So far, most organizations have focused on direct processes to achieve value through corporate responsibility. Safe strategies have been pursuing direct commercial benefits, such as measuring and reducing your carbon footprint. Actions of this type undoubtedly bring some return to the organization and its community, but fall short of more expressive results.
What we are slowly observing is a second step in the approach to corporate responsibility, marked by a clear focus on the business value that this type of practices enables. To fully benefit from corporate responsibility, organizations need to realize that they need to take additional steps to create value for their activity and begin to understand how the organization's main stakeholders react to these types of initiatives.
In practical terms, this involves moving away from strategies originating at the top of the organization determined solely by Management, towards a richer co-creation process with employees. It means understanding the psychological needs to which corporate responsibility can respond, such as the self-esteem and pride that customers can feel for joining a socially responsible organization. With this knowledge it becomes possible to respond and measure the needs of the target audience.
A social responsibility strategy must involve the marketing team. Marketing has the know-how to conduct relevant campaigns and to measure their possible return. In addition, involving marketing in consumer analysis allows coordination on how the social responsibility strategy can be presented to those for whom it is intended.