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Strengthening the brand

In the latest in our series on corporate social responsibility programmes, Kath Hudson looks at a number of innovative companies working to add brand value

by Kath Hudson | Published in Sports Management 2014 issue 3
German sportswear giant Adidas created the AdiZone concept – an Olympic Games-inspired multisports area
German sportswear giant Adidas created the AdiZone concept – an Olympic Games-inspired multisports area

Corporate Social Responsibility (CSR) ticks many boxes: by using personnel, a bit of cash and key skills, companies can add value to a charity, cause, or initiative which has a social or environmental benefit. At the same time it keeps shareholders, stakeholders and staff happy, is great for PR and builds brand loyalty.

“It’s more strategic than a cash donation and more far-reaching than straightforward sponsorship,” says Rachel Linn, senior consultant with The Social Investment Company, which advises companies on CSR programmes.

Women’s sports clothing company, Sweaty Betty, has developed a programme from its mission statement “empowering women through fitness”. Like many of the best ideas, this is gloriously simple: rails are pushed aside in Sweaty Betty boutiques after hours and a variety of free activities are put on offer: yoga, body attack, running, Pilates, boxing, bootcamp, barre club, Zumba. This builds brand loyalty and provides PR and word of mouth marketing in a cost effective way, while providing a service and giving back to its customers.

Similarly, in its role as an official sponsor of the London 2012 Olympic Games, Adidas synergistically teamed up with The Great Outdoor Gym Company, and public sector partners, to open 70 free outdoor fitness facilities. Research by Nielson, in 2010, showed that adiZones broke down barriers to participation for those in the hard to reach groups, including those on low incomes and ethnic minorities.

BRAND REPUTATION
Linn says the millenial generation is more ethical than previous generations in its outlook and so CSR is good for companies from a staff recruitment and retention point of view. She says research has shown people would take a 15 per cent pay cut in order to work for a company which shows good ethics. CSR is also good from a consumer point of view. “Research by Adelman shows people are more likely to recommend a brand which supports a good cause,” says Linn. “People will also pay more for an ethical product.”

Additionally, CSR is effective for business reputation and recognition. In the past, Nike has received negative publicity about using sweatshops, which affected the share price. Since then it has used CSR to improve its brand identity, including its Designed to Move programme in the UK. This multi-organisation approach aims to find a way to make physical activity a lifelong habit.

VIRTUOUS CIRCLE
Linn recommends that if a company wants to invest in CSR it should assess its strengths and assets to look at where it could add value and be open to collaboration. “Companies should be willing to learn from charity partners and take feedback to evolve the programme in the best possible way,” she says. "Adaptability and sustainability are the keys to successful projects."

On the flip side, if an organisation wants to attract a corporate they should do their research about which companies might fit with their aims and think about how they could work together to reach the goals. “Have a very clear propisition about what you want to achieve,” says Linn. “Be clear about your needs and wants and create something meaningful.”

It's also important to be realistic with expectations: a moderate request for investment is more likely to be successful. In most cases, companies still want to see a return on their investment.

As our case studies reflect, when companies share a joint vision, a virtuous circle is created, with both feeding off each other's enthusiasm in the pursuit of their joint mission.

CASE STUDY 1

BOKS

Reebok's CSR initiative, BOKS, or Build Our Kids’ Success, was founded in 2009 and integrated by Reebok a year later. Reebook's involvement has provided BOKS with operational competencies, as well as its name and funding. In return, Reebok has been able to offer volunteering opportunities to its staff and show the world that the company “walks the walk".
BOKS was founded by Kathleen Tullie: when she was a stay at home mum she started organising impromptu soccer matches and running races for her kids and their friends before school. Seeing the benefits of getting them moving before school, she enlisted the help of two other dynamic parents and developed two 12-week curricula. The programme spread by “word of mom” as other parents called asking if they could start a programme at their school.

