CSR and Brand Reputation

Sustainability marketing and sustainable marketing are often considered the same thing but they are not. As Paul Randle would often say in our workshops 'Sustainability marketing is dead!'. Sustainability marketing is communicating your company's wider sustainability plans. Sustainable marketing is embedding sustainability into every single aspect of your function from branding and strategy to tactics, governance, and most importantly how you define success. Sustainability marketing is very faddy and sits perfectly with marketing's obsessions with trends. It came in, everyone became obsessed with it and now people are saying does it really matter? Well, I can completely see why. Brands are being pulled across the embers left, right and centre for greenwashing, socialwashing, purposewashing, lacking sincerity, lacking authenticity, lacking integrity, and most importantly not being considered trustworthy. And why is this happening? Firstly you have marketing teams who do not understand sustainability and secondly, you have a marketing function that despite communicating sustainability plans, continues to use business-as-usual (BAU) channels, toolkits, branding strategies, and planning, etc which continues to lead to mass overconsumption, inadequacy marketing, funding of misinformation, ad fraud, driving debt up, driving suicide rates up, complete lack of contextual care when targeting customers, enormous operational carbon footprints and waste streams and a detrimental brainprint (to name but a few). These problems won't go away unless we properly embed sustainable marketing thinking. We need to not only communicate sustainability but we need to act, feel, be, do it as well. Taking this approach has its benefits as well, it will enable brands to: - Stay ahead of the legislation ramping up - Help companies hit their Scope 3 emission reduction targets - Offer a long-term competitive edge - Drive efficiencies up and thus saving costs - Deepen connections with customers I know I live and breathe this space but I really see no other option but to take the sustainable marketing route. It just makes business sense plus you will have a team that is fully engaged because they know they are no longer being part of the problem. #marketing #advertising #sustainabilitymarketing #sustainablemarketing

"A recent analysis shows that a staggering 97% of the $49.5 billion promised by the 50 largest corporations to combat racial injustice remains unaccounted for. This amount is only a fraction of the total $200 billion pledged. Despite these commitments, only some have followed through on their promises. Shockingly, only 8 of the top 50 companies who claimed to support Black Lives Matter have donated to it or related causes. Only 4% of pledged donations were designated to criminal justice and civil rights groups. Additionally, many of these contributions were self-serving – loans and similar investments lead to profits. Corporations also experience increased revenue and brand recognition from customers eager to support businesses that align with their values. Without accountability, corporations and philanthropy will continue to benefit from their inaction and may never allocate the promised funds."

Consumers are raising their expectations around corporate social responsibility, demanding sustained action over isolated gestures. And as brands pull back or quiet their DEI initiatives, their audiences are paying close attention. → 53% of Americans feel disappointed when brands stay silent on social issues (Givsly) → 40% of Gen Z has stopped purchasing from brands that reversed their DEI efforts (The Harris Poll) “Very few brands can afford to alienate their target customers. Younger consumers, in particular, are very aware of the choices they have, and of the power they have to act with their dollars," said EMARKETER principal analyst Sky Canaves. The consequences of superficial or abandoned DEI initiatives are already evident. Consumers are boycotting Target, but they're also calling out retailers like Levi's for quietly launching Pride merch without explaining its significance to shoppers or integrating it into a broader strategy. For brands contemplating how to navigate this place, intentionality and long-term commitment is more important than ever, said our analyst Paola Flores-Marquez. “Going back on a stance is worse than not taking a stance. All you’ve done is alienate your supporters without courting the other side that is never going to support you.” Read more: https://lnkd.in/g4Vmk2t6

👉 CSRD EXPLAINER 👈 The purpose of the Corporate Sustainability Reporting Directive (CSRD) is to standardize corporate sustainability reporting. Its primary objective is to ensure that stakeholders and investors have access to consistent, comparable, and reliable information regarding sustainability (ESG). The CSRD has 12 underlying European Sustainability Reporting Standards (ESRS). There are three critical ESRS (besides mandatory disclosures in ESRS 2), namely ESRS E1, ESRS S1, and ESRS G1, which focus on climate change, social aspects of the workforce, and governance practices, respectively. As shown in the figure, these standards pertain to processes that the reporting entity controls, manages, or is directly involved in through their operations. As part of ESRS E1, companies are required to report comprehensive information regarding their impact on and effects from climate change. It is important to note that all companies are CO2 emitters, which means that they have a negative effect on the environment. A company that determines that this topical matter is irrelevant must also provide a defense explaining why this is so. Companies that deem this matter material must disclose their exposure to physical and transition risks related to climate change and the opportunities they may pursue including, - GHG emissions (GHG Protocol): Detailed reporting on greenhouse gas (GHG) emissions, including Scope 1 (direct), Scope 2 (indirect from energy), and Scope 3 (all other indirect emissions) emissions. - Climate Targets and Transition Plans (TPT): Disclosure of targets related to climate change mitigation and adaptation, as well as the strategies and plans to achieve these targets. - Resilience of their business models in the face of climate change. ESRS S1 focusing on the company's own workforce. This is also an actual impact, however companies are not required to file a defense if they deem this matter immaterial. S1 requires companies to report information on working hours, wages, and employment conditions. Furthermore, entities need to report data on the diversity of the workforce, health and safety, training, as well as labor practices. ESRS G1 focuses on governance aspects, ensuring that companies provide clear and transparent information about their governance structures and practices. ESRS G1 requires companies to disclose the company’s governance framework, including the roles and responsibilities of the board and management. This includes information on the company’s policies and practices related to ethics, anti-corruption, and anti-bribery as well as how the company engages with stakeholders, including shareholders, employees, customers, and other relevant parties. Required information in G1 is risk management framework (processes for identifying, assessing, and managing risks), executive remuneration, and transparency regarding executive compensation, incl. link between remuneration and the company’s sustainability performance.

