocks in the supply chainand improve the way they are perceived by consumers.

POTENTIAL

There are more than 3 billion low-income consumers worldwide, according to estimates by Nestlé, and as globalpopulation growth explodes, this number is set to spike. By creating products and services to meet the needs of thissegment, brands have a huge opportunity to expand outside developed markets. And by investing in emerging markets,brands can create a virtuous circle, where employed locals become aspiring middle-class consumers.

Brands can innovate by scaling down existing offerings into lower-priced versions. GE’s two-year-old Healthymaginationproject, for instance, which aims to lower the cost of health care, has already birthed several economical devices. One

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THE RISE OF SHARED VALUE

example: The Brivo DR-F, a digital X-ray machine with a space-saving design, costs 30% less than premium systems andis also more energy efficient than typical film-imaging systems.

Brands should consider how to best educate shareholders about the potential of these kinds of ventures. This can bedone by emphasizing the importance of a long-term business strategy, highlighting learnings about new areas forproduct development and making incremental changes to corporate practices. At the same time, expect a new group ofshared value auditors, which will develop new metrics that assess companies’ performances in terms of social impact andshared value generated.

“Shared value is not social responsibility, philanthropy, or even sustainability, but a new way to achieveeconomic success. It is not on the margin of what companies do but at the center. We believe that itcan give rise to the next major transformation of business thinking.”

—MICHAEL E. PORTER and MARK R. KRAMER, “Creating Shared Value: How to reinvent capitalism—and unleash a wave of innovation and growth,” Harvard Business Review, January-February 2011

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THE RISE OF SHARED VALUE

THINGS TO WATCH

Buy One, Give One AwayWatch for more companies to adopt the novel buy-one, give-one away model pioneered by TOMS, which donatesone pair of shoes for every pair it sells (more recently the company expanded into eyewear). This strategy offersconsumers a powerful incentive to become customers while also contributing to the greater good.

Warby Parker: To help low-income people with vision problems increase their earning potential, Warby Parkerdonates one pair of eyeglasses for every pair sold. So far, the company has given away more than 50,000 pairs topeople around the world.

Sir Richard’s Condom Company: This company claims to offer the “first ever buy-one, give-one condom.”For every condom sold, it donates another to a country in need to help meet the world’s unmet demand for condoms.

Better World Books: In August 2011, this online bookseller—which seeks to improve literacy rates by collecting anddonating books to partner organizations—began donating a book for each one purchased on the site.

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CREATIVE URBAN RENEWAL

TREND

SIGNIFICANCE/RELEVANCE

MANIFESTATIONSDRIVERS

} }Brands will be key partners in enabling creative strategies for renewal, taking local CSR initiatives to the next level.

Brands can show their creativity, innovative spirit and community-mindedness by tapping into the “urban hack” mind-set.

Fastest urban boom inhistory

Human environments will

become increasingly important

as the global population

becomes more urbanized over

the next few decades and cities

boom. Brands will become key

partners in enabling creative

strategies for urban renewal—

improving local environments,

adding beauty or helping to

bring communities together.

Government stagnation andlack of funding

Empty retail space

Environmental concerns

Techie urbanites leveragingdata (SeeClickFix, Give

a Minute, Roadify, Code for America)

Creativity bubbling up (ArtBridge, Guerrilla

Gardening, Greenaid, MacroSea, Detroit’s Imagination

Station and Loveland, FavelaPainting project)

DIY ethic

“We vs. me” mind-set

Brand involvement incommunity is expected

Brands supporting Creative Urban Renewal(KFC, Apple, Kia, DuluxPaints, Planters, Levi’s,

BMW Guggenheim Lab)

Giving new life to deadspace (Absolut Stairwell

Gallery, Wasted Spaces, “IWish This Was”)

Corona’s “Save the Beach” project

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CREATIVE URBAN RENEWAL

Human environments will become increasingly important as the global population becomes more urbanized over thenext few decades and cities boom. Brands will become key partners in enabling creative strategies for urban renewal—improving local environments, adding beauty or helping to bring communities together.

TREND

DRIVERS

Fastest urban boom in history: With cities booming, there’s never been a more pressing need to rethink them. In thedeveloping world, people are drawn to new opportunities in urban centers, which are adding an average of 5 millionpeople per month, according to UN-HABITAT. In Asia, Foreign Policy estimates, about half the population (1 billionpeople) will migrate from the countryside to urban centers by 2030. Meanwhile, the U.S. is seeing “bright flight,” withyounger, educated Americans reversing the trend among their parents and grandparents to leave cities for the suburbs;among first-time home buyers, 77% say they want to live in urban areas.

Government stagnation and lack of funding: Despite government stimulus funds earmarked for infrastructure, manyofficials cite lack of money as a key barrier to infrastructure investment—a reality that is leading to citizen frustration.Nearly seven out of 10 respondents agreed with the statement, “My local community is in need of a lot of care, and thecity government has been slow to act”; discontent is even higher among British Millennials, with three-fourths inagreement. (See figure 3a; for country breakdowns, see Appendix, figures 3b-d.)

The private sector can boost the speed and effectiveness of government projects to upgrade infrastructure.Governments in emerging markets “have plans to have private companies take a larger role,” according to a Bank ofAmerica Merrill Lynch study on investing in emerging market infrastructure.

Empty retail space: As so many chains have declared bankruptcy and closed stores, developers have been forced toconsider repurposing excess retail space for activities other than shopping. They are recognizing the importance ofutilizing these spaces, which, if done correctly, can encourage foot traffic and maintain the vitality of urban areas.

“The whole idea of dead retail space is pretty prevalent in the downturn.Artists used to go in and take over warehouse spaces. Now warehousespaces—at least in cities—are often expensive. So maybe the next move is totake over some of these huge areas of strip malls that are so inexpensive or

dead malls and create art studios. … I think people would love to take some of these spacesand turn them on their heads. … A lot of what happens in art these days is aboutappropriation, so if there was a way to rethink junk space and let the community use that,without too much money or intervention, [brands] could create an interesting place for[people] to go that’s sort of the anti-mall.”

—DAVID BELT, executive director and founder, Macro Sea,a development firm that uses everyday objects to create unexpected interactive urban projects

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CREATIVE URBAN RENEWAL

Environmental concerns: Public awareness surrounding environmental degradation is leading many to rethink urban spaces.

DIY ethic: People are losing faith in big institutions and governments, becoming more motivated to implement theirown, often unorthodox ideas for change. Indeed, 82% of our survey respondents agreed with the statement, “It’s betterto take local community projects into your own hands rather than waiting for big institutions or city governmentaction.” This figure jumps to 88% among British Millennials. (See figure 3a.)

Figure 3A: CONSUMER DESIRE FOR BRANDINVOLVEMENT IN LOCAL COMMUNITY (U.S., U.K., CAN)Percentage who agree with each of the following

Millennials (18-33) Gen X (34-46) Boomers (47-66)

My local community is in need of alot of care and the city government

has been slow to act

It’s better to take local communityprojects into your own hands rather

than waiting for big institutions orcity government action

Brands and large corporations havea responsibility to improve the local

communities in which theydo business

I wish a brand or company wouldhelp by making substantialinvestments to improve my

local community

Members of my local communityare willing and able to roll up their

sleeves and work on projects thatwill improve our town; we just need

the tools and leadership to do it

81%

83%

83%

82%

83%86%

“We vs. me” mind-set: There’s a growing belief incollectively driven positive change, both amongprofessionals (designers and architects, developers,urban planners, etc.) and everyday folk driven tobetter their environs.

Brand involvement in community is expected:Renewed interest in local provenance andcommunity building has spotlighted the impact amultinational corporation can have on communities.As a result, consumers are beginning to hold theseorganizations to a higher standard. Our surveyfound that 84% of respondents agreed with thestatement, “Brands and large corporations have a responsibility to improve the local communities in which they do business.” And nearly seven in 10 respondents said they felt that big business and corporations should be more involved when it comes to supporting charitable, social and/or environmental causes in local communities.

MANIFESTATIONS

Creativity bubbling up: So-called urban hackers, artists, environmentalists and nonprofits have traditionally dominatedthis movement, challenging the status quo by re-creating spaces. Often, the ideas involve simple ways to beautify spaces.

• ArtBridge: This nonprofit public arts organization is working to turn overhead construction scaffolding in New Yorkinto showcases for emerging local artists.

• Guerrilla Gardening: This U.K.-based group uses the motto “Let’s fight the filth with forks and flowers!” and says it’sfor “anyone interested in the war against neglect and scarcity of public space.” The movement is picking upadherents in the U.S.

• Greenaid: In Los Angeles, this grassroots environmental campaign makes “candy machines loaded with‘seedbombs’” for people to toss into unused plots of land.

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}

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CREATIVE URBAN RENEWAL

• Macro Sea: This development company is bridging the gap betweenthe creative grassroots and the private-sector approach, utilizingmaterials (oftentimes junk) and space in unexpected and visceralways. One project turned Park Avenue in midtown Manhattan into a“lo-fi country club that featured dumpster swimming pools, cabanas,bocce ball and barbecues.”

• Detroit’s Imagination Station and Loveland: In the wake of Detroit’sdecline, a wave of artists have hijacked the city, turning it into acenter of urban and artistic experimentation. The ImaginationStation, a nonprofit group of artists and designers, aims to “reclaim”ruined properties, creating community centers and public art spaces.Loveland is a “micro real estate and entertainment fundraisingstartup,” with “inchvestors” from around the world invited to buy asquare inch of property in Detroit; an online community thendecides what should be done with the physical space. The projectaims to “provide a fun, game-like ownership experience whilecreating entertainment fundraising, community collaboration, andsocial mapping tools that work at any scale.”

• Favela Painting project: European artists Haas&Hahn have been beautifying Brazilian slums since 2005. Theorganization behind this, Firmeza Foundation, “supports the creation of striking artworks in unexpected places. Itcollaborates with local people to use art as a tool to inspire, create beauty, combat prejudice and attract attention.”