The Reebok Foundation was initially approached for t-shirt sponsorship, but the company decided to integrate the programme as its main social purpose initiative. “BOKS aligns perfectly with Reebok’s mission as the brand to empower people to be fit for life,” says Tullie. “Reebok believes the sporting goods industry has failed, by creating a culture of spectators and that we need to reverse this and create a culture of participants. There is no better way than to start with the youth.”

The 45 minute class is made up of functional fitness movements, a warm up game, a running-related activity, a skill of the week and group games incorporating skill of the week, as well as an age appropriate nutrition tip called a BOKS Bit. “We are instilling a lifelong love and appreciation for fitness and good nutrition,” says Tullie.

As of the end of July, there were 1,000 schools enrolled to run BOKS and the average class size is 40-60. The aim for 2014 is to get it into 1,200 schools.

BOKS was chosen by Reebok as its main social purpose initiative in 2010 – a year after it was launched
BOKS was chosen by Reebok as its main social purpose initiative in 2010 – a year after it was launched
BOKS was chosen by Reebok as its main social purpose initiative in 2010 – a year after it was launched
BOKS was chosen by Reebok as its main social purpose initiative in 2010 – a year after it was launched

CASE STUDY 2

SPORTEDUCATE

Deutsche Bank is in the first year of a three-year programme aimed at 11 to 18-year-olds in London, who are at risk of becoming NEET (not in employment, education or training) to gain specific educational outcomes through sport and early interventions.

Sporteducate runs 33 community clubs offering sport, as well as education and employability activities, such as homework or extra tuition. It is closely aligned with Deusche Bank’s Born to Be corporate citizenship programme and staff members lend their expertise through volunteering opportunities, which gives them the chance to gain experience and develop new skills.

All the clubs and young people are being regularly monitored and assessed. “The hope is that over the course of the three years, we will have built a robust pool of evidence to demonstrate and prove how combining sport with education can improve young people’s education and aspirations for the future,” says programme director, Jo Stocks. “The programme’s focus is to equip disadvantaged young people in London with the skills and experience to progress to further education, employment or training.”

Lareena Hilton, global head of brand and corporate citizenship at Deutsche Bank, says the organisation is passionate about helping young people realise their full potential. “We wanted to create a bold and ambitious programme – one that had real impact and learning outcomes,” she says. “It soon became clear that if we wanted to engage young people and make a difference we would need to tap into something that they were really passionate about, so what better medium than sport? Sport is a fantastic way for young people to develop the skills that will help them grow in confidence and stature, which is proven to help with success in the academic and business worlds. What’s brilliant about Sporteducate is that it connects us with local communities and gives us a chance to contribute to their future development.”

The Sporteducate programme features 33 community clubs offering sport for youngsters
The Sporteducate programme features 33 community clubs offering sport for youngsters

CASE STUDY 3

WOMEN'S BOAT RACE

In a bid to raise the profile of women’s sport and erode the historical gender inequalities in sport, Newton Asset Management (NAM) has backed the Oxford/Cambridge women’s boat team which goes beyond sponsorship.

As well as providing funding to support the rowers – who previously had to pay £3,000 a year to be part of the squad – the company, which does a lot to raise the profile of women in business, has also provided other benefits. NAM has used its influence to get the women’s race scheduled on the same day as the men’s and ensure it receives the same amount of media coverage. It has also given the athletes media training and PR support.

Head of marketing at NAM, Claire Backwell, says: “We hope that our leap of faith, will prove to be as groundbreaking as women receiving the same prize money as men in the Wimbledon final. We made the decision not knowing where the commercial benefit will come from, but we felt that someone needs to start somewhere. It has been such a positive experience and we would encourage other companies to do the same. We've all gained from this relationship.”
NAM is in the process of signing up to other diversity in sports programmes.

* To read more, turn to pp. 40-45 for our special feature on women and sport.

The support for the rowing teams has resulted in increased media coverage of the race
The support for the rowing teams has resulted in increased media coverage of the race
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