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The Four Big Social Media Mistakes Your Company Is Probably Making

The SSC Team February 20, 2018 Tags: , , Strategic Sustainability Consulting No comments
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While the vast majority of large and mid-sized businesses have been engaging in social media outreach as part of their marketing strategy for at least five years, nearly half are unable to pinpoint any impact this marketing has had on their bottom line.

Recently the Harvard Business Review ran The Basic Social Media Mistakes Companies Still Make, which notes that although 97% of Fortune 500 companies are on LinkedIn, 84% are on Facebook, and 86% are on Twitter, many brands entered the social media realm without a clear strategy. And without any strategy, you’re going to end up with a lot more mistakes than success. You may not be running at Fortune 500 company, but your sustainability business can certainly learn from their mistakes.

MISTAKE #1: Creating a Facebook, Twitter or LinkedIn account and setting goals for increasing “the numbers of likes, comments and shares.” It may seem promising, but “likes,” comments and shares are probably not worth much to your income. If you don’t connect your social media actions to broader business goals from the beginning, your return on investment (ROI) becomes elusive, and social media becomes an end unto itself.

MISTAKE #2: Limiting brand preference. This means focusing entirely on Facebook or Instagram or whatever social media channel you feel is the most popular instead of implementing a multichannel outreach strategy. Looking back to the Fortune 500 companies, only 66% are using YouTube, 45% are on Instagram, 36% have corporate blogs, and even less are on Pinterest (a mere 33%). If your business choses not engage other platforms, you could miss out on valuable business opportunities.

Research by Millward Brown Digital found that 93% of Pinterest users planned purchases on the platform and 87% actually made a purchase after seeing a product they liked. Utilizing a platform like Snapchat might be the ideal way to reach millennials and Instagram has played an integral role in helping to lift sales for multiple brands. Super important stat: business that have prioritized blogging are 13 times more likely to receive positive ROI.

MISTAKE #3: Only pushing information out.  While you need to engage your customers with stories that evoke emotions, solve their problems and help brighten their day, the best — and most underutilized tool — is responding to your customers. Replies to comments — even negative comments — can help bolster the image of your brand. And engaging lets your customers know you are listening.

So how do you make social media work for your business? Let’s start by basing your social strategy on business objectives — not just gaining more followers or “likes” — follow up on that by thinking about who your target market is, what social media platforms will best reach that group, and the tools and metrics that can help you achieve those goals. Focusing on increasing brand awareness for a certain age range during a specific time frame? That is an actual business goal, one you can achieve!

And when you are considering which platforms to utilize, remember more is not always better. If a social media outlet doesn’t seem to vibe with your business objectives, it might be better to post less or even close that account.

MISTAKE #4: Not tracking analytics. There are a number of social media options when it comes to analytics, so take the time to research those options and find what makes the most sense for your business. If you can see where your efforts are working (and where they are not making much impact) it will help you focus your attention in the areas that are improving your bottom line.

Social media and sustainability go hand in hand. Utilizing the right social media channels will give your company the chance to expand engagement, transparency, rethink societal roles, and more.

 

Looking for an example? Take Toms, the shoe company – Toms has utilized social media to promote initiatives such as One for One. And once a year they have a One Day Without Shoes campaign which last year provided shoes to over 27,000 children.

Establishing a social media strategy that is business oriented may seem overwhelming, but if you take a step back and remember to take your business goals and target market into consideration, it will be much easier to prove you are seeing ROI via your social media activities. Not just a few more thumbs up each day

Sustainability Strategy Isn’t a Checklist

The SSC Team February 8, 2018 Tags: , , , , Strategic Sustainability Consulting No comments
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Enjoy this post from the SSC Archives. 

There are a lot of business books out there that provide templates for business plans and checklists. And having a plan and a checklist is important for any project or start-up, but developing a business strategy or incorporating sustainability into a business strategy isn’t a series of items to check off of a “to-do list.”

Even if you went through and commissioned and then checked off an annual sustainability report, a carbon footprint, a life-cycle analysis, et cetera, there is no guarantee that your organization would even be close to executing a true sustainability strategy.

