What do you think?
Rate this book
Good for Business: The Rise of the Conscious Corporation
In order to satisfy the heightened demands of today's more powerful consumer, corporations from Wal-Mart to GE are undergoing an evolutionary transformation in the way they do business--from their operations and strategies to their relationships with customers and communities. In this timely book, two top branding experts team up with a highly regarded specialist in corporate culture and a leading global search consultant to illustrate how the most dynamic and promising companies of today are charting a new path for the corporate brand of tomorrow. Good for Business outlines four key elements that will serve as the cornerstones of the most successful businesses of the future:
Purpose Beyond Profit
• Humanized Leadership
• Corporate Consciousness
• Collaborative Partnerships
Today, brands matter a lot, and what companies we do business with also matters. In Good For Business, the authors show not only why building an authentic corporate brand is critical to success, but how to do it in a way that creates more loyal customers, develops a devoted workforce, and makes a social difference in the world at large.
Purpose Beyond Profit
• Humanized Leadership
• Corporate Consciousness
• Collaborative Partnerships
Today, brands matter a lot, and what companies we do business with also matters. In Good For Business, the authors show not only why building an authentic corporate brand is critical to success, but how to do it in a way that creates more loyal customers, develops a devoted workforce, and makes a social difference in the world at large.
- GenresNonfiction
256 pages, Hardcover
First published September 15, 2009
1 person is currently reading
16 people want to read
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 4 of 4 reviews
July 24, 2010
“Good For Business” (GFB) is a thoughtful overview of the sea change in the operating environment for corporate brands. The book describes the forces that shaped corporate America’s public relationships throughout the 20th Century and brought us to the present “new world order.” Its focus is not on the past, however, but on the characteristics required for companies and leaders to craft and sustain meaningful corporate brands that resonate with socially conscious publics.
“The push for social responsibility is a response to multiple crises – environmental (especially fear of global warming), humanitarian (refugees, genocide, poverty, health), and financial – and has been colored by the West’s embrace of spirituality and volunteerism. More people have begun to think seriously about the world’s interconnectedness and the imperative of looking out for one another.”
The central argument here is not about altruism, but about the business benefits of doing the right thing: “…doing right by all stakeholders — including the public — will yield tremendous advantages in terms of competitive differentiation, brand image, and customer loyalty.”
You’re underwhelmed? Granted, “doing well by doing good” is hardly an original idea — and many forward-thinking companies have been practicing corporate social responsibility for a long while. So any new book on this subject runs the risk of repeating the same old lessons and “preaching to the converted.” But no matter how many times you may already have heard the “sermon,” that doesn’t make the underlying messages any less valid. With the maturation of these fields (CSR and corporate branding), however, there’s an expectation any new publication must offer something beyond the standard arguments justifying the use of shareholder resources to promote social good. Fortunately, “Good For Business” is more than just a rehash of existing knowledge about CSR. There is genuinely useful information here (especially regarding the development of a “conscious” corporate brand) that could make this book worth your while.
“So what will the Conscious Corporation of tomorrow do differently? It will move CSR out of its adjunct position, choosing instead to infuse elements of social and environmental responsibility throughout its operations, from human-resource practices and customer service to supply chains, retail venues, and packaging. And it will listen and respond to conversations taking place about the corporation and its brand equities and weaknesses.”
Escaping The Dreaded “Dilbert” Mission Statement
GFB offers relevant theoretical “hooks” – among them its framework for creating more holistic and “humanized” corporations using “Four Cornerstones of the Conscious Corporation.” From a practical standpoint, however, the heart of this book is its step-by-step prescription for reforming the dreaded “mission statement” – that often-insipid document that single-handedly has given rise to so many cynical ”Dilbert” cartoons. The authors present a convincing case for organizations to adopt instead the “Useful Statement Of Direction” (USOD) – a far more robust way to envision and instill a purposeful corporate culture to bring about real change in how the organization lives its brand. GFB offers a thorough methodology for putting the USOD to work, along with several examples of how this tool applies to major corporate brands. (These chapters in-and-of-themselves are reason enough to add this book to your library.)
“Good for Business” is a collaborative effort among four authors: two branding practitioners (Andrew Bennett and Ann O’Reilley from Euro RSCG Worldwide), a corporate culture specialist (renowned strategy consultant Cavas Gobhai) and an executive recruiter (Greg Welch from Spencer Stuart). In concept, the idea has merit – as each of these roles is important in shaping the socially responsible corporation. In practice, however, the result is not entirely satisfying – as the text has a “patchwork” quality about it that sometimes feels more like a draft than an integrated whole. (In addition to the four principals, there’s a cast of supporting players — CEOs, consultants, researchers — also contributing to the effort. In other words, there are a lot of cooks in this soup.)
