A letter was sent to the new CEO  in the following link, encouraging them to re-think this position.

http://articles.cnn.com/2011-09-03/opinion/martin.cary.apple.charity_1_apple-fans-apple-gadgets-app-store?_s=PM:OPINION. 

 This is not just about doing something nice or doing the right thing. Apple’s peers—Google raised funds through their IPO to support their foundation and Facebook and its sister company ww.casues.com are empowering its users to and nonprofits to connect and rally around the causes that they care about—understanding that this is a competitive advantage for their business in the long-run.  Apple could benefit from taking some of their amazing innovative abilities and applying them to the challenging problems that we face today -be it improving  job creation, education, health care , climate change or any other issue they choose. Thus, I would like to echo the request of the article’s authors that as Apple, under the new leadership, theta they embrace innovative ways that will benefit both business and society.

Between 2008-2010, these efforts have developed  a total of 13 village rug units supporting 320 women, operated by CHP.  Monthly salaries for the women can range from 4,000 to 6,900 taka ($57-$99). In addition, CHP has been averaging about 15% annual growth since the start of the project.More detials are provided on the case studies page

We often talk about women’s empowerment and want quanitive results which can be challenging.  While metrics are improtant sometimes a story highlights the issues more effectively.  One of the women timidily told me that  her in-laws wanted dowry from her family but they were very poor. As a result, when she was married  and moved with her in-laws they were very mean to her.  She had never worked before, and her family was not supportive of her working. However, the CARE community facilitator was very supportive and encouraged her to get the training so she could get this job.  With a slight grin on her face, she shared that now she makes more money than her husband. When I asked what he thought about that, she replied, “he loves me more now that I can contribute to the family.” Then she whipped out her Grameenphone and asked if she could take my picture. Now that is women’s empowerment!

 CARE Bangladesh was already working to create employment opportunities for a large pool of women artisans , through the USAID supported SHOUHARDO[2]program,. In 2007, Systain Consulting, the local partner of Kik a German retailer, approached CARE for help on sourcing from small local producers.

 Phase I: In 2008, CARE identified and trained the women and provided support to Classic Handmade products (CHP) a local SME to establish village level inclusive rug production units. Kik ensured compliance and procured a specific quantity of rugs from CHP. The women received a total of 6 months of specialized training, supported by a monthly stipend to learn how to make rugs using handlooms to enable them to meet Kik’s European customers’ specifications. Following the training, CHP established village level inclusive (rug) production units with about 25 women.

 From May-December 2008, CARE and CHP established five village rug units, benefiting 120 poor women. The average female worker makes about 2500 taka about $37. Kik was very happy with the quality of the product and the fact that they were providing jobs for women who were previously unemployed. However, the five units were only able to provide a small portion of Kik’s demand

 Phase II: From 2009-2010, CARE, through the SETU project, supported  CHP to expand the number of inclusive (rug) business units from 5 to13, increasing the number of women from 120 to a total of 320 women.  During this phase demand for rugs has increased significantly. As a result, women were paid 14 taka per rug produced, up from 8 taka in 2008, increasing monthly salaries for the women can range from 4,000 to 6,900 taka ($57-99)[3] . In addition, CHP has been averaging about 15% annual growth since the start of the project.

 The economic benefits for these women do not remain solely with them, their families and the entire community has benefited from this local value chain production. In addition, these women have gained greater respect within their family and among communities, giving them a greater sense of pride. They have reported that they are now joint decision makers in their families, and that other people in their communities come to them for advice on matters of life and livelihoods.

 Phase III:  In 2010, Kik decided to fund a separate project, from the profits they had been making as a result of the partnership with CARE, to provide health services to women workers and their families. Many of the workers had poor hygiene and had complained of health issues, particularly joint and back pain from the work of pulling and pushing handlooms. Kik believed that the health services would address the workers’ concerns as well as increase their productivity.  Kik provided $50,000 to CARE to support quarterly health camps at 10 village rug units. Health service providers, including a female physician, provided information on basic health, hygiene, nutrition and stress management topics, a health consultation, medicine as required- and women received blood grouping. In addition, the workers were taught about exercises they could do to relieve their joint and back pain.

 CARE Bangladesh was awarded the Public Affairs Asia, Gold Standard Sustainability Award in 2009 for this project.  It was the first time that an NGO ever won this category.  

[2] Largest food security program at CARE Bangladesh and in the world- approximately US$ 130 Million

[3] 1USD=70BDT

The relationship began with Dave Olsen, Starbuck’s SVP, being invited to a CARE sponsored seminar in Indonesia will fellow academics, thought leaders, business people and others.  This helped Starbucks senior manager obtain a better understanding of what CARE does and how it works. While the senior managers were very interested in supporting CARE, Starbucks was losing money-more than $1million in 1991. However, Howard Schultz, CEO, and Dave Olsen, SVP, made a pledge that when the company was profitable they would support CARE.

The partnership with a cause-related marketing (CRM) effort . Starbucks developed a coffee sampling from 3 countries where CARE worked, with $2 from each sale going to  CARE. There were posters and other materials about CARE displayed in Starbucks stores. This generated $62,500 for CARE programs.  In 1993, CARE awarded Howard Schultz, Starbuck’s CEO,  its Corporate Leaderships award and Starbucks gave a $100,000 grant to CARE for a land restoration project in Ethiopia. Starbucks also supported a series of Kenny G concerts with proceeds going to CARE. In 1995, for CARE’s 50^th anniversary, Starbucks increased their funding amount to $500,000 to be implemented over 3 years.