Techie urbanites leveraging data: Empowered by technology, urbanites are setting out to improve real-time access toinformation, often bypassing city agencies, by making data mobile, collaborative and social.

• SeeClickFix: This service allows anyone to report and track nonemergency issues such as downed trees, brokenstreetlights and potholes anywhere in the world. In April 2011, it launched a Facebook app, awarding “civic points” foreach community-related effort done through SeeClickFix. The Facebook platform includes gaming elements, showingusers how they stack up against friends and the SeeClickFix community.

• Give a Minute: Currently operating in Chicago, Memphis, Tenn., andSan Jose, Calif., Give a Minute is akin to a virtual community board; itprovides a platform for people to share ideas on improving their citywith community leaders, who respond to the best submissions.

• Roadify: This SMS-based service—currently operating in parts ofBrooklyn—compiles user-generated data to provide real-time statusupdates on parking spots and public transit.

• Code for America: This new nonprofit similar to Teach for America and supported by Yahoo! and Microsoft, amongothers, taps Americans’ newfound sense of DIY civic reform. This year 20 idealistic techies are partnering with fourU.S. cities—Boston, Philadelphia, Washington and Seattle—to create efficient and saleable Web-based solutions thataddress core civic problems and will help make cities “more efficient, transparent and participatory.” The goal is tohelp bring American cities into the 21st century while bridging budget gaps created by the recession.

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CREATIVE URBAN RENEWAL

Brands supporting Creative Urban Renewal: With local municipalities strapped for cash, multinational brands arepartnering with local city agencies to fund urban improvements.

• “Re-Freshed by KFC”: In the absence of government funding, KFC donated money to help fill some of the potholesin and around Johannesburg, South Africa, and sponsored pothole and road repairs in five U.S. cities; the repairswere stamped “Re-Freshed by KFC” with a nonpermanent stencil.

• Apple’s transit station renovation: Before opening a Chicago store, Apple spent $4 million renovating a nearbytransit station that was in terrible condition; it now has a new façade and park-like plaza, with Apple grantedadvertising rights.

• Kia’s “Drive Change” campaign: In Canada, Kia built its “Drive Change” campaign around renewal projects, withspots showing Kia teams making over two rundown spaces each in the course of a day.

• Dulux Paints’ “Let’s Colour Project”: Taking a cue from nonprofits such as Publicolor and Favela Painting, DuluxPaints embarked on the “Let’s Colour Project” in March 2010, supplying material and organizing communities in Brazil, France, the U.K., South Africa, Turkey, India and the Netherlands to help paint schools, homes and public spaces.

• Planters’ community parks: Throughout 2011,Planters is sponsoring the creation of peanut-shaped community parks, dubbed Planters Groves,in four U.S. cities as part of the nut brand’s“Naturally Remarkable” campaign and a nationaltour to promote sustainability. The parks areconstructed on unused land with recycled materials,and local volunteers come together alongsidePlanters employees to work on them.

“I believe this massive amount of data that’s being generated can be used to betterdesign cities, to build better disease surveillance models, to do things thatultimately are going to improve the lives of billions of people.”

—NATHAN EAGLE, founder and CEO, txteagle, which creates opportunities for mobile subscribers in the developing world to generate income via their phones

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CREATIVE URBAN RENEWAL

• Levi’s donations to a Rust Belt town: Braddock, Pa.—a townhurt by the decline of jobs for the skilled blue-collar worker—is the beneficiary of Levi’s Creative Urban Renewal project.The brand, which showcases Braddock locals in its national“Go Forth” campaign, agreed to fund a refurbishment of theBraddock town community center and to support an urbanfarm that provides inexpensive produce to residents.

• BMW Guggenheim Lab: Some efforts focus on simplygenerating ideas and bringing people together. BMW teamedup with the Guggenheim Foundation to build a “lab” that willspend six years traveling through nine cities worldwide,serving as “a public place for research, experimentation, andthe sharing of ideas about major issues affecting urban life.”The project launched in New York in August 2011.

Giving new life to dead space: Developers and DIYers are repurposing excess retail space for activities other than shopping.

• Absolut Stairwell Gallery: This initiative was created as part of the Dead Space Living Artists initiative, which convertedneglected spaces in Sydney into “culture pockets”; each month a staircase leading up to a popular bar displayedworks from emerging artists.

• Wasted Spaces: This London-basednonprofit “transforms vacant properties andother unloved [oftentimes retail] spaces intoexciting art experiences,” placing smiley-facegraphics on an abandoned storefront, forinstance, and creating a public artinstallation that utilizes commands fromTwitter users to power an image projectedonto a wall. The organization also held anopen call for ideas on intermediary uses foran abandoned shopping center.

“Just to put [your brand’s] name on a banner isn’t so interesting, but to take aleadership role where they’re raising money for a community garden or wherethey’re providing a creative space for people to interact with—that’s prettyempowering because it gives people the tools.

“I feel [brands] don’t have to accommodate that many people in order to have a tremendousimpact and influence and get a pretty big bang for their buck, because if they have the rightpeople in there the word really gets out and the ripple effect is felt.”

—DAVID BELT, executive director and founder, Macro Sea,a development firm that uses everyday objects to create unexpected interactive urban projects

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CREATIVE URBAN RENEWAL

• “I Wish This Was”: In New Orleans, artist Candy Chang launched this project in late 2010, encouraging communitymembers to tag abandoned buildings with stickers detailing how the space could be better used.

Corona’s “Save the Beach” project: Launched in 2009,this project was created to clean up the litter on oneEuropean beach each year. The initial year more than120,000 people voted via the “Save the Beach” website,for Capocotta beach in Rome. In 2010, Corona—inpartnership with JWT Madrid—decided to push theconcept even further. To call attention to the litter issuein a unique way, it created a beach hotel made out ofgarbage, symbolizing what vacations will be like in thefuture if people continue to litter on beaches. TheGerman artist HA Schult, known for his work with trash,designed the building, which included more than 12tons of litter picked up from European beaches. Thehotel began to receive bookings in the first few hours.This year, the cleanup took place in Litorali di Augustain Sicily, Italy.

SIGNIFICANCE/RELEVANCE

Brands will be key partners in enabling creative strategies for renewal, taking local CSR initiatives to the next level. Brandscan show their creativity, innovative spirit and community-mindedness by tapping into the “urban hack” mind-set.

POTENTIAL

At a time when CSR and more traditional marketing efforts are meshing, Creative Urban Renewal projects present waysfor brands to both help communities/neighborhoods and craft an image as innovative, original and cool. These projectstend to be sustainable, fun, educational and interactive—key areas/attributes for brands. Our research suggests thatconsumers would be open to brand-sponsored community renewal projects, with 79% of respondents agreeing with thestatement, “I wish a brand or company would help by making substantial investments to improve my local community.”(See figure 3a.)

With today’s “we vs. me” mind-set and DIY ethos, there is ample opportunity for brands to partner with professionals,residents and nonprofits to spearhead innovative ideas and solutions. In our survey, 77% of Americans, Britons andCanadians agreed that “Members of my local community are willing and able to roll up their sleeves and work on projectsthat will improve our town; we just need the tools and leadership to do it.” (See figure 3a.) By creating opportunities foractive participation in the revitalization of a space, brands can further generate goodwill by giving citizens a sense ofownership over the project and pride in their achievements.

Large corporations can also leverage their economic weight on behalf of communities and side with citizens to spur localgovernment action.

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CREATIVE URBAN RENEWAL

The efforts must be substantial: This movement has roots in anti-consumerist notions, and skeptical consumers willquickly smell empty gestures. Additionally, with 89% of survey respondents in agreement, local citizenry must be involvedin the decision-making process before brands or big corporations embark on projects to improve a community. (SeeAppendix, figure 3e; for country breakdowns, see Appendix, figures 3f-h.)

“Unfortunately, we’re still in the phase of insincerity. The next evolution of this iswhen some of those companies actually say, ‘Look, we need to do this because itmakes great business sense for us, because it creates a meaningful environment inwhich to be employed.’ The more we push on creating change and improving qualityof life for people through what we do best, which is technologies and business

models and investments, the more comes to us. And the more that comes to us, the more we canreinvest. And it creates an acceleration of not only our business ethic and our business model, andour business, but also it starts to have real tangible, measurable impacts on people.”

—STEVE LEWIS, CEO and co-founder, Living PlanIT, which builds large integrated technology platforms for managing city operations

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RIPPING A PAGE FROM THE FOR-PROFIT PLAYBOOK

TREND

SIGNIFICANCE/RELEVANCE

MANIFESTATIONS

A race for funding

Nonprofit organizations are

increasingly adopting for-profit

tactics, fusing social

consciousness with business

acumen and focusing on

achieving visible change. The

shift from blanket or black-hole

benevolence to targeted giving

and venture philanthropy places

more emphasis on cause and

effect, measurable results and

return on investment.

Desire for self-sufficiency

Surge in public-privatepartnerships (Walmart andTreasure Coast Food Bank,IBM and Turkish nonprofitToplum Gönüllüleri Vakfi,HP and mothers2mothers,

micro-volunteering)

Venture philanthropy funds(Acumen Fund, International

Finance Corporation)

Surge in social enterprises(Me to We, Breadpig)

DRIVERS

Nonprofits and other socially focused efforts will need more than good intentions to stay viable as supporters seek

measurable change. Indeed, with the rise of social enterprises, we’ll see a more open-minded attitude toward the means

that organizations use to achieve their ends, as long as that means real-world impact.

} }Donor insistence on results

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RIPPING A PAGE FROM THE FOR-PROFIT PLAYBOOK

Nonprofit organizations are increasingly adopting for-profit tactics, fusing social consciousness with business acumenand focusing on achieving visible change. The shift from blanket or black-hole benevolence to targeted giving andventure philanthropy places more emphasis on cause and effect, measurable results and return on investment.

