Enterprise & Small Business Principles, Practice & Policy 2nd Edition Sara Carter, Dylan Jones-Evan - Solutions

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Listen to the full podcast episode with Dr Alex Mifsud – see link in the references.
Research and review how others are changing narrative – what can you learn, borrow and activate?
Review your marketing campaigns. Consider imagery messaging and call to actions through a brainprint lens – what could change?
Assess how you can help write a better narrative to support a brainprint that serves the behaviour changes needed. Which way will you bet?
Do your objectives and goals consider the actions and behaviours they essentially aim to create? – i.e. ensuring less waste, creating healthier and sustainable behaviours, reducing the reliance on natural resources.
Look at your sustainable agenda (if you have one) – is it communicated in a way that makes it relevant and normal?
Have a team meeting – either within marketing or cross-functionally, and discuss where you are now and where you want to go, adding insight and knowledge of the landscape you are operating in and what others are doing.
Where can you do better at involving customers to make better choices and more sustainable behaviour change?
Consider where you’re making claims about products being greener considering the direct rebound effect – can you measure whether you’re driving the right behaviours?
Get familiar with the concept of Lifecycle Assessments (LCAs). Understand the LCA of your own products/services.
What shared value models could you adopt which become new goals? How could you as a Marketer communicate these?
What do you do today to retain customers? Does it work, how can you improve it?
Review your objectives and goals when it comes to your customers. What are they? Do you focus on transactions or long-term relationships?
Ensure that sustainability aspects are built into any employee insight research – ensuring you are keeping pace with the changing needs, views and hearts and minds of your key stakeholders.
Speak to team members about employee engagement programmes and how you can build a narrative that supports employer brand and talent acquisition and retention.
Review any current frameworks – ESG, CSR. What are the implications for employees?
Ensure that questions around climate and sustainability are built into any customer insight research – ensuring you are keeping pace with the changing needs, views and hearts and minds of your key stakeholders.
Find out what insights your organization has around customer sentiment, views and visions, and how these are evolving.
Review any current frameworks ESG/CSR – what are the implications for customers?
Consider how you can get employees on board with education, ownership and accountability.This may include incentivizing them, providing formal certification training to enhance their skills and competence, or developing performance related plans.
Design a training programme to be shared to all employees, bringing clarity around your sustainability agenda. Consider bite-size lunchtime learning sessions or as part of onboarding.
Review how sustainability strategy, agendas and plans have been shared across the business. Is there clarity across the business among all employees about what it is, why it matters and the role they play?
Find out where offsetting fits into your decarbonization plans. Consider any implications of greenhushing and greenwashing.
Understand what and how progress is being communicated. Is it all jargon? Can you simplify and contextualize?
Speak to relevant team members around progress, plans and targets.
Could you learn from or experiment with anything happening in other industries?Sometimes looking outside of where you work can spark some interesting ideas and conversations. What could you learn from others?
Are there any partnerships or collaborations that could be formed to help in your efforts to reduce your carbon footprint?
As a Marketer, think outside your organization to the industry your organization sits in, are you aware of the impact of your industry? Are you aware of the objectives and goals your industry needs to take to reduce emissions?
Read The Carbon Almanac – a wonderful book of facts about climate change, presented in a completely engaging and easy to understand way. It’s a truly brilliant piece of work.
For those who have begun the process, ask where the organization is in terms of calculating their emissions. Are goals and targets being discussed and set? What are the decarbonization commitments? What is the plan and how will it be cascaded throughout the organization?
Has your organization started to consider/identify its Scope 1, 2 and 3 emissions? If not, start a conversation and begin the process of finding out how you can go about this. There are organizations and consultants who provide this process as a service. We highly recommend every organization does
Consider how you can be a part of the solution, in meeting the goals and objectives as a Marketer.
Go one step further and map out objectives and goals which are relevant to your function.
Read the UNEP Emissions Gap Report 2022. Overlaying where your organization is, map out climate objectives and goals which are relevant to your organization.
Stakeholder objectives externally:• What objectives do you need to consider around how you will change/influence customers or society in general?• Set realistic goals.• Know how your communities need to change and how you will keep your objectives evolving and progressing.
Objectives internally:• Know what progress are you measuring.• Have a plan to communicate your progress.