Better, perhaps, to have had either a master editor weaving a consistent theme or (ideally) to have made this a more comprehensive overview of the key pieces required for a “good business” corporate brand today. (For example, basic commentary from experts on Governance, Legal Affairs and Ethics would have added important dimensions – as would the opinions of analysts, regulators and the nonprofit community. If you’re promoting an “holistic” approach, don’t these players – and others – all need to be factored into the corporate brand equation?)
A “New Brand World” For Communicators
Communications practitioners may have liked to see more specific strategies and tactics for building a “conscious” brand — using social media techniques, etc. As any marketer or public relations person will attest, the “new brand world” has radically transformed organizational communications practices — leaving many practitioners feeling adrift on a shifting sea. As a case in point, “Good For Business” quotes Peter Sieyes, a director at the English beverage company, Diageo:
In the past, Sieyes said, managing communications was like bowling:
“We would roll the ball (marketing message) at the designated target and could vary the speed and curve depending on the situation. Typically, we would hit all the pins we wanted, in essence creating a halo for the corporate brand.”
Today, he says,
“…marketing communications is more like pinball. Yes, we still get to release the ball, but now our messages get ‘jolted’ by consumer groups, bloggers, and the like. Consumers are controlling the conversation, deciding which aspects interest them and adding their own spin.”
Although the “pinball” analogy is apt enough, laments about “the good old days” of controlled messages won’t get us very far. As with most changes, it is far more productive to look for the opportunities presented and to “just get on with it.” From this standpoint, the authors’ focus on “big picture” trends is ultimately more useful than any tactical approaches — which quickly can become dated and cliche. Far better to learn how to think about adapting to the altered ecosystem, especially when those changes are so rapid and widespread.
Social Responsibility As An Essential “Literacy” For Corporate Brand Managers
As mentioned above, those already steeped in corporate branding and social responsibility may well find some of the material here to be repetitive or derivative. Nevertheless, there’s an audience for this text: managers who know enough to understand that corporate social responsibility and sustainability have become essential “literacies” – and who are interested in getting an overview of how to incorporate these key concepts into the organizational brand.
When everything about a corporate communicates, every aspect of the organization becomes a “message” – its products, policies, people and PR all are infused with values and differentiators. In this transparent and fluid ecosystem, what’s “good for business” is an organic and evolving concept that requires continual reassessment and adaptation. This book raises awareness about those important practices. “Good For Business” furthers the essential conversations that can help organizations to consciously and conscientiously shape their increasingly important corporate brand assets.
“The push for social responsibility is a response to multiple crises – environmental (especially fear of global warming), humanitarian (refugees, genocide, poverty, health), and financial – and has been colored by the West’s embrace of spirituality and volunteerism. More people have begun to think seriously about the world’s interconnectedness and the imperative of looking out for one another.”
The central argument here is not about altruism, but about the business benefits of doing the right thing: “…doing right by all stakeholders — including the public — will yield tremendous advantages in terms of competitive differentiation, brand image, and customer loyalty.”
You’re underwhelmed? Granted, “doing well by doing good” is hardly an original idea — and many forward-thinking companies have been practicing corporate social responsibility for a long while. So any new book on this subject runs the risk of repeating the same old lessons and “preaching to the converted.” But no matter how many times you may already have heard the “sermon,” that doesn’t make the underlying messages any less valid. With the maturation of these fields (CSR and corporate branding), however, there’s an expectation any new publication must offer something beyond the standard arguments justifying the use of shareholder resources to promote social good. Fortunately, “Good For Business” is more than just a rehash of existing knowledge about CSR. There is genuinely useful information here (especially regarding the development of a “conscious” corporate brand) that could make this book worth your while.
“So what will the Conscious Corporation of tomorrow do differently? It will move CSR out of its adjunct position, choosing instead to infuse elements of social and environmental responsibility throughout its operations, from human-resource practices and customer service to supply chains, retail venues, and packaging. And it will listen and respond to conversations taking place about the corporation and its brand equities and weaknesses.”
Escaping The Dreaded “Dilbert” Mission Statement
GFB offers relevant theoretical “hooks” – among them its framework for creating more holistic and “humanized” corporations using “Four Cornerstones of the Conscious Corporation.” From a practical standpoint, however, the heart of this book is its step-by-step prescription for reforming the dreaded “mission statement” – that often-insipid document that single-handedly has given rise to so many cynical ”Dilbert” cartoons. The authors present a convincing case for organizations to adopt instead the “Useful Statement Of Direction” (USOD) – a far more robust way to envision and instill a purposeful corporate culture to bring about real change in how the organization lives its brand. GFB offers a thorough methodology for putting the USOD to work, along with several examples of how this tool applies to major corporate brands. (These chapters in-and-of-themselves are reason enough to add this book to your library.)
