Over and above a clear C level and shareholder commitment to CSR policy we perceived in many commercial executives the scepticism deriving from some customers\u2019 reactions which could be summarized in: \u201cWhat does your CSR do for me?<\/strong>\u201d In fact many CSR initiatives are what we call \u201cinside out\u201d.. unlike most business initiatives they do not take origin downstream<\/em> (ie meeting customer needs) but are upstream<\/em> and related to supply chain and governance issues. The main exceptions being of course in the energy or construction sector especially those sectors subject to government incentives.<\/p>\n\n\n\n In the past year or so have found ourselves involved in many projects where, in different forms, we are working with sales teams on CSR related issues. In the building, construction and energy segment working with KAM teams ensuring new kinds of value co creation with a focus on how to mix services with products, how to integrate the sales process with new financial and administrative supports. How to manage supply shortage and customer selection.<\/p>\n\n\n\n Then suddenly we find ourselves engaged in issues relating to how to bring innovative technical solutions into the circular economy working with packaging companies helping their customers innovate downstream to anticipate regulatory changes or with companies such as Pellenc ST who specialize in cutting- edge optical sorters pushing forward in terms of sorting purity, energy consumption and even building AI powered platforms to recognize packing composition via huge visual Databases.<\/p>\n\n\n\n Then moving to the radical green or green, we have started working with companies using biological and natural alternatives to personal health care and food production.<\/p>\n\n\n\n This fortuitous mix of macro trend and our curiosity to be close to our customers has brought us to have a much clearer picture of the different challenges facing different sales figures in various contexts. We see essentially 3 roles within this new context with 3 different skill sets:<\/p>\n\n\n\n Welcome to the journey; we are all transitioning!<\/p>\n","protected":false},"excerpt":{"rendered":" A year ago we opened a discussion among Halifax consultants about how we should position ourselves to accompany our customers with regard to this topic. Over and above a clear C level and shareholder commitment to CSR policy we perceived in many commercial executives the scepticism deriving from some customers\u2019 reactions which could be summarized in: \u201cWhat does your CSR do for me?\u201d In fact many CSR initiatives are what we call \u201cinside out\u201d.. unlike most business initiatives they do not take origin downstream (ie meeting customer needs) but are upstream and related to supply chain and governance issues. The main exceptions being of course in the energy or construction […]<\/p>\n","protected":false},"author":17,"featured_media":18531,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[1],"tags":[],"acf":[],"yoast_head":"\nSo what has happened?<\/strong><\/h3>\n\n\n\n
So what have we learned?<\/h3>\n\n\n\n
We now have a much clearer view of the necessary competence sets that need to be reinforced or re-oriented to new stakeholders.<\/h3>\n\n\n\n