A race for funding: With more organizations vying for less money, nonprofits need impressive numbers to get theattention of donors and show why they’re the better investment.

During the recession, nonprofitsfound themselves in crisis whendonations diminished and revenuestreams dried up. (According to a2010 report by The NonprofitResearch Collaborative, 37% of2,500-plus organizations surveyedreported a decrease in fundingduring the first nine months of theyear.) At the same time, moreorganizations require funding—in the U.S., for example, the numberof registered nonprofits grew bynearly 380,000 between 1999 and2009. There’s an excess of choice:86% of respondents said they areoverwhelmed by the number ofsocial causes and charities out there.

Desire for self-sufficiency: Since private donations, grants and government funding often carry stipulations as to how theycan be used, nonprofits are increasingly looking for ways to develop their autonomy. By creating steady self-generatedrevenue streams, they gain the flexibility and security needed to allocate funds as they see fit.

Donor insistence on results: Today’s well-informed consumers expect total transparency from the nonprofits they support(see “The End of Goodwashing” on page 6 for more): They want to know not only how funds are spent but also exactlywhat kind of impact those funds are making.

TREND

In the next few years, CSR and social change initiatives will evolve “from traditionaldevelopment models of aid provided with an undetermined end-game forsustainability to a business-plan approach with a quantifiable baseline, benchmarks,outcomes and timeline for sustainability.”

—WALKER MORRIS, Malawi country executive, Clinton Foundation

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RIPPING A PAGE FROM THE FOR-PROFIT PLAYBOOK

MANIFESTATIONS

Surge in public-private partnerships: Instead of simply donating funds as part of their CSRefforts, more corporations and professionals are lending their know-how, boosting the ability ofnonprofits to achieve their goals.

• Walmart and Treasure Coast Food Bank: In 2009, Florida-basedTreasure Coast Food Bank leveraged Walmart’s famed logisticalexpertise to determine how to deliver more meals each week withtheir existing resources. Members of the Walmart distributionteam helped the food bank build its warehousing capabilities, improve storage and morerapidly sort food; they also developed new truck routes to facilitate more frequent fooddeliveries. The food bank was able to increase its culinary partners from 140 to 200 anddoubled the number of meals it serves weekly.

• IBM and Turkish nonprofit Toplum Gönüllüleri Vakfı: In Turkey, IBM volunteers partnered with the educationalnonprofit Toplum Gönüllüleri Vakfı (Community Volunteers Foundation), using the company’s “Share projectmanagement skills” solution to help develop and teach a children’s literacy program. This and similar efforts arecoordinated via IBM’s On Demand Community portal, which allows IBM volunteers to combine their skills andIBM’s technology. Since its 2003 launch, 170,000 IBM employees have logged more than 12 million hours ofvolunteer service via the site.

• HP and mothers2mothers: As partof a new partnership withmothers2mothers—a South Africangroup that works to prevent HIV-positive mothers fromtransmitting the virus totheir children—HP isusing its database,cloud and mobiletechnologies to digitizethe organization’s patientrecords. This will allowmothers2mothers to share patientinformation across regions, helpingcounselors provide better educationand support services, and eventuallyenable staff to collect and share basicdata via mobile phones.

• Micro-volunteering: A new crop of organizations connectsskilled volunteers with nonprofits in need of relevant services,such as logo design, accounting help or membershipdevelopment strategies. Examples include Catchafire andSparked, both for-profits, and the nonprofit Taproot Foundation.

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Surge in social enterprises: Entrepreneurs are startingphilanthropy-driven organizations based around for-profitmodels.

• Me to We: Harnessing for-profit strategies to achieve socially responsible objectives, this retailer was launched by thefounders of Free the Children with the sole purpose of creating a steady revenue stream for the charity. It sellsenvironmentally friendly and socially conscious apparel, self-empowerment books and music, and also coordinatesadventure travel trips, donating half the profits to Free the Children and investing the other half back into thebusiness. In 2010, Me to We donated $1 million in cash and in-kind contributions.

• Breadpig: This organization sells products suchas magnets, clothing and posters at a profit thendonates the proceeds to its nonprofit “allies,”which include Room to Read and the SanFrancisco SPCA. One of its objectives is to forgelong-term relationships that includecollaborative projects. Since it was founded in2008, Breadpig has raised and donated morethan $186,000.

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“With innovation as the driving force, Me to We is redefining how to do business, with big ideas thatpush the boundaries of social entrepreneurship. As a social enterprise, Me to We is a revenue-generating business with a twist. We measure our bottom line by the number of lives we change. Wecalculate our return on investment by our social and environmental impacts.”

—Me to We annual report, 2010

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Venture philanthropy funds: These nonprofits are like venture capitalorganizations—they provide seed money to nascent businesses—except theyinvest exclusively in socially responsible enterprises. Once a company hasdeveloped, it must repay this investment, but interest rates are low; all returnsfrom investments are directed back into the fund.

• Acumen Fund: Acumen provides loans or equity—but not grants—thattypically range from $300,000 to $2.5 million, describing this funding as“patient capital.” To be eligible for support, organizations must providelow-income consumers with access to water, health care, housing, agricultural inputs or alternative energy. In 2007, forexample, Acumen invested in Jamii Bora, a Kenyan microfinance organization that supported the construction of 750low-income homes outside Nairobi; the organization repaid in full by 2010.

• International Finance Corporation: Part of the World Bank Group, the IFC supports sustainable economic growth inemerging markets by providing private-sector investment and advisory services. The organization will support onlyprojects that, among other things, have good prospects of being profitable, benefit the local economy and are sociallyand environmentally sound. In fiscal year 2010, the IFC committed $18 billion to 528 projects across the globe.Average returns on assets and capital ranged from around 3% to 10%.

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SIGNIFICANCE/RELEVANCE

Nonprofits and other socially focused efforts will need more than good intentions to stay viable as supporters seekmeasurable change. Indeed, with the rise of social enterprises such as Me to We and Breadpig, we’ll see a more open-minded attitude toward the means that organizations use to achieve their ends, as long as that means real-world impact.

We’ll see more partnerships and collaborations between for- and nonprofits, allowing charities to leverage considerableresources. Organizations can even outsource the implementation of a project while handling the rest of the responsibilities.ColaLife, for example, turned to Coca-Cola to help in its mission to deliver hydration packs to impoverished communities indeveloping countries, since the company has one of the world’s most advanced distribution networks. ColaLifemanufactures the packs and prepares them for shipping, while Coca-Cola aids the cause by providing access to itsdistribution network; the scheme is being tested in Zambia.

Such relationships offer benefits to both parties: Brands can earn CSR points (at a relatively low cost, in some cases), whilenonprofits become more efficient and effective.

POTENTIAL

32

THE GLOBAL DO-GOOD GENERATION

Millennials strive to be active and engaged in their world. A globally minded cohort, they’re already taking on today’sbiggest issues, tackling them with an entrepreneurial mind-set, a “we vs. me” mentality, a belief in large-scalecollaboration and an optimistic, can-do spirit.

This generation—born between 1978 and 2000—is uniquely motivated to make a difference: They want to improve societybut without compromising personal aspirations; do good, the thinking goes, and the personal benefits will follow. And asso-called digital natives, they’re uniquely equipped to make a difference: They have the tech savvy to create innovativesolutions and to organize on a scale never before possible. And then there’s the sheer size of this generation: some 78million individuals in the U.S. alone.

Another key factor is that they’re the first “global generation,” with more overlapping values and shared experiences thanany before them, thanks to globalization and the communication technology revolution. They are more likely than theirelders to identify with and embrace people and cultures beyond their own borders.

Technology enables young people to swap ideas, connectwith like-minded individuals across borders and organizeevents. And social media helps to push social causes intothe mainstream of Millennial consciousness: “Liking” acause on Facebook or tweeting about injustice helps definewho you are and what you believe in. (Although the verdictis still out as to whether this “activism-light” translates intoany meaningful real-world change.) There are even socialnetworks based around the idea of social good, likeTakingITGlobal, which has more than 340,000 membersworking in nonprofits worldwide, and KooDooZ.com, akids network. Nearly nine in 10 Millennials we surveyedacknowledged that they have the communication tools tomake a huge difference in the world.

This global do-good generation is quickly shiftingattitudes and approaches to activism. Take organizationslike U.S.-based DoSomething.org, which has nearly 2 million people under age 25 participating, or Causes.com,co-founded by a Millennial (Sean Parker of Napster and Facebook fame), which is the world’s largest platform for activismand philanthropy.

“For the generation coming up now, there is a much stronger optimism and amuch bigger desire to do well while also doing good.”

—ALEXIS OHANIAN, co-founder of Reddit and founder of Breadpig, a U.S.-based social enterprise thatsells geeky products and donates the profits to nonprofit organizations.

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THE GLOBAL DO-GOOD GENERATION

AGREE “My generation is more community-minded andopen to thinking and acting collectively on socialcauses compared to other generations.”

89%

Millennials

vs.

82%

Gen Xers

vs.

76%

Boomers

AGREE “I think about the impact my decisions and actions have on the world around me.”

UNITED STATES

69%

Millennials

vs.

54%

Gen Xers

vs.

55%

Boomers

UNITED KINGDOM

81%

Millennials

vs.

69%

Gen Xers

vs.

70%

Boomers

AGREE “As a wealthy country, we have a duty tohelp those less fortunate in other countries.”

CANADA

FEEL it’s theirresponsibility to make the world abetter place for future generations.

90%

80%

80%

Millennials

Gen Xers

Boomers

BELIEVE there’s a need tobalance outinequalities aroundthe world.

89%

85%

71%

Millennials

Gen Xers

Boomers

FEELdonatingto a charity or cause isa way of showingpeople around themthat they’re a caringperson.