 In addition, several of the CARE staff spent time at Starbucks headquarters to learn more about the company and several Starbucks’ staff visited CARE field projects.  In 1997, Starbucks hired one CARE’s fundraisers to lead the Starbucks Foundation. In 1998, Dave Olsen, Starbucks SVP, became part of CARE’s Board. By 1998, Starbucks had become CARE’s largest corporate donor ($1.2M)

When Starbucks was criticized by Guatemalan labor activities for not helping coffee workers they sought CARE’s counsel and experience to help them develop a code of conduct for its coffee suppliers. CARE’s expertise and long-presence in Guatemala provide credibility to Starbucks.

 Initially Starbucks only funded a few NGOs, with CARE being the largest. As Starbucks grew, they funded more NGOs and other activities.  While the relationship has had its ups and downs—with changes in personnel, strategies and identification of value added, it still exists almost 20 years after its inception.  

( Source: J. Austin. The Collaboration Challenge: How Nonprofits and Business Succeed through Strategic Alliances. Jossey-Bass: San Francisco.2000).  

 The National Restaurant Association  and the American Red Cross developed a cause-related marketing to help those impacted by Hurricane Katrina. More than 17,000 restaurants nationwide—from coffee shops to fine dining establishments, and from large chains to single-unit independent restaurants—joined “Dine for America” along with their employees and guests, to raise funds for Gulf Coast recovery efforts. This demonstrated the industry’s commitment to community service, raising a total of $12million for the American Red Cross’ efforts in the Gulf Coast.

(Source: http://www.causemarketingforum.com)

The Nature Conservancy, an environmental/conservation nonprofit and MBNA, a financial services/credit card company, developed a cause-related marketing partnership. MBNA created customized Nature Conservancy cards that featured the red-eyed tree frog, great blue heron, and sea otter. People select these cards and MBNA generates a royalty payment for the Conservancy for each new account, renewed accounts, cash advances and purchases. Since 1995, MBNA has contributed more than $5 million to the Nature Conservancy through this partnership.
(Source: http://www.causemarketingforum.com)

In 1993, TNC approached GP to talk about several issues, basically re-starting their relationship with GP with a different premise, proposing a partnership. These changes allowed the development of a 1994 agreement where TNC and GP would jointly monitor wetlands in North Carolina. The relationship maximized the core competencies of the two organizations. TNC provided access to 400 world class scientists with expert knowledge of the wetland area a understanding of business that at the time did not exist among many environmental groups. GP granted the land to TNC for strategic conservation, access to its network of environmentally conscious timber companies and knowledge of forestry management.

This partnership with the “big bad timber company” made TNC the subject of controversy among on other environmental NGOs. Similarly, GP got criticized for working with “tree huggers”. There was also internal conflict. GP’s law and tax departments were against the arrangement. Senior managers had to build the case of why it was in GP’s interest to do the partnership and “sell” it internally to all the staff. A similar process had to occur within TNC.

“ as the partnership progressed and the separate reputations of the two organizations became more aligned, each organization had to give up some control over its image and brand. John Sawhill, TNC CEO said” we value our reputation most..if we tarnish it with a partnership with a (corporate) partnership, we jeopardize our membership support and revenues.

( Source: J. Austin. The Collaboration Challenge: How Nonprofits and Business Succeed through Strategic Alliances. Jossey-Bass: San Francisco.2000).

Jumpstart had a positive and proactive mind-set towards collaboration. American Eagle Outfitters was also ready for the partnership. At the time, AEO wanted to focus on inner-city engagement, education program, use of target consumer groups to as tutors and mentors. An American Eagle Outfitters survey found that “employees were really interested in the company’s philanthropic activities but they didn’t think they were doing a very good job”. Jumpstart’s mission resonated with employees and managers throughout the company. Thus, there was a good strategic fit between the two organizations objectives–helping community children. The increasing personal relationship and clear vision between the two CEOs also was a major factor in moving the partnership forward.

In 1997 and 1998 there were several joint events to build trust and clarify roles and responsibilities. A meeting in 1998 brought AEO offices and Jumpstart executive team together to broaden inter-action and personal relationships beyond the CEOs. AEO paid for the Jumpstart staff to attend this meeting, which Jumpstart would have not be able to afford on their own. Jumpstart CEO also facilitated a meeting between Jeff Swartz, Timberland CEO and Kolber, American Eagle Outfitter’s CEO, to about their experience. In 1998, Jumpstart also requested a $200,000 grant to develop a national network and later that year they opened their San Francisco office with support from AEO. At the same time, the American Eagle Oufitter’s CEO was elected to the Jumpstart Board of Directors. Jumpstart invited AEO to attend the 1998 National Forum on Education in Wash DC. This provided AEO with access to the educational network and other socially minded companies and it helped to solidify the Jumpstart-AEO partnership.

Similar to the Timberland experience, American Eagle received greater visibility with the branded clothing worn by the children, tutors and mentors. For Jumpstart’s Dawn Hutchinson “the relationship became about professional advice, mentoring and support and access to new markets—not cash”. Today, American Eagle remains one of Jumpstart’s key corporate clients, even though they are no longer on the Board of Directors.
( Source: J. Austin. The Collaboration Challenge: How Nonprofits and Business Succeed through Strategic Alliances. Jossey-Bass: San Francisco.2000).

The First Responder Institute, a nonprofit that supports programs for fire departments and TUMS, an antacid company, developed a cause-related marketing partnership TUMS helped educate America about the First Responder Institute through their point-of-sale displays, brochures, a satellite media tour, the TUMS website and a specific promotion through Walgreens’ drugstores. In addition, TUMS donated 10 cents for every bottle sold to the First Responder Institute.

The program generated $238,000 for the Institute, which awarded grants to 60 fire departments for breathing systems, thermal imaging cameras and other equipment. In addition, TUMS benefited from the partnership as evidenced by a 16% sales increase during the promotional period.
(Source: http://www.causemarketingforum.com)