企业创造共享价值的四项基本原则

企业正在寻找在规模上满足社会需求的创新性商业模式来激励成长、增加竞争力。这些企业通过利用核心商业进程与实践来“创造共享价值”（ＣＳＶ），在增强企业竞争力的同时改善了社会和环境条件。不过，创新性商业模式只有解决真正的问题才能证明其有用性。

虽然在持续地改进商业活动，企业在创造共享价值时需要注意三个主要因素：第一，确定商业可以开始解决的社会需求；第二，充分利用公司的商业资产、专长和知识来解决那些特殊的社会需求。第三，使用可靠和商业的手段来寻求商业机会解决那些需求。

不同于把社会需求单纯看作ＣＳＲ和公益的特权，ＣＳＶ专注于寻找隐藏在社会问题背后的商业机会，创造双赢。因此，社会问题不再只是被缓和的外部效应而是对发展和运作效率有潜在影响的核心商业关注点。

成功的CSV策略中包含一些基本原则：

首先，设定一个目标。麒麟集团是日本一个很早的ＣＳＶ践行者。为了达成2021年的愿景，麒麟集团建立了专注“共享价值”的部门，来完成基于ＣＳＶ基本原则的长期商业计划。麒麟公司将社会使命植入它们的企业文化，这已经根深蒂固地融入到它们的文化、产品和服务。

第二，需要研究和确定特殊的需求。2011年3月，日本东北部发生了地震和海啸，麒麟公司提出了它的共享价值方法。这个公司成立了一个与外部伙伴合作的交叉功能的项目团队，寻找社区最需要解决的问题，帮助恢复当地的食品文化和工业。

2013年11月，麒麟公司推出了Hyoketsu Wanashi梨汁，该产品原料来自于福岛的梨。由于福岛曾经因海啸引起核污染，消费者非常担心农产品因此而受到影响。但这个产品受到了消费者的欢迎。

第三，建立关系，考虑包容性增长。快乐蜂是一家总部位于菲律宾的快餐连锁，它的原料大都来源于稻米和蔬菜。快乐蜂在2008年启动了农民创业计划提升小农户的技能、生产效率和收入来换取高质量的日常原材料。

快乐蜂与菲律宾天主教救济服务中心和国家生计发展总公司建立了合作，并提供市场、资金等条件，使农民满足集团买主所需的数量、质量和及时性。

第四，放眼全球，立足当地。和快乐蜂的首创精神一样，马来西亚雀巢公司这样的食品饮料公司遵循着环境可持续性的政策，当挑选农产品原材料时，雀巢更倾向于使用基于可持续实践和当地可用的农产品原料。雀巢雇用专业人士培训农民，为他们提供更好的技术，在当地发展项目中协助农业社区。

雀巢首创成立了稻田俱乐部，教授农民稻田种植的新方式。俱乐部应用了一项叫做半氧大米识别（ＳＡＲＩ）的创新性技术，该技术可以提高用水效率，与传统的农业技术相比更加生态。

减少的温室气体从稻田中排出，供农民当作环境友好型微生物补给，例如雀巢提供的农业有机物。作为回报，雀巢得到持续的用于婴儿麦片的可靠、安全和可追溯的大米供给。

当商业将解决社会问题作为竞争策略的一个重要部分时，可以从根本上大规模地引起社会的可持续变化。

以下为英文原文

Creating shared value is anything but business as usual

Companies are finding new ways toaccelerate growth and increase competitive advantage through innovativebusiness models that meet societal needs at scale. These companies are“creating shared value” (CSV) by using their core business processes andpractices to enhance the competitiveness of companies while simultaneouslyimproving social and environmental conditions. Though, innovative business modelswill only prove useful if they solve real problems.

While continuously promoting commercialactivities, companies need to pay attention to three key elements in creatingshared value. First, identify social needs that the business can begin toaddress. Second, make use of the corporate assets, expertise and knowledgewithin the business to address those particular social needs. Third, seek outbusiness opportunities to address those needs by using reliable and commercialapproaches.

Rather than viewing social needs as theprerogative of solely CSR and philanthropy, CSV focuses on finding the businessopportunities hidden in social problems, creating a win-win situation. Hence,social issues are not mere externalities to be mitigated but rather core businessconcerns that have substantial impact on growth and operational efficiency. Inthe case of a local supermarket supporting single mothers to produce reusablegrocery bag, the supermarket is responsible and may score high on social value,but may be losing out big on its economic value and gaining competitiveadvantage.

Some of the fundamental principles seen insuccessful CSV strategies include:

Start off from the top with a purpose.Kirin is an early adopter of CSV in Japan. With the company gearing towards theKirin Group Vision 2021 (KV2021), a centralised ‘shared value’ unit was formedto work on long-term business plan based on the CSV fundamentals. Kirin embedssocial mission into their corporate culture to the point it is ingrained intheir culture, products and services.

Research and define specific needs. InMarch 2011, when the earthquake and tsunami hit northeastern Japan, Kirin putforward its shared value approach. The company established a cross-functionalproject team to work external partners to find out what was needed most by thecommunities. Research found that the communities needed help to restore thelocal food culture and industry. In November 2013, it released Hyoketsu Wanashipear juice. This product uses pears from the Fukushima region, an area thatfaced consumer unease because of worries that agricultural products have beenaffected by the nuclear crisis ignited by the tsunami. The product was receivedwell by the consumers.

Build relationships and think of inclusivegrowth. Jolibee, a fast food chain headquartered in the Philippines, dependslargely on ingredients such as rice and vegetables. Jolibee launched the FarmerEntrepreneurship Program in 2008 to improve small farmers’ skill, productivityand income in exchange of high quality requirement for daily raw materials.Jolibee partners with the Catholic Relief Services Philippines and NationalLivelihood Development Corporation. This partnership combined the elements ofmarket, finance and agro-enterprise clustering that allowed farmers to meet thevolume, quality and timeliness requirements of institutional buyers.

Think global, act local. Similar toJolibee’s initiative, Nestlé Malaysia, a food and beverage company is guided bya policy on Environmental Sustainability that states that, ‘…when selectingagricultural raw materials, Nestléprefers to use agricultural materials which are produced based on sustainablepractices and are locally available.’ The company employs agricultural staff and works with support staff totrain farmers, provide them with better technology, and assist farm communitiesin local development projects. Through its farming initiative, Nestlé PaddyClub, farmers are taught new ways of paddy farming. An innovative method calledSemi-Aerobic Rice Identification (SARI) is used, which is more ecological thanconventional farming techniques since it uses water more efficiently. Reducedgreenhouse gases are emitted from paddy farming as farmers useenvironment-friendly microbial supplements such as Agri-Organica provided byNestlé. In turn, Nestlé gainscontinuous supply of reliable, safe and traceable rice used in the productionof infant cereals.

When businesses tackle social problems as acentral part of their competitive strategy, they can achieve large-scale andfundamentally sustainable changes in society. Learn more about successful CSV initiativesin Asia at the CSR Asia’s Creating Shared Value Training in Kuala Lumpur on 5March.

（本文编译自CSR Aisa网站文章“Creating shared value is anything but business as usual”，作者为Esther Teh）

(责任编辑：小黑)