STRATEGIC CSR AND CONSULTING PROJECTS Intel Education Initiative Final Presentation Akif Koca, Maria Isaac, Hans Cole Ma

1. STRATEGIC CSR AND CONSULTING PROJECTS Intel Education Initiative Final Presentation Akif Koca, Maria Isaac, Hans Cole May 2, 2007

2. Hans Cole THE TEAM Maria Isaac Akif Koca

3. What is the role of technology companies in education?

5. PROJECT SCOPE • How should Intel position its Education Initiative to: • increase awareness of its programs among global education thought leaders? • improve the overall corporate reputation of Intel in the CSR field?

6. ISSUE TREE • Who are the global education thought leaders? • What do education thought leaders expect from global ICT companies, from Intel? • Does Intel understand the needs/expectations of education thought leaders? • Does Intel provide the right menu of (technologyand program) solutions to satisfy those needs/expectations? • Does Intel focus on the right segment of education thought leadersto maximize credit and influence? How effective is Intel in satisfying the needs and expectations of global education thought leaders? • How does Intel promote its Education Initiative among education thought leaders? • How important is tech in education within Intel’s overall CSR agenda? CSR reporting? How effective is Intel in communicating its tech in education CSR programs to thought leaders? • How should Intel position its Education Initiative in order to; • increase awareness of its programs among global education thought leaders • improve the overall corporate reputation of Intel in the CSR field? • What are the metrics used by Intel to evaluate awareness of its programs among global education thought leaders? • What are the metrics used by Intel’s competitors? • What other benchmarks can be used to measure the awareness of tech in education programs? How should Intel measure awareness of its programs among global education thought leaders? • Who are the global leaders in tech in education CSR? • What are their overall CSR goals? • What are their tech in ed CSR strategies? • What are their capabilities? • How do they communicate their programs? • What are Intel’s strategies and capabilities (strengths & weaknesses) in tech in education CSR? How can Intel differentiate itself in tech in education CSR? • How is corporate reputation measured by the leading surveysand other indicators? • How is the CSR contribution to corporate reputation measured? • How does corporate philanthropy (tech in education CSR) contribute to corporate reputation in CSR? • How does Intel rank against global CSR leaders on different surveys/benchmarks? • What other benchmarks can be used to measure corporate reputation in CSR? What can Intel Education do to improve Intel’s corporate reputation in CSR field?

7. Project Timeline and Deliverables PHASE 1 PHASE 2 PHASE 3 • Research corporate reputation and CSR surveys • Research corporate philanthropy and different models • Conduct interviews • with primary thought • leaders • Benchmark Intel • against other leading companies in CSR • Final analysis and recommendations Project Deliverables • Recommendations on surveys/benchmarks for measuring • awareness of global education thought leaders • overall corporate reputation in CSR • Benchmarking Intel against leading companies in CSR • Recommendations on utilizing Intel Education to improve Intel’s reputation • Final presentation to Intel Feb 15 Mar 22 Apr 18 May 3

9. Global Education Thought Leaders The Tipping Point Effect Thought Leaders Corporate Reputation Intel’s Current list • Focuses on UN, global multilaterals, global NGOs Global: World Bank, UNESCO, WEF, USAID, UNDP, Harvard University Regional APAC TLs: ADB, APEC, UNESCO Bkk, ASEAN, JICA EMEA TLs: UNESCO, EU/EC, DfID, GTZ, NEPAD, AfDB LAR TLs: IDB, OAS, IAD, UNESCO Brazil, ECLAC U.S. TLs: ISTE

10. Respect for a Company Would Go Up If It Partnered with… Thought Leaders Corporate Reputation “Agree” vs “Disagree,” Average of 18 Countries,* 2005 The white space in this chart represents “Depends/Neither” and “DK/NA.” *Globe Scan CSR Monitor Survey 2005

11. Who are the thought leaders? Thought Leaders Corporate Reputation Expertise • Partners with key global organizations: e.g., UN, World Bank, USAID • Partners with key philanthropic organizations Public Presence • Leadership presence at events and conferences • Frequent mention in global media publications • Published author (individuals) or well-known/ branded publication (organization) Innovation • Demonstrated work at the “cutting edge” of tech and education • Recognized (through awards, honorary degrees, media mentions) as a creative force Influence • Hold key policy/ gov. positions • Sits on advisory councils, panels, etc…

12. Thought Leader Interviews-Quotes Thought Leaders Corporate Reputation “…corporations need to learn to play with others in the sandbox – in other words, more collaboration is needed across the industry and within the technology in education space…” “the most critical attributes for a corporate thought leader: humility, collaboration, and relationship building” “One change in recent years is that thought leaders in this space (i.e., technology in education) are not necessarily “technologists” or engineers…”

13. Thought Leader Interviews – Takeaways Thought Leaders Corporate Reputation Intel’s Strengths and Opportunities Strengths: • humility – this is an Intel attribute that is appreciated by thought leaders • experience on the ground – decades in the tech/ education space • consistent focus area - technology in education Opportunities: • how can Intel communicate the “why” message and pass the “so what” test? • how can Intel inspire thought leaders to act as communicators and change agents for Intel? • how can Intel not just collaborate, but be an industry leader? • how might other stakeholders act as influential thought leaders for Intel?