71%

63%

59%

Millennials

Gen Xers

Boomers

And then there are the masses shaking up their leaders,often with the help of social media: The Arab Spring of2011 was aided in large part by Millennials organizingvia Facebook and other social networking sites. In Spain,tens of thousands of youth activists—termed “theindignant”—marched to protest austerity measures andother issues. And a massive social protest in Israel overthe summer started with a Facebook post by a 25-year-old filmmaker.

Marketers can tap into this spirit by creatingmovements around their CSR efforts and calling onMillennials for ideas. Brands and philanthropicorganizations should enable these hands-on consumersto show passion for and engagement with the relevantcause or campaign. This means giving up a certainmeasure of control, letting local groups organize andcreate excitement, or outsourcing tasks. EmpowerMillennials with tools for involvement in a cause,helping them to spread their engagement byincentivizing social media posts.

In many cases, the Millennials in our research expressedmore concern than their elders about the impact oftheir actions on the world and on future generations.(This goes for Millennials in the U.S. and U.K. more thanthose from Canada. See figures 4a and 4b for U.S. andU.K. generational breakdowns; see Appendix, figures 4cand 4d, for combined country and Canadiangenerational breakdowns.)

“[Doing good] has become part of the Millennial DNA,and this generation is thedriving force behind social

change initiatives. Smart brands haverecognized this and have started to tap intothe power of this generation and the power ofsocial change mapped to their brand identityas an important part of their business modeland profits.”

—KRISTINE SHINE, vice president, PopSugar Media

78%76%

67%

81%82%

70%

77%

70%54%

Figure 4B: THE GLOBAL DO-GOOD GENERATION (U.K.)Percentage who agree with each of the following

69%54%55%

89%85%

71%

77%70%

54%

71%66%

56%

74%

78%

67%

59%

}

}}

}82%}

67%}64%}

Millennials (18-33) Gen X (34-46) Boomers (47-66)

I think about the impact mydecisions and actions have on

the world around me

I feel it’s my responsibility tomake the world a better place

for future generations

It’s important to me to leave a legacy of goodwill

My generation is morecommunity-minded and open

to thinking and actingcollectively on social causes

compared to other generations

There’s a need to balance outinequalities around the world

As a wealthy country, we have a duty to help those less

fortunate in other countries

Donating to a charity or cause is a way of showing

people around me thatI’m a caring person

I think about the impact mydecisions and actions have on

the world around me

I feel it’s my responsibility tomake the world a better place

for future generations

It’s important to me to leave a legacy of goodwill

My generation is morecommunity-minded and open

to thinking and actingcollectively on social causes

compared to other generations

There’s a need to balance outinequalities around the world

As a wealthy country, we have a duty to help those less

fortunate in other countries

Donating to a charity or cause is a way of showing

people around me thatI’m a caring person

89%82%

76%

90%80%

80%

84%

78%71%

Figure 4A: THE GLOBAL DO-GOOD GENERATION (U.S.)Percentage who agree with each of the following

Millennials (18-33) Gen X (34-46) Boomers (47-66)

66%62%

56%

73%69%66%

62%60%58%

69%68%

51%

82%

83%

78%

61%

}

}}

}69%}

60%}63%}

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THE GLOBAL DO-GOOD GENERATION

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THINGS TO WATCH

Gaming for Social Good

Philanthropic organizations are increasinglyusing gaming mechanics as a way to engagepeople in a cause and build communities oflike-minded supporters. This is amanifestation of one of our 10 Trends for2011, All the World’s a Game.

Game-based schemes offer an inventive wayto drive donations and improve long-termcommitment to a cause, making participationmore interactive and rewarding. For Yao-Hui Huang, CEO of Win4Causes—a platform set to launch this fall thathelps nonprofits raise funds through auctions—the most integral element is the prospect of winning, which shesays drives people to donate: “It’s making something fun, making it an experience. All that really is, if you want toboil it down, is applying emotion to an action.” For example:

Tearfund: This platform, which provides financial and developmental support to impoverished communitiesin the developing world, is developing a game-based smartphone app in an attempt to engage more youngpeople. The platform will reward supporters for their involvement and allow them to share this with otherusers via social networking tools. The aim is to make engaging with the U.K.-based charity more interestingand enjoyable, and help build long-lasting relationships with supporters.

Gamification also enables people to view their standing in real time and compare this with peers’. In broadcastingtheir behaviors online, people are consciously or unconsciously engaging in social one-upmanship—“I’m morewitty, worldly, in-the-know, on-the-go, etc., than you.” This is particularly the case with the hyper-social Millennials:According to a survey we conducted in October 2010, 56% of Millennial respondents in the U.S. and U.K. said theyoften compare their activities, purchases, habits or behaviors with those in their social circle, and nearly half saidthey often try to one-up those in their social circle. When asked about philanthropy in our July 2011 survey, three in10 Millennials agreed that nonprofits could get more people involved by adding a layer of competition, almostdouble the proportion of Boomers who agreed.

To target today’s increasingly connected and competitive consumers, for- and nonprofits alike are introducingleader boards and scoring systems and integrating them with the social graph. For example:

AOK: Founded in early 2011, AOK is a platform that aims to increase acts and observations of kindnessthrough competitive elements such as scoring systems, leader boards and real-world rewards. Every timeparticipants perform a good deed (anything from lending a car to a friend to donating old clothes), theycreate a log of it using their smartphone and upload it to AOK with pictures and descriptions. To challengeusers to check on each other, players also get points for observing and reporting acts of kindness. AOKconverts points into real-world donations to charities, and players have chances to win brand-sponsoredprizes along the way. Users have a tally that updates in real time, and they’re encouraged to compare it withothers.

THINGS TO WATCH

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“A rewards-based mechanismis a good way to get peopleinvolved in a cause.”

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Playtogive: This enterprise provides nonprofits with a platform to create online games. Players can highlightin-game accomplishments and solicit sponsorship from friends. The website displays individuals’ scores andallows them to share these with their social graph. Players who garner the most donations or sponsors arenominated as “All Stars” and ranked on the site’s “Champions” page.

Another approach is to use social games to boost awareness of issues or foster cause-centric communities. Evoke,for instance, is a “social network game” developed by the World Bank Institute in which players collaborate toconceive creative solutions to problems such as hunger and poverty. For brands, there is potential to tailormessaging to players engaged with relevant social issues. For example:

DailyFeats: Another points-based system forsocial good, Web-based DailyFeats partnerswith brands to offer coupons and otherincentives to participants (currently, morethan 129,000 local discounts and rewardsare available in North America). As withAOK, participants can tag or categorize their“feats,” then upload them to the DailyFeatssocial graph. Marketers can createpromotions tailored to specific actions. Forexample, in August, as part of an anti-bullying campaign, MTV encouraged peopleto be more inclusive and supportive byoffering points for anti-bullying actions(such as standing up to bullies); the morepoints players accumulated, the closer theycame to wining prizes, such as an invitationto MTV’s Video Music Awards.

My Conservation Park: Created by Good World Games, a game development company that aims to change theworld through games, this Facebook game has eco-conscious participants playing virtual managers of a wildlifereserve. Good World Games donates a percentage of revenue from in-game purchases to conservation efforts.

Conspiracy for Good: Nokia sponsored this real-life game that incorporated the company’s augmented realitysoftware in partnership with the organization Room to Read, which tackles illiteracy in Africa and Asia. Aspart of the game, conducted in spring 2010, participants played activists and supporters of a secretorganization called Conspiracy for Good, completing tasks using Nokia smartphones and other devices.

THINGS TO WATCH

“People really like that their efforts are getting rewarded instantly, so what we arehoping to do is provide people with an incentive in the form of gaming thatliterally translates into an impact immediately.”

—IRA LISS, CEO, AOK

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Nokia reported more than 900,000 worldwide downloads of the game’s app and a community of more than4,000 dedicated users. At the culmination of the game, five libraries were established in Zambia and 50 girlswere provided with one year of schooling.

Gamification can increase loyalty and engagement, drive or change behavior or habits, push people to exerciseinfluence over their peers and/or get them to consider donating something, doing something or goingsomewhere for the first time. And for nonprofits, the instant gratification helps address the issue of donorsbecoming disheartened when their support doesn’t result in quick change. We’ll see more organizationsencouraging rivalry or a competitive spirit to motivate involvement, or adding a sense of play or fun intophilanthropy. Small-scale philanthropy will become more social as supporters invite friends to play along.

However, competition to reach today’s gamers is stiff, since they have a wide array of compelling options.Nonprofits seeking to fully leverage this budding trend will have to come up with compelling challenges that cancompete against today’s blockbuster games, perhaps even leveraging the weight of gaming heavyweights such asZynga or EA Games.

Beyond Slacktivism: Incentivizing Online Engagement

To get people connected to a cause, various brands andorganizations have relied on basic one-off social mediatactics to amass fans—take Levi’s recent campaign tosupport Water.org, in which the retailer pledged a donationto provide clean water for 8,000 people once 100,000Facebookers clicked a “Pledge to support” button onFacebook. But prompting any more meaningful actionamong the digitally distracted is a challenge. Now somebrands are upping the ante by making donations inexchange for deeper engagement with a cause—watchingvideos, reading articles, emails and so on, donating smallamounts or calling on their virtual networks to spreadawareness.

This fall, U.S.-based retailer Macy’s is currently donating $1to DoSomething.org each time a customer scans an in-store QR code within Macy’s mstylelab, the retailer’s teenclothing department. Doing so points users to videofeaturing Kelly Osbourne encouraging viewers to learnmore about volunteer opportunities with DoSomething.org.

To raise funds for after-school activities, JCPenney is challenging consumers to donate $1 million in pennies bymatching this amount if the goal is reached, as part of its “Pennies From Heaven” campaign. Participants candonate either by rounding up the total of real-world purchases or by earning virtual pennies by engaging with the

THINGS TO WATCH

THINGS TO WATCH (cont’d.)

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campaign site. Interacting directly with the retailer online—joining a mailing list, reading campaign emails,logging into the site, watching cause-related videos, etc.—earns participants virtual pennies. Users can alsoengage their social network (and rack up more virtual pennies) by sending a virtual “lucky penny” via Facebook.Since the campaign launched in July, players have raised more than 14 million real and virtual pennies.