“How do you even measure ROI from thought leadership?” That’s the question I hear a lot from marketers & senior execs. And it’s a fair question to ask. - You don’t get a sales spike overnight. - You don’t always get clean attribution. - So for many people, ROI feels... vague. But that doesn’t mean it’s not driving deals, building trust, or opening doors. The impact is massive, you just need to know where to look. At iResearch Services, we use the 4R framework to measure ROI across: 1/ Revenue: Financial metrics - Number of new conversations - ROI calculation across campaigns - Lead generation & conversion rates - Revenue from content-driven conversations 2/ Reputation: Market presence - Media mentions & backlinks - Branded search volume & earned PR - Website traffic & social media growth - Share of search compared with competitors 3/ Relationships: Audience response - Survey responses - Social engagement quality - Asset downloads & sharing - Client feedback & testimonials 4/ Real-world impact: Engagement depth - Speaking invitations - Collaboration opportunities - Social impact (e.g. community involvement) - Measurable changes in behaviour (e.g. adoption of new practices or terminology) — Most teams only measure the 1st R. But the other 3 R’s? They build the trust that drives the revenue. We’ve got something exciting coming to help you assess one of the Rs. More soon.

Pathways to integrate sustainability into brand strategy 🌎 Legacy companies face increasing pressure to evolve their sustainability efforts. But not all strategies require the same level of disruption—or customer involvement. Understanding the landscape is key to driving both environmental impact and business value. A helpful framework from HBR maps four brand strategies for sustainability onto a 2×2 matrix based on two dimensions: the market served (existing vs. new) and the role of the customer (purchase vs. participation). Fertilizing focuses on improving products or operations in existing markets. It requires minimal customer engagement and is often the most accessible entry point for legacy brands. The goal is to deliver sustainability as a built-in benefit of the purchase. Transplanting extends sustainability benefits into adjacent markets. The company broadens its scope while still leading the effort, asking customers to follow. The offering must deliver credible value beyond environmental claims—on price, convenience, or performance. Grafting emphasizes behavioral change. Brands remain in existing markets but rely on customer participation to realize sustainability outcomes. The success of this strategy hinges on incentives, habit-shifting design, and perceived fairness. Hybridizing is the most ambitious strategy. It combines entry into new markets with brand reinvention and customer transformation. This model suits companies seeking to reset growth or lead systemic shifts within their industries. Each approach offers a distinct balance of risk, complexity, and impact. Selecting the right strategy depends on a brand’s market position, maturity in sustainability, and ability to engage its consumer base credibly. The matrix is a practical tool to sharpen strategy, clarify internal alignment, and evaluate readiness for change—whether through low-barrier enhancements or broader repositioning. Source: HBR #sustainability #sustainable #business #esg

💼💰 How powerful are big firms in politics? A very, very relevant question nowadays. A new NBER paper ( 👉 https://lnkd.in/e7YiM6ZK) shows just how far corporate influence reaches—far beyond the usual campaign donations or lobbying. 📚 The research from Matilde Bombardini and Francesco Trebbi builds a full-spectrum view of how firms shape policy in the US, measuring corporate political power across eight channels: 🏛️ Campaign contributions (PACs + individual donations) 🗣️ Lobbying 🏢 Political connections (revolving doors) 🎁 Politically motivated charitable giving 🧑🤝🧑 Employee mobilisation 🕳️ Dark money (via 501(c)(4)s) 📣 Public advocacy/media pressure 🤖 Astroturfing (fake grassroots) 📊 Average spend? ~0.05% of S&P 500 revenues. Small in accounting terms—but politically massive. This influence shapes regulation, public opinion, and who gets heard in Washington. ⚠️ Why it matters now: Under the second Trump administration, corporate access has become even more direct—Elon Musk’s companies alone spent ~$288M in the 2024 cycle, with reports of him being empowered to shape federal staffing and policy priorities. This research shows that what seems like “small” political spend can translate into huge sway. 👀 Much of this power operates in the shadows—beyond standard transparency rules. 🧠 Essential reading for anyone thinking about democracy, corporate accountability, or political reform. And if you think this is just a US issue—think again. Wherever corporate wealth is concentrated, corporate power tends to follow. Europe is no exception. Groups like the Corporate Europe Observatory have long documented how lobbying and influence networks shape EU policy from the inside. The current wave of deregulation in Europe isn’t just a coincidence—or the product of sound policymaking. It reflects a broader shift in political power towards corporate interests.