“Good for Business” is a collaborative effort among four authors: two branding practitioners (Andrew Bennett and Ann O’Reilley from Euro RSCG Worldwide), a corporate culture specialist (renowned strategy consultant Cavas Gobhai) and an executive recruiter (Greg Welch from Spencer Stuart). In concept, the idea has merit – as each of these roles is important in shaping the socially responsible corporation. In practice, however, the result is not entirely satisfying – as the text has a “patchwork” quality about it that sometimes feels more like a draft than an integrated whole. (In addition to the four principals, there’s a cast of supporting players — CEOs, consultants, researchers — also contributing to the effort. In other words, there are a lot of cooks in this soup.)
Better, perhaps, to have had either a master editor weaving a consistent theme or (ideally) to have made this a more comprehensive overview of the key pieces required for a “good business” corporate brand today. (For example, basic commentary from experts on Governance, Legal Affairs and Ethics would have added important dimensions – as would the opinions of analysts, regulators and the nonprofit community. If you’re promoting an “holistic” approach, don’t these players – and others – all need to be factored into the corporate brand equation?)
A “New Brand World” For Communicators
Communications practitioners may have liked to see more specific strategies and tactics for building a “conscious” brand — using social media techniques, etc. As any marketer or public relations person will attest, the “new brand world” has radically transformed organizational communications practices — leaving many practitioners feeling adrift on a shifting sea. As a case in point, “Good For Business” quotes Peter Sieyes, a director at the English beverage company, Diageo:
In the past, Sieyes said, managing communications was like bowling:
“We would roll the ball (marketing message) at the designated target and could vary the speed and curve depending on the situation. Typically, we would hit all the pins we wanted, in essence creating a halo for the corporate brand.”
Today, he says,
“…marketing communications is more like pinball. Yes, we still get to release the ball, but now our messages get ‘jolted’ by consumer groups, bloggers, and the like. Consumers are controlling the conversation, deciding which aspects interest them and adding their own spin.”
Although the “pinball” analogy is apt enough, laments about “the good old days” of controlled messages won’t get us very far. As with most changes, it is far more productive to look for the opportunities presented and to “just get on with it.” From this standpoint, the authors’ focus on “big picture” trends is ultimately more useful than any tactical approaches — which quickly can become dated and cliche. Far better to learn how to think about adapting to the altered ecosystem, especially when those changes are so rapid and widespread.
Social Responsibility As An Essential “Literacy” For Corporate Brand Managers
As mentioned above, those already steeped in corporate branding and social responsibility may well find some of the material here to be repetitive or derivative. Nevertheless, there’s an audience for this text: managers who know enough to understand that corporate social responsibility and sustainability have become essential “literacies” – and who are interested in getting an overview of how to incorporate these key concepts into the organizational brand.
When everything about a corporate communicates, every aspect of the organization becomes a “message” – its products, policies, people and PR all are infused with values and differentiators. In this transparent and fluid ecosystem, what’s “good for business” is an organic and evolving concept that requires continual reassessment and adaptation. This book raises awareness about those important practices. “Good For Business” furthers the essential conversations that can help organizations to consciously and conscientiously shape their increasingly important corporate brand assets.
October 26, 2011
corporate social responsibility (CSR); Essentially makes an argument that doing good is a profitable strategy, and how many of the most successful companies (these days) with the strongest brand loyalty from their customers are the ones who pursue this not only as a strategy but as a central belief. Writing a check is no longer worth your time, but if you are say a food company, actively working to end world hunger might be. The activity needs to correlate to your company product, but if you do it with the same focus you pursue profit the results are lower turn-over and greater productivity in your workers (who feel they are actively involved in something greater than just earning a pay check) and customers who will love you (to the extent that the companies who do this best can find their logos showing up in customers tattoos), let alone making sure to buy your product first before even considering someone else's. Even 'evil empires' like Walmart have managed to dull their evil this way --- using their bully size to change market practices 'we will only sell sustainable products, etc'
Nothing in this book is radically new or not discussed in other books, but its a relatively quick read and worth looking at. The end of the book contains the results of various studies that they have done which is the basis of their arguments.
Nothing in this book is radically new or not discussed in other books, but its a relatively quick read and worth looking at. The end of the book contains the results of various studies that they have done which is the basis of their arguments.
June 14, 2010
This book argues that social networking, among other movements, will make it more difficult for dishonest corporate types to get away with shoddy practices. The authors point out that only 20 years ago, top corporate officers made 20x what the average company wage was. Now that figure has risen to over 300x. Corporate Social Responsibilty for 'Profit, People, Planet' will be the way business gets down from this moment on...
February 6, 2011
A quick read, nothing extraordinarily new, but some good analysis of the recent college grads just entering the work force.
Displaying 1 - 4 of 4 reviews