As part of the Great American Condom Campaign, which encourages safer sex among American youth, Trojanpromises to donate condoms to people at high risk of sexually transmitted diseases and unintended pregnancy ifvisitors engage with the content on trojanvideos.com. Trojan donates one condom each time someone opts in foroffers or posts a comment on the site and two condoms for users who go the extra mile (embedding a video,rating a video, completing a sexual IQ quiz and so on). Trojan is now more than halfway to its goal of donating 1million condoms.

While many have criticized social media activism as a minimalist form of engagement (slacktivism, anyone?), thenext level of engagement can be fostered among those with a greater degree of interest in the cause. Brands canincentivize the more passionate cause-minded people to do some heavier lifting than the average onlineactivist—things they might be doing anyway, but now on the brand’s behalf. By targeting this group, brands aremore likely to encourage others to get involved.

Donation Channel Innovation

Technology is having a tremendous impact on the way consumers donate to organizations and social causes.Additionally, traditional cash donation campaigns are innovating to better engage donors.

Mobile

As the mobile phone evolves into an Everything Hub, it is making a profound impact on the ways people give,streamlining the steps between charitable impulse and actual donation.

SMS donations: Back in 2004, following the Asiantsunami, U.S. mobile users generated $200,000through text-based donations. In the seven yearssince, this channel has become mainstream, withthe Red Cross pulling in $4.5 million from textdonations in response to the earthquake andtsunami in Japan. Last May, Vodafone U.K. andonline donation platform JustGiving launched aprogram that allows smaller nonprofits to set uptext-based donation campaigns for free. In lessthan two months, more than 8,000 charities hadsigned up for the service.

QR code donations: Smart nonprofits and brands are taking advantage of QR codes to encourage donations—for example, Macy’s partnership with DoSomething.org (see page 37 for details). In pedestrian-heavy New York,the local nonprofit City Harvest places QR codes on phone booth and bus shelter billboards. The code brings

THINGS TO WATCH

THINGS TO WATCH (cont’d.)

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interested passersby to a simple page featuring videos explaining “how City Harvesthelps feed hungry New Yorkers” and other aspects of their work, with links to donateonline or over the phone.

Donation apps: In-app donations remove the extra layer of going to a website. Inthe wake of the earthquake and tsunami in Japan, SoftBank created an app to helpcollect funds for disaster relief. And late last year, Oxfam International partnered withNokia on “Oxfam Donate,” an app that spotlights the charity’s work on five projectsaround the world, with progress reports and fundraising levels, and an easy way todonate directly to any of them. In some markets however, such as the U.S. and U.K.,Apple bans donation apps for iPhones.

Contactless payments

These can be made via phone (usually using NFC technology, which allows for wireless communication betweendevices that support it) or cards, which typically use RFID chips. Juniper Research estimates that, by 2014, one in six

mobile users worldwide will have NFC-enabled phones.The ability to make contactless payments means an abilityto make on-the-go donations. As the notion of cashlesssocieties grows closer to reality, we’ll see innovative ideasthat allow people to make quick electronic donations onthe street (last year Barclays promoted its contactlesstechnology in London with a street performer whoaccepted only card-based donations for Help a LondonChild on a specially designed guitar) or even underground(also in London, a student project proposed a dedicatedgate at tube stations where commuters swiping theircontactless Oyster cards would add a penny for charity).

TV donations

Nonprofits are turning Internet-enabled televisions into a channel for giving. In May, Dish Network—a satelliteservice in the U.S.—launched on-demand channels such as “Donate Storm Relief” and “Donate to Japan Here,”allowing viewers with Web-connected TVs to contribute by clicking a remote-control button. After following on-screen instructions, customers can add a $5 donation to their monthly bill.

A similar technology has existed in the U.K. for over a decade. Certain channels allow viewers to press a button toactivate interactive services, opening the door to TV-based donations. In 2009, for instance, the BBC’s annual“Children in Need” campaign collected more than £318,000 in four days from viewers who used their credit cardsvia an interactive app.

While customers currently need an Internet connection to make donations, expect this kind of mechanism tobecome more popular as 4G and other untethered technologies help to drive set-top-based giving.

THINGS TO WATCH

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THINGS TO WATCH

ATM donations

This convenient method of giving, already a familiar practice in places including Mexico and Colombia, isexpanding to more markets. In May, U.K. banks and the LINK network reached a decision that will allow holdersof LINK-enabled bank cards to make donations via ATMs—officials hope the practice will take root when thefeature is implemented in 2012. The potential for raising significant sums is great, as evidenced by Wells Fargo,which collected more than $1 million in 10 days for the American Red Cross relief effort in Japan after adding anATM donation option last March. This was the first time an American bank had offered the feature nationally.

New Ways to Collect Coins

Cruz Roja Mexicana, “Your Help Can Keep Us Going”: Often people feel as though their small donationswon’t make much of a difference, so they don’t give at all. The 2010 national fundraising drive for Cruz RojaMexicana (the Mexican Red Cross) demonstratedthat each coin can make a difference whileproviding the donor with a fun experience. Coin-operated kiddie rides, shaped like ambulances,helicopters and boats, each featuring the Red Crosslogo, served as collection boxes. Placed in publicareas such as parks, stores and malls across Mexico,the rides were accessible to a broad spectrum ofpeople. Parents who put money in the machineswere able to give their child a ride, make a donationand let their child play at being a hero.

The campaign, from JWT Mexico City, helped increase donations to Cruz Roja Mexicana by 23% in 2010,despite the deep recession that year, and won silver and bronze Lions at the Cannes Lions festival. In 2011, anew iteration, “Your Coin Saves Lives,” involved coin-operated claw machines that allowed people to “rescue”a doll inside from various catastrophes. Donations increased 7.5% over 2010, and people learned that eventheir small donations could make an impact.

UNICEF, “Change for Haiti”: In 2010, Unicef was focused on raising awareness and funds to help rebuildHaiti after its devastating earthquake; one big issue facing Haitians was the scarcity of clean water. Unicef

believed the reason people often fail to donate is that they just don’t getaround to it—donating is too involved and time-consuming. So inSpain, JWT Madrid created an almost effortless way to give, labelingone button on vending machines “Agua para Haiti” (Water for Haiti).People could press it to donate their change in a quick and direct way,helping to provide Haitians with water as they were purchasing theirown beverage. Within the campaign’s first week, one in three vendingcustomers was donating their change and the campaign has sinceinspired imitations all over the world.

THINGS TO WATCH (cont’d.)

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CASE STUDIES

We scanned the globe for innovative efforts—from JWT and beyond—that focus on promoting

social change.

Ben & Jerry’s, Fair TweetsTo spread the word about Fair Trade, earlier this year Ben & Jerry’sice cream, which has been championing fair trade ingredientssince 2005, decided to leverage unused characters in tweets—those that fall short of 140 characters. “Just like putting togethergood combinations for our flavors, our goal was to combine apopular social media tool with our effort to educate about FairTrade,” the Unilever brand explained.

Initially, the browser extension allowed people to donate unusedTwitter characters to spread the message about World Fair TradeDay on May 14. Subsequently, Fair Tweets is being used moregenerally to enhance awareness, with messages linking to anarticle about the Fair Trade movement. Fair Tweets are available forany amount of leftover characters. So far, more than half a millioncharacters have been donated.

Brandaid ProjectIt is estimated that artisancommunities in the developing worldreceive only 2-8% of the retail value oftheir work, and the statistics for othersectors of the handmade economy aresimilar. The Brandaid Project works toshift this imbalance, applying modernmarketing and branding to helpartisan communities increase their

revenue, retain profits and effectively access a multibillion-dollar market. Working withadvertising and design agencies, Brandaid helps artisans create brand and marketingassets, codesigns unique collections and helps generate sustainable retail sales atsubstantially better pricing.

Brandaid Project was piloted in Haiti in 2009 with the launch of two micro-enterprisebrands and collections. Croix-des-Bouquets and Carnival Jakmèl were showcased athigh-profile media events in Los Angeles and New York in partnership with Vanity Fairmagazine and the endorsement of celebrities such as Diane Lane and Diane vonFurstenberg. After the earthquake in Haiti, Brandaid brokered a deal with Macy’s tocarry a line of Haitian home decor products under the “Heart of Haiti” brand. Currently,with the support of the Canadian government, Brandaid is developing brand and launchprograms for nine artisan small businesses as part of Haiti’s economic recovery plan.

Brandaid’s ultimate vision is of a multicountry, multiyear program to launch hundredsof micro-brands and showcase products and cultural narratives from dozens ofdeveloping nations.

Garnier and The Times of India,Take Care, Take ChargeIndians are waking up to the reality of climatechange, partly because of media exposure butmostly because they’re seeing its impactfirsthand. As a result, a small but growingpopulation (mainly youth) are motivated to dotheir bit for the planet, be it reducing theircarbon footprint or starting green groups inschools and colleges. In 2010, Garnier, themass-market brand of L’Oréal, joined handswith India’s leading English daily, The Times ofIndia, to promote green ideas among Indianyouth. The Take Care, Take Charge initiative,which kicked off on April 22 (World Earth Day),sought to build a greenhouse of ideas for agreener planet. For every idea received, Garnierand The Times of India bought 10 kilograms ofused paper. On June 5 (World EnvironmentDay), the campaign culminated with an entirelyrecycled special edition of The Times of India.The winning ideas were shared withorganizations aligned to the campaign andrecommended to government bodies forfurther development.

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CASE STUDIES

(cont’d.)

Miracle Whip, Miracle Machine “We can do amazing things when we all pitch in!” says the Facebook page for Miracle Machine, aPhilippines-based initiative from Kraft’s Miracle Whip, working with JWT Manila. The project,which fits into a trend we’ve termed Collective Consciousness (the idea that people are thinkingless about “me” and more about what “we” can do collectively), was launched on Facebook inDecember 2010. The aim is to use the social network to make “miracles” happen, withparticipants spreading the word among their networks about specific needs and hoping someonemight have the resources to help.