Sustainability strategy should be based on an organizational understanding of why you need to invest in assessing and reducing your environmental impact. Without understanding why, you risk wasting time and money on projects that don’t align with the overall business strategy and stakeholder needs.

After determining why sustainability is important to the organization, you should focus on materiality, or what are the most important or impactful steps the organization can make inside of a realistic timeframe or budget or deadline.

Finally, look to experts to develop a proven path forward that speaks to both the materiality and the underlying corporate strategy on this issue.

For example, if your company is a small manufacturing firm held accountable to demanding suppliers or upcoming environmental regulations, but you have no clear idea on your environmental impact, then your why may be “we need to know what we are facing so we can answer questions of our stakeholders with honesty and confidence.”

Next, is materiality – are suppliers or regulators more important? Can they be addressed through the same sustainability tool or report?

If you determine through a materiality assessment that your suppliers are the most important stakeholder group to address first, next, consider what information they are demanding, in what format, and by when. In the example case of manufacturing, this may be collecting LCA data for a supplier scorecard or more pulling together even more thorough data for a third-party environmental or human product declaration (EPD/HPD) report.

Essentially, sustainability strategy should be tailored as carefully as marketing strategy or pricing strategy.

Company leadership should clearly understand why the sustainability efforts are integral to the success of the company, how important they are to the stakeholders who drive that success to help prioritize efforts, and which strategic path forward to take to meet stakeholder needs best.

SSC not only delivers excellent sustainability consulting services, we are focused on ensuring our clients choose the service, and level of service, that will meet their real business goals

How to Improve Client Outreach

The SSC Team February 6, 2018 Tags: , , , , , Strategic Sustainability Consulting No comments
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You may think that your work in the world of sustainability puts you in a totally unique industry. But think again! You may not like the idea of equating your work with work in sales, however a lot of the elements of a sales role overlap sustainability.

 

Just think — if you need to convince an internal audience that it is worth investing in sustainable efforts, aren’t you selling them on it? Or, as a consultant, you’re constantly selling your expertise? With that in mind, here are some tips from sales pros — and some things you definitely want to avoid when you are trying to engage a new client.

 

Focus on trust. Out of the gate you can’t just throw tons of new (and possibly expensive) ideas right out of the gate. First you need to establish a relationship, which will allow you to build trust. Then when you present a strategic plan the listener will be more likely to be confident in your agenda.

 

How can you create this trust? Jeff Haden offered three great suggestions in his recent post on Inc. about taking this step. First you need to learn about your contact and their business or organizational obstacles. If you don’t understand their unique challenges and values, how can you create a strategy that will make sense to them?

 

Find common ground. The best way to connect with a potential client is through a mutual connection. Research has shown that a buyer is five times more likely to engage with a sales person if they connected through a mutual acquaintance. Five times more likely! You can easily translate that from sales to your sustainability business — always look for a common professional connection.

 

And for in-house common ground? Look for opportunities to collaborate on their projects before pushing hard for someone to immediately jump on board your project. The old adage, “make it their idea” works well when selling to co-workers across departments.

 

The last tip seems like a no brainer — demonstrate expertise and knowledge in your industry. You may get in the door, but your potential client is probably not going to sign onto any strategy you create unless they believe you really know what you are talking about. Be confident and show that you are tuned into their business and the best ways to make sustainable adjustments in their industry.

 

As an internal sustainability manager or advocate, it might be helpful to bring in an expert for a workshop to better explain what sustainability is from a position of experience. This may answer a lot of questions for everyone on the team, and give you some insight on what next steps you need to take as well.

 

With those guidelines in mind, let’s take a look at some of behaviors you want to avoid while selling:  

 

Do not blame others if your performance declines. Your plans aren’t being accepted? You aren’t growing your client base? Before you start casting the blame on someone else, take a real look at what former clients, supervisors, or colleagues are saying about your work. Have things changed?

 

As a consultant, even if you’ve found one super, amazing client, don’t neglect your other work. Remember do not put all your eggs in one basket. Client needs change, relationships change, and you can’t focus all your attention on only one company or you could end up with nothing.

 

You probably don’t want to get too political. If you take a stance make sure it is in line with your brand as a consultant or in line with the corporate values. Try to keep your personal feelings in check, and think about the brand you’re selling before make politically motivated statements. 