Considerations for goals and objectives in relation to the broader picture:• Set objectives aligned to the main impacts of your industry.• How will you monitor and measure these?
Is there scope to break the report into segments? Gauging feedback to ensure it makes sense and translates the right message to the right people.
Create a campaign to mobilize and engage key audiences. Are there aspects that can be pulled out and used as brand communications to showcase progress and commitment?
Review your Sustainability Report from a marketing perspective – consider the questions in the section above, ‘Where to start’. Discuss where the communication can be improved.
If you work with trusted partners or hold any accreditations, do you communicate them? Do you talk about them in such a way that your audience understand why they are important?
Review the audit you undertook from Chapter 6 on greenwashing – are you being transparent and does your organization ensure stakeholders can make fair year on year comparisons?
Take the internal checklist and see where your organization is today.
As well as B Corp, explore The Better Business Act and One Percent for the Planet.www .betterbusinessact .org/www .one perc entf orth eplanet .org/
Review your current goals and objectives as a function; do your objectives support a sustainable agenda? Carbon footprint, waste, communications, behaviour change, circularity – are they present/aligning?
Look outside at the bigger picture for how you can make a positive impact in, or for, your industry. Broader external knowledge is a much-needed foundation on which to build.
Where you know things aren’t perfect, is there opportunity to talk about it to engage your stakeholders?
Review your Sustainability Report – is it as transparent as it could be? Could you be using transparency to drive more accountability to build more trusted relationships with key stakeholders?
Tune in to the podcasts outlined in Useful resources to explore.
Take a moment to read Rob’s The 72 Lessons Climate Change & Eco-Anxiety Have Taught Me About Life. https://howtobehappyworld .substack .com /p /the -72 -lessons-climate -change -and
Is your organization doing enough, are your feelings and views heard, validated, respected, and acted upon? How can you turn your view into action?
Are you worried about the future? Speak to your colleagues and find out how they are feeling; it can help to support each other.
Do your own research into the end of life of your products – do you know where they go? If they are part of a take/make waste model, is there an opportunity to bring in circularity?
Talk about where your products are sourced, produced and manufactured – but only if it is relevant. Do not lead with this message because it will not resonate with most people. It is a strong message but not the lead in many cases.
Is your current sustainability messaging consistent across all your customer journey touchpoints? Map out your sustainable customer journeys and do a gap analysis.
Build a deck and present to the leadership the business case and very real benefits and opportunities that exist. Work with team members across the value chain to explore and show the impact that’s possible and why it’s urgent for all organizations to build sustainability and climate action
Research what’s going on in your sector. Who are the pacesetters, what are they doing? Spot the opportunities for your business to be improving their value – in terms not only of financial profitability, but also of balancing value to employees, customers, communities and planet.
Check in with where your business sits with regard to sustainability. Is the viewpoint that it’s a weighty, costly, burdensome task?
Look up and explore some of the organizations mentioned in this chapter and see what they’re doing. Be inspired by others.
Do you and your colleagues proactively look for ways to reduce waste in your everyday behaviours – single-use/disposable items, buying secondhand or refurbished rather than new, using rental or subscription services? If so, have a discussion about why you do it and how it makes you feel; you’ll
Have you ever thought about the end of life or your products or services? Is there the opportunity to build circularity into your business?
Have you considered how your customers are engaging now versus how they may want to engage in the future?
Can you involve your customer in a circular solution?
Have you considered the circular economy? Is there opportunity to do so both from the technological and behavioural perspective? Is there an opportunity to build a circular solution into your products and services which will be a positive addition to the market?
Are your organizational values well communicated? Can you take the lead and create an internal community, work with HR or internal comms and ensure everyone is aware of the values and how to live by them?
Look at your organizational purpose and values – do they match what your organization is doing? Are they used as a decision-making lens?
Get involved in World Values Day – more info at www .worldvaluesday .com
Meet your audiences where they are at when it comes to purpose alignment. Do some research, find out what purpose means to key stakeholders. Explore any research you have, when was the last time you involved them in the conversation?
Review how purpose is communicated both internally and externally. Sense-check that you are genuinely communicating what you are doing so that you can’t be challenged for purpose-washing.