The project was initially launched with the goal of making 12 listed “miracles” happen in 12 days.Participants who felt they were able to help could sign up to be “miracle workers” throughFacebook, select a case, then explain on the wall how they could pitch in. The first “miracle”achieved involved granting the wish of a sick child who wanted to meet a pilot. Others includedcollecting books for a group that helps stock libraries in public schools and organizing a potluckparty for kids at a charity home.

The long-term goal is to evolve into “a platform where people can come together online andcombine resources to make miracles happen for the less fortunate.”

For-profit chains, nonprofit storesTwo distinct retail chains are pioneering an innovative idea in corporate social responsibility, tweaking theirnormal retail operations into nonprofit endeavors that leverage what the companies do best to benefitcommunity organizations. Customers take part by simply consuming as normal.

In August, U.S. luxury department store chain Nordstrom opened a New York City concept store dubbedTreasure & Bond where 100% of proceeds go to local charities focused on children. Inventory is perhaps abit funkier than the merchandise sold at Nordstrom and runs the price gamut—jewelry and designerclothing carry lofty price tags, while some housewares are under $20—allowing a range of customers anopportunity to help New York kids in a unique way.

Meanwhile, patrons of Panera Cares restaurants enter an alternate universe in which they choose what to pay for their food, with profits going tocharity. While the restaurants look and feel like the other Panera sandwich outlets, they include a donation box by the register and suggested ratherthan fixed prices.

Panera Bread Company created its first such restaurant in May 2010 in its hometown of St. Louis and now operates twomore branches, with plans to launch about four more a year. “We were doing this for ourselves to see if we could make adifference with our own hands, not just write a check, but really make a contribution to the community in a real,substantive way,” said Panera’s founder and executive chairman, Ronald Shaich.

The restaurants are funded by Panera’s charitable foundation, and the proceeds go to a job-training and life-skillsprogram for youths who would otherwise have trouble finding and maintaining jobs. While it’s easy to abuse the pay-what-you-want system, Panera Cares patrons have proved conscientious: Panera says that 20% actually pay more thanthe suggested price, and another 60% donate the suggested amount.

With today’s consumers expecting brands to become more responsible for the well-being of the communities in which they do business, watch for thenonprofit store to gain wider adoption.

CASE STUDIES

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CASE STUDIES

(cont’d.)

Toyota, Ideas for GoodThis initiative, launched in November 2010, asked people to submit ideas on how Toyota’s technologiescould be repurposed to effect positive change. Proposals could fit into one of five technology categories,such as the Total Human Model for Safety and Advanced Parking Guidance System. Over a four-monthperiod, Toyota received more than 4,000 submissions. These were reviewed by independent judges and thenvoted on by the public at an “Ideas for Good” website.

Winning ideas included taking advantage of Toyota’s injury-simulation software to build a better bikehelmet and using the cameras and ultrasonic sensors of Toyota’s advanced parking guidance system tocreate an extension ladder for firefighters with accurate positioning for roofs and buildings. The winners ineach category received a Toyota vehicle (they had their choice among three models) and were invited to aprototyping session, held in partnership with Carnegie Mellon University. Students and faculty at CarnegieMellon continue to work on the prototypes, thanks to a $100,000 donation from Toyota.

Tide, Loads of HopeDays after a deadly tornado hit Joplin, Mo.,in May 2011, Procter & Gamble set up aTide Loads of Hope mobile laundry servicein an empty Walmart parking lot. Theservice processed 764 loads of laundry in itsfirst day, the most since the disaster-response program started in 2005, afterHurricane Katrina hit New Orleans.Catering to victims whose clothes are leftwet and dirty, the service washes and foldsclothes free of charge.

The Loads of Hope truck contains 32energy-efficient washers and dryers, andabout 10 staffers, as well as local help, dothe laundry, processing an average of 300loads a day. Tide also leases locallaundromats to provide additional freewashing and folding services. “Tide hascleaned clothes for Americans every day forthe last 65 years, and this is so core to ourpurpose as a brand,” says Mandy Treeby,external relations manager for Tide anddirector of the program.

Human Rights Watch, petition to free Burma’spolitical prisoners, “Behind Bars in Burma”

As part of Human Rights Watch’s “Behind Bars in Burma” campaignto release 2,100 political prisoners, an interactive installation was builtin New York’s Grand Central Terminal in June 2010. Small images ofprisoners were projected behind what looked like real-life bars butwere actually pens—passersby could remove these (symbolizing thefreeing of a prisoner) and then sign a petition. Thousands of people,from 86 countries, participated. The installation raised awareness andattracted media attention around the world. The experience wasreplicated in an interactive way online so more people couldparticipate. The campaign was created by JWT New York, which wonsix international awards for the effort.

Human Rights Watch sent the petition book to the United Nationssecretary-general and leaders of countries with close ties with Burma.While Burma continues to repress freedoms, more than 150 politicalprisoners have been released since the campaign, includingopposition leader Aung San Suu Kyi.

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APPENDIX

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APPENDIXLEARN MORE ABOUT OUR EXPERTS/INFLUENCERS

DAVID BELT, executive director and founder, Macro Sea

Belt, executive director and founder of Macro Sea, has become increasingly interested intransforming junk spaces and objects into fully utilized places of recreation and culture. Heconceives and formulates each project’s concept and vision, and oversees design andimplementation. The first project from the New York-based firm, whose ventures combine elementsof art, environmentalism and urban renewal, involved converting dumpsters into mobile swimming

pools. This evolved into a more recent endeavor: the Mobile Pool project in New York City, where dumpsters-turned-pools, flanked by decks, were set up on Park Avenue as a sort of country club. Next up? A found object skate park inDetroit.

NATHAN EAGLE, founder and CEO, txteagle

Eagle’s research involves engineering computational tools, designed to explore how large-scalehuman behavioral data can be used for social good.

As a research scientist at MIT and Fulbright professor in 2006, he launched MIT’s EPROM(Entrepreneurial Programming and Research on Mobiles) initiative, developing a mobile phone

programming curriculum that has been adopted by 12 computer science departments across sub-Saharan Africa.Thousands of African computer science students have gone through his curriculum, leading to hundreds of mobileapplications designed specifically for the African market, as well as a significant number of local startups. One suchstartup is txteagle, a company he formed in 2008 with the goal of enabling the 2 billion mobile phone subscribers livingin the developing world to generate income using their phones.

He holds a bachelor’s and two master’s degrees from Stanford University’s School of Engineering; his Ph.D. from the MITMedia Laboratory on Reality Mining was declared one of the “10 technologies most likely to change the way we live” bythe MIT Technology Review. In 2008, Nokia named him as one of the world’s top mobile phone developers, and in 2009, hewas elected to the TR35, a group of the top innovators under 35. His academic work has appeared in Science, Nature andPNAS; his research has been featured in The New York Times, The Wall Street Journal, Businessweek and CNN.

He is a visiting assistant professor at MIT, a research assistant professor at Northeastern and an Omidyar Fellow at theSanta Fe Institute.

VANESSA EDWARDS, head of corporate responsibility, WPP

Edwards has held her current role at WPP for the past decade. She was instrumental in producingWPP’s first corporate responsibility report 10 years ago, which until last year was the only report of itskind produced by a marketing services company. Edwards is responsible for WPP’s entire corporateresponsibility strategy across the areas of environmental, employment, social investment andmarketing ethics. WPP employs 153,000 people across 2,400 offices, with 2010 revenues of $9.3

billion and billings of $42.6 billion. Prior to joining WPP, Edwards was head of public affairs for HSBC Investment Bank in London.

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TIM FAVERI, director, sustainability and responsibility, Tim Hortons, Inc.

Faveri is responsible for cross-functional execution of this Canadian fast casual restaurant chain’scomprehensive sustainability and responsibility strategy, stakeholder engagement and corporatesustainability reporting.

KIM FINN, vice president and managing director, EthosJWT, Toronto

EthosJWT is a specialized practice devoted to developing social strategies that can positionorganizations and brands as sources of trust, value and values. An expert in social branding andcommunications, corporate social responsibility, signature program development and nonprofitpartnership development, Finn has worked extensively with not-for-profits, corporations, governmentsand institutions. She has developed strategies and campaigns focused on issues such as affordable

housing, the environment, health care, education and international development for leading brands including Heart andStroke Foundation, Microsoft, Walmart, Sick Kids and Habitat for Humanity.

STEVE LEWIS, CEO and co-founder, Living PlanIT

Lewis previously served as general manager of market development at Microsoft and co-chair of theMicrosoft Business Development Forum. He was primarily responsible for understanding key markettrends and developments. Before joining Microsoft, Lewis worked in the finance and investment industry,focusing on areas including due diligence, mergers and acquisitions, and participated on the boards of

numerous companies. He also served as general manager of the Lotus Messaging and Collaboration division of IBM Corp.

Currently Lewis is an active member on several boards of commercial corporations, philanthropic foundations andgovernment bodies. He relocated to Portugal to establish Living PlanIT’s operations in June 2008.

IRA LISS, CEO and co-founder, AOK

Liss co-founded and runs AOK, a “social game for social good” played online and in the real world thatoffers virtual and real rewards to players who capture, post and share acts and observations of kindness.He is also an entertainment consultant and responsible for strategic partnerships at The GoldenOpportunity, a video community that empowers individuals to perform and share meaningful micro-acts aimed at achieving a personal or social goal. His experience includes packaging creative content,

consulting with and building artists’ careers, and developing and selling digital media businesses, including the sale of theTV series Mad Men.

