1. Plan
1.1. Goals
1.1.1. Goal 1
1.1.2. Goal 2
1.2. Rules
1.2.1. Session Rule 1
1.2.2. Session Rule 2
1.2.3. Session Rule 2
1.3. Define Problems
1.3.1. fair trade
1.3.1.1. body shop
1.3.2. business ethics
1.3.3. corporate responsibility
1.3.3.1. ted talk:
1.3.3.1.1. Ray Anderson founded the company that makes covetable Flor carpeting.
1.3.4. social enterprise
1.3.5. efficiency market hypothesis
1.3.5.1. allocation efficency
1.3.5.1.1. respect business partners' effort
1.3.6. moral hazard
1.4. Capture Ideas
1.4.1. how do we measure it?
1.4.2. using accounting statement as content list to present
1.4.2.1. honest revenue
1.4.2.2. honest cost of good sold
1.4.2.2.1. fair trade
1.4.2.2.2. honest labour and materials
1.4.2.3. honest depreciation
1.4.2.3.1. environment
1.4.2.4. honest SG&A
1.4.2.4.1. the book, honest sell
1.4.2.4.2. social media
1.4.2.5. honest profit
1.5. Prioritize Ideas
1.6. Define Action Points
2. Problem
2.1. day dream
2.1.1. not gonna happen
2.1.1.1. why not?
2.1.1.1.1. against human nature
2.1.1.1.2. against the policy of maximixing profit
2.1.1.1.3. corporate need as much profit as possible to grow
2.1.1.1.4. shareholders' expectation
2.1.1.2. why not is about the massive costs it generates
2.1.1.3. why
2.1.1.3.1. about the invaluable benefits it brings
2.2. imperative
2.2.1. must go
2.2.1.1. why?
2.2.1.1.1. civilization development
2.2.1.1.2. society responsibility
3. Ideas
3.1. about video
3.1.1. use ted's vcr to make the film
3.1.2. celebrates talking shots about honest profit
3.1.3. twilight
3.1.3.1. odd baby
3.1.3.1.1. dangerous or not?
3.2. fun facts
3.2.1. fair trade foundation
3.2.1.1. 78 per cent of consumers recognise the FAIRTRADE Mark
3.2.1.1.1. http://www.fairtrade.org.uk/press_office/facts_figures.aspx
3.2.1.2. In the UK, sales of Fairtrade products in 2012 reached £1.5 BILLION– an 18 percent increase on the previous year
3.2.1.2.1. http://www.fairtrade.org.uk/press_office/facts_figures.aspx
3.2.2. business ethics
3.2.2.1. 68% of UK and 82% of continental European respondents stated that INVESTMENT in their company's ETHICS programme has increased in the last three years
3.2.2.1.1. http://www.ibe.org.uk/userfiles/codes_survey_2013_interactive.pdf
3.2.2.2. 74% of UK respondents said that a breach of their company code of ethics has led to DISCIPLINARY PROCEDURES in 2012, up from just under half (48% ) in 2010
3.2.2.2.1. http://www.ibe.org.uk/userfiles/codes_survey_2013_interactive.pdf
3.2.3. corporate responsibility
3.2.3.1. Over 90% of companies in Europe and Japan with HIGH ENVIRONMENTAL IMPACTS have created policies for managing them, compared with 75% in Australia and New Zealand/Aotearoa and 15% in the rest of Asia
3.2.3.1.1. http://newint.org/features/2007/12/01/the-facts/
3.2.4. community trend
3.2.4.1. The UK consumers prepared to pay 46% more in 2012 autumn, to environmentally friendly products in order to protect the natural world .--doubling the premium from 22% in spring 2011.
3.2.4.1.1. http://www.theguardian.com/business/2013/aug/19/ethical-shopping-growing-popularity-fairtrade
3.2.4.2. Almost 90 percent of respondents say they are more likely to work for an organization that is considered ethically and socially responsible, something that is consistent across all age generations
3.2.4.2.1. http://www.easyir.com/easyir/kellyservices/KGWI_Global_Social_Responsibility_final10-26-09.pdf
3.2.4.3. 46 percent of Gen Y would be prepared to forego pay or promotion to work for an organization with a good reputation, rising to 48 percent for Gen X and 53 percent for baby boomers.
3.2.4.3.1. http://www.easyir.com/easyir/kellyservices/KGWI_Global_Social_Responsibility_final10-26-09.pdf
3.2.5. social enterprise
3.2.5.1. 60 percent of U.S. social enterprises were created in 2006 or later, with 29 percent created since 2011.
3.2.5.1.1. http://www.huffingtonpost.com/ben-thornley/social-enterprise_b_2090144.html
3.2.5.2. The number of social enterprises that expect an increase in employees in the next 12 months is doubled when compared with SMEs.
3.2.5.2.1. http://www.socialenterprise.org.uk/uploads/files/2013/07/the_peoples_business.pdf
3.3. go deeper
3.3.1. business ethics
3.3.1.1. http://www.ethics.org/files/u5/integrity.pdf
3.4. Idea 4
4. Prioritize Ideas
4.1. social responsibility
4.2. business sustainability
4.3. Low Priority
5. Action Points
5.1. fair trade
5.2. The key questions that need to be asked to create distinctive revenue streams are:
5.2.1. • What segment (group of customers) are you aiming for? • Compared with others, how good are you going to be at delivering to these customers? • How dominant can you become within this segment or niche? • What do you need to do to make customer trust you and come back for more?
6. Assumptions
7. Key words
7.1. people
7.2. society
7.3. environment
8. Honesty, is growing in every bit toward profit
9. presentation preparation
9.1. social enterprize
9.1.1. The best of times, the worst of times: Work with the public sector is growing, but the experiences of social enterprises differ wildly. Social enterprises that trade mainly with the public sector are the most likely to predict a profit (54%), but at the same time they are also most likely to have made redundancies (27%). There are wide variations in experience by both geography and, especially, size. The largest social enterprises are the most likely to experience growth.
9.1.1.1. http://www.socialenterprise.org.uk/uploads/files/2013/07/the_peoples_business.pdf
9.2. ted talk:
9.2.1. Ray Anderson founded the company that makes covetable Flor carpeting.
9.2.1.1. http://www.ted.com/talks/ray_anderson_on_the_business_logic_of_sustainability.html