Sustainability Consulting Round-Up: Best of Our Blog from January 2018

The SSC Team February 1, 2018 Tags: , , , , , , , , , , , , Strategic Sustainability Consulting No comments
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We try to post a new blog at least once a week, just to share our insights into the world of sustainability strategy and what it takes to be a sustainability consultant or professional today. Here are our most-read posts from November.

 

The Obstacles with Sustainability Strategy

 

Creating Partnerships Can Be Useful for Your Company

 

Is Vanpooling a Good Choice for Your Company?

 

 

 

If you like an article, please consider sharing it online via your favorite social media platform. Helping us grow our audience is the #1 way you can show your support for the work that we do.

VERGE HAWAII: Asia Pacific Clean Energy Summit

The SSC Team January 11, 2018 Tags: , , , , , Strategic Sustainability Consulting No comments
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VERGE HAWAII
Will you be joining the clean energy summit in Honolulu, HI in June?

June 12-14, 2018

Hilton Hawaiian Village in Honolulu, HI
Learn from key stakeholders as well as the local community and industry leaders about where energy markets are headed and the best methods for building sustainable communities.

The limits of national politics in driving renewable energy

The SSC Team January 24, 2017 Tags: , , Strategic Sustainability Consulting No comments

A lot of people in the sustainability field, whether as consultants, advocates, or managers are asking themselves: How will the new presidential administration in the U.S. affect the “green” economy?

In the months leading up to his inauguration, the incoming president called climate change a “hoax,” announced plans to dismantle the EPA, and vocally denounced U.S. participation in the Paris Climate Accords.

Although it is disconcerting, dangerous, and misinformed to marginalize global climate change, we are fairly certain that corporations engaging in meaningful sustainability strategy, renewable energy innovation, and green investing across global markets will continue to rise.

Business itself is driving much of the demand for renewables. Consumers want sustainable products. Innovators are always looking for the newest mousetrap. And in our wired world, innovation means more energy efficiency across industries from national defense to personal electronics to keep costs down and power up.

The Renewable Energy Sector Will Continue to Grow

In fact, three of the incoming cabinet members have already distanced themselves from the official White House positions. The marketplace and our international partners and competitors are seeing the advantages of investing in renewable energy, from decreased energy dependency to creating new jobs.

Whether or not the president changes his mind on climate change or sustainability, the market will continue to drive us toward a greener future. Sustainability is the driver of innovation in 2017, and there’s no going back on that. 

The Business Case for Sustainability

The SSC Team January 12, 2017 Tags: , , , , , Strategic Sustainability Consulting No comments

Enjoy this post from the SSC Archives. 

Each year we try and start fresh, assuming that our potential clients may be learning about sustainability strategy from a practical implementation standpoint for the very first time.

Even though this post is from our archives, this webinar presented by, SSC President Jennifer Woofter called "The Business Case for Sustainability" presented to the DC chapter of Net Impact a few years back is a great primer on  how to identify, calculate, and prioritize social and environmental benefits to organizations.

We recorded the session, and you can watch it here! 

Some people still think that implementing sustainability might be great for the company's image, but bad for its bottom line. Nothing could be further from the truth, and you will learn how sustainability makes both Sense and Cents. 

Over the course of the webinar we will identify key areas where "going green" can pay off, calculate basic savings opportunities for energy, water, transportation and other issues, and understand basic financial models for calculating return on investment (ROI). We will also discuss how to value a company's reputation, brand image, and stakeholder relationships, as well as how to reduce certain costs borne by the company. We will focus on the following areas and demonstrate with real-life case studies: 

  • Economic: Promoting business excellence and maintaining the highest ethical standards 
  • Social: Engaging with community and exemplifying corporate responsibility 
  • Environmental: Employing green building practices and minimizing carbon emissions

 If you found this webinar helpful, you may also want to check out our white paper, Sustainability Through the Value Chain.  For a complimentary conversation about the topics in the webinar or white paper, please contact us.