CHARMIAN LOVE, chief executive, Volans

Prior to joining Volans, a specialist consultancy and think tank business focused on social innovation,Love was a consultant with The Boston Consulting Group. Throughout her career she has worked on arange of projects focused on innovation, economic development, social entrepreneurship and socialfinance. Love is past chair of the Flavelle Foundation, an advisory board member of the Queen’sSchool of Business Centre for Responsible Leadership and a Fellowship Council member at the RSA.

She holds a degree in art history from Queen’s University and an MBA from Harvard Business School.

47

YAO-HUI HUANG, CEO, Win4Causes

Huang is an entrepreneurial executive who works with businesses and startups in many industrieswith a focus on technology. She has started and run companies in the technology, digital media andventure space and is co-founder and managing director of The Hatchery, a venture collaborationorganization with international reach that bridges the gap between entrepreneurs and investors

through access, advisory, funding and building communities. She currently works with eight countries and their trade andinvestment agencies to help their tech companies launch in the U.S.

Huang has a particular passion for helping entrepreneurs, women and social causes with projects in place to build globalcommunities, push more women into executive positions, and fund causes in a scalable, recurring way with Win4Causes, aplatform set to launch in fall 2011.

WALKER MORRIS, Malawi country executive, Clinton Foundation

Walker Morris has served since 2008 as the Malawi country executive of the Clinton DevelopmentInitiative, a program of the William J. Clinton Foundation focused on developing sustainable businesssolutions that help to alleviate rural poverty. He joined the Clinton Foundation in 2006, serving asdirector of business development for the Clinton-Hunter Development Initiative in Malawi andRwanda. He also serves as private sector program manager of the foundation’s work in Haiti, where

he is involved in recruiting international business investment and supporting increased international sourcing fromHaitian producers.

Prior to joining the Clinton Foundation, Morris worked in the broadcasting business. Since 1983 he has been presidentand primary shareholder of Muirfield Broadcasting, Inc., which operates radio stations in central North Carolina. Morrishas a master’s in education from Duke University and a bachelor’s in English from the University of North Carolina atChapel Hill.

ALEXIS OHANIAN, co-founder, Reddit; founder, Breadpig

Ohanian describes himself as a “startup guy” who would “like to make the world suck less.” He co-founded Reddit after graduating from UVA in 2005. Breadpig is a U.S.-based nonprofit that sellssustainably developed products and donates the proceeds to nonprofit organizations. Ohanian alsohelped launched Hipmunk, a flight and hotel search site, serves as “ambassador to the East” for Y

Combinator and is an angel investor at Das Kapital Capital. He makes regular TV appearances as a contributor forBloomberg TV.

MILTON PEDRAZA, CEO, Luxury Institute

Through the use of proprietary surveying techniques with high-net-worth consumers, Pedraza hasestablished the New York-based Luxury Institute as a ratings, research and luxury CRM consultinginstitution. Luxury goods and services firms, luxury professionals, high-net-worth consumers and theinternational press rely on the institute for its impartial ratings and best practices insights on how tobetter serve high-net-worth clients globally.

Pedraza is a world-class expert CRM practitioner. Prior to founding the Luxury Institute, he served in finance, marketing,

48

sales and senior management positions at Fortune 100 companies Altria, PepsiCo, Colgate, Citigroup and WyndhamWorldwide. In charge of CRM for a major division of Citigroup, Pedraza was assigned to run Citi’s first global CRMproject and won a Global Marketing award for his results. At Cendant (now Wyndham), he was also assigned to run thecompany’s first CRM project in addition to running luxury segments. He has licensed his proprietary and continuouslyupdated CRM methods, intellectual property and best practices to the Luxury Institute in order to serve the luxury industryand its consumers.

An author and speaker, he frequently presents at conferences globally on the topics of financial services, travel and leisure,real estate and luxury. As an executive and private investor, he has conducted business in more than 90 countries andspeaks several languages.

TONY PIGOTT, president and CEO, JWT Canada; global director, EthosJWT; co-founder, BrandaidProject

As CEO of JWT Canada, Pigott launched JWT’s social change practice, EthosJWT, in 2002. It is thecenter of excellence for social strategy and communications for the agency globally. Corporate clientshave included Walmart, Shell, Tim Hortons, Nestlé, Microsoft and HSBC; NGO and institutional

clients have included Canadian Cancer Society, CARE, Participaction, Heart and Stroke Foundation and the University ofToronto.

Pigott has also worked on global projects with UNESCO, leading a communication initiative between UNESCO and JWTGlobal that was presented at the World Summit on Sustainable Development in Johannesburg. More recently, the directorgeneral of UNESCO selected Pigott as a global adviser on the organization’s World Report on Cultural Diversity andIntercultural Dialogue, published in 2010.

Pigott also has hands-on experience in social enterprise, co-founding Brandaid Project, which brings modern marketing,branding and market access to master artisan communities in least developed countries.

KRISTINE SHINE, vice president, PopSugar Media

In her role at PopSugar Media, an online leader in original content and social media for Millennialwomen, Shine has been responsible for creating solutions for brands to engage and interact with thisdemographic. Shine looks at what resonates most with this generation and how brands can get theseinfluential women to become their evangelists. She blogs about her thoughts on this demographic on

Why Y Women: Marketing and Millenials and contributes to MediaPost’s Engage:GenY blog. Prior to joining Sugar, Shinewas at Spotrunner, Microsoft and Businessweek.

73%

70%

68%70%}

83%

84%

80%82%}

56%

43%

52%

83%

82%

89%

83%

81%

77%

61%

71%

59%

49

Millennials (18-33) Gen X (34-46) Boomers (47-66)

FIGURE 1B: RISE OF CONSUMER CYNICISM AND EXPECTATION FOR TRANSPARENCY (U.S.)

Percentage who agree with each of the following

APPENDIX

I’m skeptical of brands that are alignedwith charitable/social causes, their

efforts seem somewhat halfhearted

I’m sometimes suspicious abouthow much of the money I donate

actually goes to people in need, asopposed to management and

administrative costs

Brands that are aligned withcharitable/social causes need to do a

better job of telling me how mydonation is benefiting the cause

Brands and companies don’tdisclose enough information abouttheir charity/social cause programs

I do background research to learnexactly how my funds are allocated

before donating money to acharitable organization

I wish there was an easier way to seethe direct impact my time/monetary

donations have

50%}85%}

80%}

63%}

ADDITIONAL CHARTS

89%

79%

77%82%}

72%

78%

76%75%}

51%

53%

62%

90%

93%

90%

85%

84%

82%

62%

48%33%

50

Millennials (18-33) Gen X (34-46) Boomers (47-66)

FIGURE 1C: RISE OF CONSUMER CYNICISM AND EXPECTATION FOR TRANSPARENCY (U.K.)

Percentage who agree with each of the following

APPENDIX

I’m skeptical of brands that are alignedwith charitable/social causes, their

efforts seem somewhat halfhearted

I’m sometimes suspicious abouthow much of the money I donate

actually goes to people in need, asopposed to management and

administrative costs

Brands that are aligned withcharitable/social causes need to do a

better job of telling me how mydonation is benefiting the cause

Brands and companies don’tdisclose enough information abouttheir charity/social cause programs

I do background research to learnexactly how my funds are allocated

before donating money to acharitable organization

I wish there was an easier way to seethe direct impact my time/monetary

donations have

55%}91%}

84%}

48%}

70%

85%

89%81%}

86%

89%

91%89%}

52%

51%

50%

81%

86%

96%

90%

88%

91%

58%

61%46%

51

Millennials (18-33) Gen X (34-46) Boomers (47-66)

FIGURE 1D: RISE OF CONSUMER CYNICISM AND EXPECTATION FOR TRANSPARENCY (CAN)

Percentage who agree with each of the following

APPENDIX

I’m skeptical of brands that are alignedwith charitable/social causes, their

efforts seem somewhat halfhearted

I’m sometimes suspicious abouthow much of the money I donate

actually goes to people in need, asopposed to management and

administrative costs

Brands that are aligned withcharitable/social causes need to do a

better job of telling me how mydonation is benefiting the cause

Brands and companies don’tdisclose enough information abouttheir charity/social cause programs

I do background research to learnexactly how my funds are allocated

before donating money to acharitable organization

I wish there was an easier way to seethe direct impact my time/monetary

donations have

51%}88%}

90%}

55%}

87%

90%96%

87%

92%

92%

89%

91%

90%

92%

84%

89%

Brands and big corporations shouldtake responsibility for improving

the world

Companies need to do more good,not just less bad

I believe brands are capable ofbeing both powerful/profitable andkind to the world at the same time

82%82%

79% 83%

82% 87%

52

Millennials (18-33) Gen X (34-46) Boomers (47-66)

FIGURE 2B: CONSUMER EXPECTATION FOR RESPONSIBLE BUSINESS (U.S.)

Percentage who agree with each of the following

Millennials (18-33) Gen X (34-46) Boomers (47-66)

APPENDIX

}

81%

83%

89%

82%

90%

88%

FIGURE 2C: CONSUMER EXPECTATION FOR RESPONSIBLE BUSINESS (U.K.)

Percentage who agree with each of the following

Brands and big corporations shouldtake responsibility for improving

the world

Companies need to do more good,not just less bad

I believe brands are capable ofbeing both powerful/profitable andkind to the world at the same time

}}}

}

}

Brands and big corporations shouldtake responsibility for improving

the world

Companies need to do more good,not just less bad

I believe brands are capable ofbeing both powerful/profitable andkind to the world at the same time

88%89%

94% 95%

90% 93%

53

Millennials (18-33) Gen X (34-46) Boomers (47-66)

FIGURE 2D: CONSUMER EXPECTATION FOR RESPONSIBLE BUSINESS (CAN)

Percentage who agree with each of the following

APPENDIX

92%

83%

96%

94%

98%

92%

}}}

65%

60%

62%62%}79%

86%

80%

79%

74%

77%

82%}77%}

73%

72%

72%

79%

84%

72%

54

Millennials (18-33) Gen X (34-46) Boomers (47-66)

FIGURE 3B: CONSUMER DESIRE FOR BRAND INVOLVEMENT IN LOCAL COMMUNITY (U.S.)