Consider the role of key stakeholders when it comes to purpose. How can you make your customers the heroes, bringing them with you so that they too can drive positive impact?
Look at what other industries and organizations are doing to drive systemic change.What can you learn from them? Could you build the case for your organization to be part of the bigger change?
Could you be working with community-based partners? Think about how they could help in developing new ways to communicate, educational programmes, behavioural change and engagement techniques.
Does your organization measure social impact?
Take some time to review the podcasts we suggest that focus on driving social impact.What takeaways resonate and how can you get involved and implement more social impact within your own organization or marketing practice?
Review the B Impact Assessment tool – consider where your organization is strong and what more they could be doing?
Is your organization considering impact to people and planet as part of your measures of success, alongside measuring profit?
Explore the territories where you operate around the world, then research what the guidance and regulation is around responsible marketing communications, to ensure you’re not stepping into hot water when it comes to greenwash.
Run through the Green Claims Audit and create an action plan, including the development of a green marketing communications framework that aligns with your organization and can be cascaded to the relevant team so there is alignment. (See the ICC resource below as a useful starting point).
Familiarize yourself with the Green Claims Code and consider who you need to liaise with across the value chain to ensure that you can substantiate any claims you make.
Perhaps Race to Zero is something that your organization could commit to? Do some research and, if relevant, build a case and discuss with the leadership team.
Do some research around regulation in your sector. Is there regulation that’s looming or being prepared and which could impact your work? Find out what’s being done and consider any implications.
Find out what your organization is doing around decarbonization and ask to read any Scope 1, 2 and 3 emissions reports.
Get your own house in order. Don’t forget to educate your colleagues: internal communication enables consistency and collaboration and speeds up progress.
Look at the terms your industry/competitors are using. Is there opportunity to take the lead in setting and agreeing key terms across your industry/sector to ensure customers understand and can come on the journey with you? Perhaps liaise with an industry body or membership institution.
Review your organization’s sustainable agenda and communications – what terms are you currently using which could be misleading? Refer to the IPCC glossary by way of adjusting and streamlining your language.
Review any communications or narrative your organization has in place around Net Zero: your website, annual reports, sustainability, or Net Zero plans. Familiarize yourself and, where relevant, meet with and talk to those driving the initiatives so you can better understand the position.
Find out where your organization sits with regard to Net Zero plans. Are they part of Race to Zero (Chapter 43)? What do decarbonization plans look like? Have they started to consider their impact and calculated their Scope 1, Scope 2 and Scope 3 emissions calculations and decided on carbon
Read up on the articles and links we’ve shared within this chapter. Familiarize yourself with the Paris Agreement and Net Zero (Chapters 3 and 23).
What can you do as a Marketer to improve your organizational sustainability communications?
Take a deeper dive into Goals 11 and 12 – how do you and your organization contribute?
Explore the UN Sustainable Development goals and think about which goals your organization and industry align with.
Look at what others in your industry are doing in relation to their sustainable agendas and create an industry-wide view.
Download the Faith in Nature guide (via the website) and take the lead in writing the business case for making Earth or Nature a Director where you work.
At the end of the next meeting, ask the question: What would Earth think?
How do you perceive the future of SME internationalisation over the next five years?
Internationalised SMEs have progressed from being a rarity to a significant exporting presence and are now serious contributors to direct foreign investments, especially the cooperation-based modes. Explain this statement, focusing on the internal(within the firm) and external developments that
Discuss the following statement: a fuller understanding of SME internationalisation can be gained by focusing on the potential complementarities of existing explanatory frameworks as opposed to the current practice of viewing them as competing alternatives (Bell and Young, 1998).
An SME can be exposed to relevant stimuli but constrained from internationalising owing to barriers or lack of requisite managerial, organisational and environmental back-up. What implications has this statement for government policy making and support provision?
Consider the following analysis and forecast for UK business format franchising made in 1998, along with the prior trend of the average number of franchised units per system (see Table 23.1 earlier), and assess whether or not the assumptions behind the forecast were reasonable.
Consider why franchise trade associations routinely overstate industry achievements and the ethical implications of this stance.

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Enterprise & Small Business Principles, Practice & Policy 2nd Edition Sara Carter, Dylan Jones-Evan - Solutions

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