Sustainability Progress Check: Manufacturing Firms in the Architecture and Engineering Industry – Sustainability Lessons from ArchitectureBoston Expo (ABX)

The SSC Team January 5, 2017 Tags: , , , , , , , , , Strategic Sustainability Consulting No comments

In November, we headed out to ArchitectureBoston Expo (ABX) to get the pulse on sustainability from the perspective of architects, engineers, builders, contractors, manufacturers, and other AEC professionals. We spoke to dozens of representatives from the more than 400 exhibitors about sustainability programs, sustainability strategy, and what they think of it all.

Our conversations resulted in two really great questions:

Additionally, we took extra time and conducted a survey specifically targeted at companies that manufacture products (as opposed to service providers and distributors) used in the AEC field to delve deeper into what types of companies are doing what types of sustainability programs and why.

We gathered survey results from 30 manufacturers ranging in size from 1-10 employees to 550+ employees to gauge their sustainability performance and pressure from stakeholders. Exactly ⅓ of the respondents are doing little to no work in sustainability - not tracking any metrics other than those required by law and, in most cases, offering LEED credits. On the flip side, ⅓ have completed full sustainability reports and many had done EPDs, HPDs, and/or LCAs or carbon footprints for their core business. The remaining ⅓ was - obviously - somewhere in the middle, having a largely uncoordinated sustainability program that has been pieced together based on stakeholder pressure - certifications, submitting energy or water or supply chain data based on customer requests.

Essentially, the industry seemed evenly split with regard to tracking sustainability information, but as predicted, the companies with the most employees and most visible global brands are doing the most work and completing more comprehensive analysis - and seeing financial returns on their sustainability efforts. The larger the company, the more resources to dedicate to sustainability, the more they benefit.

However, companies across the board reported that they were feeling pressure from stakeholders - whether architects or builders or developers - to report more thoroughly on sustainability. More than 42 percent of respondents said they have been asked for carbon footprint data, LCA, and/or HPDs/EPDs in the past year. Nearly 30 percent of respondents have been asked for specific data points - water use, supply chain certifications, energy use, and/or waste information. An additional 7 percent have been asked by shareholders or clients for a full sustainability report.

Although stakeholders are asking for information, very few draw hard lines when the information isn’t readily available, with companies noting that the frequency of being asked for the information is increasing, but they have yet to feel a negative effect for not having the information on hand.

The question is: When will the critical tipping point be reached when an LCA or EPD or HPD be required as a standard part of an RFP for a major construction project, and will the ⅔ of companies with little to no comprehensive data be ready in time to be competitive on the project?

The average GRI-compliant sustainability report, an HPD or EPD, or a comprehensive, third-party verified life-cycle assessment can take more than six months to complete, start to finish. And the investment in a sustainability project for a small to medium sized manufacturing firm can range from tens of thousands of dollars to 10-times that amount...

So what should your company do? 

We believe it’s time for companies to build a sustainability reporting strategy into the overall operating budget so all of the reporting mechanisms and comprehensive data are on-hand when that critical tipping point is reached.

The next questions are:

  • What type of reporting should your business be focused on?
  • What should you budget for sustainability?
  • How do you use the sustainability tools to your competitive advantage?

Luckily, with more than 10 years’ experience in the field, we can answer all of these questions for you in less than it cost to attend ABX in the first place.

We encourage all of our potential clients to invest in training for their employees so they understand the advantages of strategic sustainability implementation, the material issues for the industry segment you compete in, what your peers are doing, and how you can take a leadership role in sustainability through effective planning.

Instead of engaging us for a year-long life-cycle assessment project, when you really just need an EPD or to start your first annual sustainability report, take advantage of our 1-Day Sustainability Assessment and Rapid-Decision Making Workshop. For a fraction of the cost of your sustainability program, we will guide you and your team through

  • Sustainability 101
  • Give you our recommendations for the best-course for your company
  • Facilitate a rapid-decision making discussion to further narrow down a path forward that meets your company's needs, budget, resources, and goals. 

We'd love to hear from you! Check out our full service offerings and submit a contact form and we'll be happy to schedule a 15-minute phone call to help you clarify next steps on your sustainability journey.

 

 

Is your sustainability strategy too complicated?

The SSC Team January 3, 2017 Tags: , , , , Strategic Sustainability Consulting No comments

 Enjoy this post from the SSC archives.