Percentage who agree with each of the following

APPENDIX

My local community is in need of alot of care and the city government

has been slow to act

It’s better to take local communityprojects into your own hands rather

than waiting for big institutions orcity government action

Brands and large corporations havea responsibility to improve the

local communities in which theydo business

I wish a brand or company wouldhelp by making substantialinvestments to improve my

local community

Members of my local communityare willing and able to roll up their

sleeves and work on projects thatwill improve our town; we just need

the tools and leadership to do it

72%}78%}

80%

84%

78%

78%

75%

66%

81%}73%}

88%

80%

82%

86%

89%

87%

83%}87%}

75%

68%

64%69%}

55

Millennials (18-33) Gen X (34-46) Boomers (47-66)

FIGURE 3C: CONSUMER DESIRE FOR BRAND INVOLVEMENT IN LOCAL COMMUNITY (U.K.)

Percentage who agree with each of the following

APPENDIX

My local community is in need of alot of care and the city government

has been slow to act

It’s better to take local communityprojects into your own hands rather

than waiting for big institutions orcity government action

Brands and large corporations havea responsibility to improve the

local communities in which theydo business

I wish a brand or company wouldhelp by making substantialinvestments to improve my

local community

Members of my local communityare willing and able to roll up their

sleeves and work on projects thatwill improve our town; we just need

the tools and leadership to do it

77%

83%

90%

75%

81%

87%

82%}81%}

77%

83%

86%

81%

87%

92%

82%}86%}

65%

74%

76%72%}

56

Millennials (18-33) Gen X (34-46) Boomers (47-66)

FIGURE 3D: CONSUMER DESIRE FOR BRAND INVOLVEMENT IN LOCAL COMMUNITY (CAN)

Percentage who agree with each of the following

APPENDIX

My local community is in need of alot of care and the city government

has been slow to act

It’s better to take local communityprojects into your own hands rather

than waiting for big institutions orcity government action

Brands and large corporations havea responsibility to improve the

local communities in which theydo business

I wish a brand or company wouldhelp by making substantialinvestments to improve my

local community

Members of my local communityare willing and able to roll up their

sleeves and work on projects thatwill improve our town; we just need

the tools and leadership to do it

85%

89%93%

89%}87%

88%

90%

88%}76%

70%

62%

76%

74%

75%

57

Millennials (18-33) Gen X (34-46) Boomers (47-66)

FIGURE 3E: CONSUMERS WANT THEIR VOICES HEARD IN LOCAL DECISION MAKING (U.S., U.K., CAN)

Percentage who agree with each of the following

APPENDIX

If brands and big corporations embarkon projects to improve the localcommunity, it is important they

involve the locals in the planning anddecision-making process

Local government should let thepeople take a more active role in

deciding how “junk space” (abandonedplots of land, parking lots, retail and

office spaces, etc.) is used

I wish there was an easier way for meto share ideas on how to improve my

community with officials

I prefer to donate to charities where Ican see the actual results (e.g., a new

park being built in my town)

69%

75%

}}

88%

81%

83%

84%}

81%

84%86%

84%}

79%

64%

57%

81%

77%

76%

58

Millennials (18-33) Gen X (34-46) Boomers (47-66)

FIGURE 3F: CONSUMERS WANT THEIR VOICES HEARD IN LOCAL DECISION MAKING (U.S.)

Percentage who agree with each of the following

APPENDIX

67%

78%

}}

If brands and big corporations embarkon projects to improve the localcommunity, it is important they

involve the locals in the planning anddecision-making process

Local government should let thepeople take a more active role in

deciding how “junk space” (abandonedplots of land, parking lots, retail and

office spaces, etc.) is used

I wish there was an easier way for meto share ideas on how to improve my

community with officials

I prefer to donate to charities where Ican see the actual results (e.g., a new

park being built in my town)

91%

94%

91%

92%}

86%

93%94%

91%}

74%

76%

58%

80%

70%

69%

59

Millennials (18-33) Gen X (34-46) Boomers (47-66)

FIGURE 3G: CONSUMERS WANT THEIR VOICES HEARD IN LOCAL DECISION MAKING (U.K.)

Percentage who agree with each of the following

APPENDIX

69%

73%

}}

If brands and big corporations embarkon projects to improve the localcommunity, it is important they

involve the locals in the planning anddecision-making process

Local government should let thepeople take a more active role in

deciding how “junk space” (abandonedplots of land, parking lots, retail and

office spaces, etc.) is used

I wish there was an easier way for meto share ideas on how to improve my

community with officials

I prefer to donate to charities where Ican see the actual results (e.g., a new

park being built in my town)

88%

90%99%

92%}83%

89%

95%

89%}75%

70%

71%

69%

76%

79%

60

Millennials (18-33) Gen X (34-46) Boomers (47-66)

FIGURE 3H: CONSUMERS WANT THEIR VOICES HEARD IN LOCAL DECISION MAKING (CAN)

Percentage who agree with each of the following

APPENDIX

72%

75%

}}

If brands and big corporations embarkon projects to improve the localcommunity, it is important they

involve the locals in the planning anddecision-making process

Local government should let thepeople take a more active role in

deciding how “junk space” (abandonedplots of land, parking lots, retail and

office spaces, etc.) is used

I wish there was an easier way for meto share ideas on how to improve my

community with officials

I prefer to donate to charities where Ican see the actual results (e.g., a new

park being built in my town)

81%

82%

73%

83%

82%

79%

79%

77%

66%

67%

61%61%

83%

79%75%

61

Millennials (18-33) Gen X (34-46) Boomers (47-66)

FIGURE 4C: THE GLOBAL DO-GOOD GENERATION (U.S., U.K., CAN)

Percentage who agree with each of the following

APPENDIX

I think about the impact mydecisions and actions have on the

world around me

I feel it’s my responsibility to makethe world a better place for

future generations

It’s important to me to leave alegacy of goodwill

My generation is more community-minded and open to thinking andacting collectively on social causes

compared to other generations

There’s a need to balance outinequalities around the world

As a wealthy country, we have a dutyto help those less fortunate in

other countries

Donating to a charity or cause is away of showing people around me

that I’m a caring person

78%}81%}

74%}63%}

79%}67%}73%

66%

61%

71%

66%

56%64%}

76%

87%

76%

77%

85%

88%

76%

82%

76%

65%

65%

74%

86%

85%

90%

62

Millennials (18-33) Gen X (34-46) Boomers (47-66)

FIGURE 4D: THE GLOBAL DO-GOOD GENERATION (CAN)

Percentage who agree with each of the following

APPENDIX

I think about the impact mydecisions and actions have on the

world around me

I feel it’s my responsibility to makethe world a better place for

future generations

It’s important to me to leave alegacy of goodwill

My generation is more community-minded and open to thinking andacting collectively on social causes

compared to other generations

There’s a need to balance outinequalities around the world

As a wealthy country, we have a dutyto help those less fortunate in

other countries

Donating to a charity or cause is away of showing people around me

that I’m a caring person

80%}83%}

78%}68%}

87%}73%}81%

69%

70%

71%

63%

59%64%}

466 Lexington Avenue

New York, NY 10017

www.jwt.com | @JWT Worldwide

www.jwtintelligence.com | @JWTIntelligence

www.anxietyindex.com | @AnxietyIndex

JWTIntelligence contacts: EthosJWT contact: Ann M. Mack Tony Pigott212-210-7378 President and CEO,ann.mack@jwt.com JWT Canada@annmmack Global Director,

EthosJWTJessica Vaughn 416-926-7383212-210-8583 tony.pigott@jwt.comjessica.vaughn@jwt.com@jess_vaughn

(c) 2011 J. Walter Thompson Company. All Rights Reserved.

SOCIAL GOOD

Lead writer and researcher Jessica Vaughn

Co-writers William Palley

Sarah Siegel

Director of trendspotting Ann M. Mack

Editor Marian Berelowitz

Proofreader Nick Ayala

Design Paris Tempo Productions

About JWT: JWT is the world’s best-known marketing communications brand. Headquartered in New York, JWT is a true globalnetwork with more than 200 offices in over 90 countries employing nearly 10,000 marketing professionals.

JWT consistently ranks among the top agency networks in the world and continues its dominant presence in the industry bystaying on the leading edge—from producing the first-ever TV commercial in 1939 to developing award-winning brandedcontent for brands such as Smirnoff, Macy’s, Ford and HSBC.

JWT’s pioneering spirit enables the agency to forge deep relationships with clients including Bayer, Bloomberg, Cadbury, Diageo,DTC, Ford, HSBC, Johnson & Johnson, Kellogg’s, Kimberly-Clark, Kraft, Nestlé, Nokia, Rolex, Royal Caribbean, Schick, Shell,Unilever, Vodafone and many others. JWT’s parent company is WPP (NASDAQ: WPPGY).

About EthosJWT: We think there is an emerging marketplace: the Marketplace for Social Change. It is evident in the public’sconcerns on issues from climate change to community. It is evident in the actions of leading corporations, governments,nonprofits and brands. This is why we started EthosJWT 10 years ago.

EthosJWT is a nationally and globally recognized expert in helping organizations create breakthrough social strategies against abroad range of social contexts and stakeholder demands/needs. An integrated practice within JWT, EthosJWT helps our clientsharness the power of brand strategy, ideas and activation for social good/social change. The goal is to make a true impact on theissues most relevant to our clients, their key audiences, and the communities in which they live, and in the process add newdepth and meaning to the organization and its brand.

EthosJWT provides a full range of strategic marketing, advertising and communications services utilizing talent of JWTincluding:

• Leading CSR/citizenship platforms/programs• Igniting social issues and causes• Animating/activating social movements• Unleashing brand/consumer power for social good/social change

160 Bloor Street East

Suite 800

Toronto, Ontario

M4W3P7

www.ethosjwt.com