14. Thought Leader Mapping Thought Leaders Corporate Reputation

15. Thought Leader Metrics Thought Leaders Corporate Reputation “Passive” metrics • # of mentions on listservs, blogs, and online communities • # of information requests from schools, teachers, school boards, school districts, Ministries/ Depts of Education, policy officials, etc. • # of invitations for Intel CEO and Intel Education Initiative staff to give keynote - # of endorsements of Intel’s program by high level thought leaders • “Active” metrics • - develop web page that enables partner and participant driven content • - # of hits • - # of stories • - # of materials downloaded • # of partner links to your site • - develop an online community for thought leaders, partners and participants • - # of hits • - # of members • - # of countries/ regions represented

17. What is corporate reputation? Thought Leaders Corporate Reputation • Reputation is an intangible asset for the corporations and most of the time hard to measure • Rankings and ratings can change in the short term, but building a reputation around the brand is more important • Industry and product attributes can lead to barriers to corporate reputation • Comparing Intel with other companies in other industries can bring useful insights, but not all practices can be applied to Intel • Unique positioning of Intel in its industry can be used to leverage Intel’s reputation

18. Social Responsibility Emotional Appeal Vision & Leadership Products & Services Financial Performance Workplace Environment Impact of educational programs in reputation Thought Leaders Corporate Reputation 1 3 Supports Good Causes Environmental Responsibility Community Responsibility Feel Good About Admire and Respect Trust ReputationQuotientSM (RQ) 6 2 Market Opportunities Excellent Leadership Clear Vision for the Future High Quality Innovative Value for Money Stands Behind 4 5 Outperforms Competitors Record of Profitability Low Risk Investment Growth Prospects Rewards Employees Fairly Good Place to Work Good Employees C. Fombrun, Reputation Institute, Harris Interactive

19. Thought Leaders Corporate Reputation Teacher Training After School Higher Education Science Fairs Comparing Programs in Education

20. Framework for integrative CSR Thought Leaders Corporate Reputation Philanthropic Transactional Integrative Adapted from The Collaboration Challenge, James E. Austin

21. Communicating in a CSR Context Thought Leaders Corporate Reputation • Main points in communicating CSR (and taking credit for it!): Strategic fit with business, brand and competencies Deep partnership with expert organizations (eg: trusted NGOs) Education and awareness of public • New approach to communication • Move from top-down to peer-to-peer engagement • Don’t forget about the power of blogs • Communicate from inside out (internally first) • Localized approach to communications • Communicate continuously and through broad array of channels • Employees, core consumers, critics such as NGOs are best advocates/ brand ambassadors • Give up control of message in favor of credibility through dialogue, viral marketing • Acknowledge the tangible business impact of trust

22. CASE STUDY: Value of NGO strategic partnerships

23. Communication Trends Thought Leaders Corporate Reputation • Select consumer segments ready • Reporting does not equal communication (TRUST) • POS communication • Blogs increasing in effectiveness • Simple messages, language • Use employees as ambassadors • Integrate to brand, all company messaging

25. Ratings and Rankings Thought Leaders Corporate Reputation • “Corporations today need to measure, understand and holistically manage their corporate reputation and leverage it as an asset. Those who do, find that ratings and rankings take care of themselves.” (*)Robert Fronk, Senior VP, Harris Interactive

26. Thought Leaders Corporate Reputation • Growing number of rankings and lists • Different methodologies • Different benchmarks and metrics • Different target audiences Different surveys, different rankings

27. Corporate Reputation Surveys Harris Interactive/ WSJ America’s Most Admired/ Fortune 100 best Companies to work/ Fortune 100 Best Companies for Working Wothers Corporate Reputation Watch/Hill & Knowlton Based on primary research among different stakeholders. Surveys try to capture the reputation of a company and inform general public. However, the relative weight of CSR (and philanthropy) in these surveys is not clear. Corporate Reputation vs. SRI Thought Leaders Corporate Reputation SRI Rankings Calvert KLD/ Business Ethics DJSI Innovest Covalence • Rely on same public data for the most part, but each group has specific metrics • Reach out to a very sophisticated audience: investment professionals • They apply a score to corporate philanthropy

29. Expanding the thought leader list can bring new partnerships and new channels of communication Thought Leaders Corporate Reputation

30. Effective communication requires targeted messaging to different audiences Thought Leaders Corporate Reputation

31. Assuming a role as a coalition builder in technology in education will bring greater awareness to Intel Thought Leaders Corporate Reputation

32. Reputation surveys do not consider education programs as an important reputation differentiator Thought Leaders Corporate Reputation

33. Reputation surveys do not necessarily capture the impact of international education programs Thought Leaders Corporate Reputation

34. Integrating the Education Initiative into the overall CSR structure of Intel is important Thought Leaders Corporate Reputation

35. FINALLY, VALUE OF THE PROJECT!!!

36. QUESTIONS ???