Our reputational risk is “Yellow”? 🤔   Security professionals often struggle forecasting reputational risk. The usual answers “4,” “High,” or “Yellow” don’t help. They oversimplify the problem, hide what matters most and offer no direction for mitigation. Instead, identify exactly who would perceive you less favorably and exactly *how* that would look, i.e. a stakeholder analysis. A stakeholder analysis will show you exactly what a loss of reputation would look like towards all your relevant stakeholders. And most importantly, provide insight regarding effective mitigation.   Stakeholder analysis: 1)     Map stakeholders (see notes) on two dimensions: a.     Strategic importance: Stakeholder can influence path to strategic objectives b.    Incident sensitivity: Negative reaction is influenced by your incidents. c.     Note the important and sensitive stakeholders. 2)     Identify an event that can impact your reputation with important stakeholders; breach, service disruption, delays, budget exceedance, ransomware, fraud, etc. Bear in mind: Not all event types evoke the same reaction from the same stakeholder. 3)     List the possible impact from negative reactions (see notes for examples); Ask yourself “what would I see, if my reputation with [stakeholder] was diminished?”. 1-3 tangible metrics will probably immediately pop up, and if not, its probably not an important stakeholder after all. 4)     Identify levers: What actions (preemptive or reactive) are you able to take or plan? Probably only a handful. The good news is that your levers almost certainly mitigate >90% of the negative reputation outcomes. Now you know what to do. Bonus Your qualitative reputation risk analysis can become 10x more useful with basic probabilistic tools. Maybe you noticed the % and $ in the notes. All outcomes can be expressed as conditional probabilities, and all costs can be expressed as ranges.

Recent headlines have been all about John Deere and Tractor Supply Company walking back their commitments to inclusion, fighting climate change and more. Taking positions, figuring out where to focus, managing social media backlash, and incorporating different and sometimes contradictory stakeholder perspectives remain a glaring challenge for American corporations. In my Harvard Business Review Big Idea article back in February, I explored what’s going on, how companies can approach the topic smartly, and the questions to ask before you decide to “speak up.” “Corporate leaders have wound up embroiled in complex questions about whom they represent — and on what basis. The Business Roundtable and other influential voices have called on businesses to balance the interests of all their stakeholders, not just shareholders. Experts have told executives that employees and the general public want them to take public stands on social issues — and that doing so might confer an edge in hiring talent or attracting customers. But the desire to balance stakeholder interests and speak up for employees on high-stakes societal questions is colliding with the realities of divided, polarized workforces, political dysfunction, and anger about corporate hypocrisy. These issues are particularly fraught in the United States in a charged presidential election year, though they resonate far more widely. And increasingly, companies are facing backlash around what they are or are not saying on issues such as ESG and DEI, with many hesitating to defend their choices, and sparking further employee frustration in the process. What’s needed is a considered and deliberate strategy for speaking up. Corporations are not democracies. Stakeholders are not an electorate. Lacking both the authority and the mechanisms to advocate or represent everyone’s interests in a coherent way, corporate leaders risk undermining both their businesses and other societal institutions when they claim that they can — or feel that they must. There is a better approach.” https://lnkd.in/djA4a4ey

Hey founders! Chai par charcha time. ☕️ What if I told you that one of India’s most ambitious products failed because of its branding? Tata Nano, launched in 2008, was meant to revolutionize Indian transportation- a ₹1 lakh car, making four-wheelers accessible to every middle-class household. Noble vision, right? But its branding killed it. Tata positioned it as the "world’s cheapest car.” Now, who wants to own something labeled ‘cheap’? The narrative made people feel that buying a Nano was a compromise rather than an upgrade. The problem worsened when early models caught fire (literally!), reinforcing the low-quality perception. Lesson for founders: 📌 Price ≠ Positioning. ↳ Being budget-friendly is great, but branding should highlight value, not just affordability. 📌 Perception matters. ↳ Tata should have framed Nano as a "Smart City Car" or "Safer Than a Scooter" instead of making it about price alone. 📌 Correct the narrative. ↳ Once the "cheap car" label stuck, Tata didn’t actively reframe the story. One strong counter-campaign could have changed the game. Boss, ek galat positioning aur public perception kaafi hoti hai brand ko niche girane ke liye. If you're building a brand, focus on value, perception, and positioning- not just features and pricing. 🚀 p.s.: Do you know more examples of bad positioning? -------- Chai Par Charcha 👉 Small mistakes that can save your Brand image. For those who don’t know me- I’m a Brand Consultant & Strategist, working with startups & brands to build trust, positioning, and recall. Follow along to learn and grow together! #BrandBuilding #PositioningMatters #TrustMatters #ChaiParCharcha