You can't be all things to all people, and neither can an effective sustainability strategy. Companies that try to do everything (such as go carbon neutral, hire local, move to 100% telecommuting, redesign products to be zero waste, offer vegan lunch options in the cafeteria, install a rooftop garden, and retrofit the building) lack the focus to make truly meaningful change.

Instead, companies having the most effective sustainability plans are usually laser sharp in their sustainability strategy -- identifying just a couple of key leverage points to guide all subsequent sustainability decisions. That's what we recommend to clients (cover your bases, but choose to excel in one area at a time). 

But even with a straightforward and strategic sustainability plan, sometimes the message to stakeholders gets muddled. So how do you know if you are telling a simple and compelling sustainability story? In a recent article in Fast Company, The 10 Questions Every Brand Should Ask To Ensure It's Simple Enough, author Margaret Molloy gave some great insight. (While she is talking about branding, we think it applies equally well to sustainability communications.) 

Below, we've amended the 10 questions that Molloy poses in order to present them in a sustainability context.

  • Is senior leadership committed to providing a simpler sustainability story?
  • Do I know what our brand’s sustainability purpose is, and is it articulated in a simple, memorable, and inspiring way?
  • Do we have the tools in place to get everyone to consistently deliver on our sustainability purpose?
  • Have we made it as simple as possible to innovate at our company?
  • Is our brand deeply focused on what drives sustainability preference within the market?
  • Are our sustainability messages in sync with the customer experience?
  • Do customers share our view of who we are and what we want to be?
  • Are the sustainability aspects of our products and services clear and easy to navigate?
  • Do we know the sustainability issues where simplicity would be most appreciated and inspire greater loyalty?
  • Do we have a simple road map for the customer journey?

We recommend you read Molloy's entire article for additional insight. It really got us thinking...and we bet it will spark a discussion around your office's water cooler, too.

Thanks to 2degrees for publishing the article on their website!

Need more information on creating a good sustainability strategy?  Read our white paper, Sustainability Change Management:  We've Had the Green Audit, Now What?

 

3 Ways to Engage Suppliers on Sustainability

The SSC Team November 15, 2016 Tags: , , Strategic Sustainability Consulting No comments

We would like to get more involved in including sustainability initiatives during our procurement process and the selection of supplier process.  We want to work with our procurement team on this. What are some of the methods other organizations and companies have used in engaging with suppliers with their sustainability initiatives?

-- Barry Enix | Buckman

 

 

The question above was posed on the 2Degrees platform for sustainability professionals. It's a great question, and one that we frequently tackle in our work with clients seeking to push sustainability beyond their direct operational boundaries.

Here's what SSC President Jennifer Woofter said:

I find that effective supplier engagement needs three components: a policy element, a program element, and performance element.

The policy element is intended to explain the expectations that you have for suppliers in the area of sustainability. A supplier code of conduct, for example, will outline which sustainability issues (labor, environment, human rights, grievance processes, health and safety, etc.) you expect suppliers to address and comply with. Inserting similar requirements into supplier contracts, RFP/RFQs, etc. will ensure that the policy has "teeth" and can be used in contract decisions.

Supply chain programs including training and capacity building -- for both the suppliers themselves, but also for your procurement staff. Do purchasing managers know what to look for in a "sustainable" supplier? Are sustainability aspects incorporated into new vendor evaluations? What kind of auditing, self-assessments, corrective actions, and negotiation tools are available on each side? Robust programs will ensure that your policy isn't just a document on a wall somewhere, but is an active expectation lived out in day-to-day decision-making.

The final component is effective performance measurement. Sustainability professionals like to say "what gets measured gets managed" and it's essential that any supplier engagement program have effective metrics. You might begin with simple measures like "how many suppliers responded to our survey" or "how many suppliers attended our sustainability training," but generally I advocate moving to more outcome-based metrics such as "how much did serious incidents decrease after suppliers participated in our safety training?" and "how many tons of carbon emissions were suppliers who engaged with us able to reduce (as compared to non-engaging supplier)?" These kind of indicators will give you a much better sense of how effective your engagement efforts are -- and give you insight into what new initiatives are most likely to give you the results you seek.

Want to see what other sustainability practitioners recommended? Read the entire discussion over at 2Degrees.