To make this meaningful contribution to the emerging social enterprise sector, Octopus Strategies partnered with Enterprising Non-Profits to produce the Social Enterprise Marketing Toolkit, which we unveiled on November 5 at the first ever Social Enterprise Meetup in Vancouver.

Throughout Canada’s western-most Province of British Columbia, there are some 240 established social enterprises, each dedicated to addressing or supporting vital social and community projects and priorities. ‘Social Enterprise’ is defined as a traditional business, operated by a not-for-profit either to directly fulfill its mission, or to channel funds back into the purse of the not-for-profit itself.

In other countries, social enterprise is well established—especially in the UK, where it’s now seen as a vital priority for the national government. By contrast, it is a slowly emerging sub-sector in Canada. Yet in a context of economic constraint, and amid budget cuts to government funding for arts, cultural and social organizations, social enterprise presents significant opportunities.

Made up of five videos and a series of accompanying worksheets, the Toolkit introduces foundational marketing theory, and presents specific examples from BC’s social enterprises and some of Octopus Strategies’ proprietary tools. Some of these tools, such as the Value Spectrum™ and the Message Matrix™ involve approaches that have previously been available only to paying clients.

The Toolkit has been designed to make marketing and communications expertise accessible and applicable for social sector leaders who often have no training or background in marketing. They get pragmatic and actionable techniques they can apply immediately in their social enterprises.

The Toolkit has been launched as a ‘beta’ product and is available online at Octopus Strategies or at Enterprising Non-Profits. Feedback and suggestions for improvement or clarification can be sent to info@enterprisingnonprofits.ca or setoolkit@octopusstrategies.com.

What if Darth Vader’s voice was in your GPS?!

It doesn’t hurt that the intro video is hilarious, either:

This is a pretty inspiring 20 minutes!…

This is the latest in a long line of sustainability initiatives for the Inn: When a landmark Arthur Erickson-designed extension to the Inn was built 20 years ago, it included a seawater thermal heat and cooling exchange. This was “long before people were thinking about that sort of stuff,” notes the Inn’s General Manager, Ian Powell.

Other initiatives include paperless check-in, room keys made of recycled paper and printed with vegetable-dye inks, an organic herb and veggie garden, reducing waste and increasing recycling, bike racks, optional linen changes for guests and cutting back on use of lights when not needed.

The latest initiative, which the Inn is undertaking in partnership with Vancouver’s Offsetters, will initially support a general portfolio of carbon-offset projects. In the longer term, the Inn hopes to find a Vancouver Island project to support.

The Inn at Laurel Point is both a client and a service-provider to Octopus Strategies. We worked with the Inn’s executive and management team in 2008, helping to develop their ‘Stay Different…’ brand and marketing strategy. We have also hosted executive retreats there for other clients, and wholeheartedly recommend the hotel for its warmth, beauty, and exceptional service standards.

Congratulations to the Inn at Laurel Point from all of us at Octopus on being BC’s first carbon neutral hotel!

So there I sat, windscreen wipers slapping before my eyes, waiting for two people I’d never met to knock on my car’s window. Naturally, I was wondering what I was doing…. Then Jeremy showed up.

Backpack. Big hair. Firm handshake. Spitting image of my brother-in-law. And, like me, a bit bleary-eyed. Then came Josh: Tall. Easy to smile. Fresh into Canada from Germany. Another firm handshake.

Two strong first impressions. Two sharp minds. Two instant friends.

After picking up the bright and ambitious Annalea, we hit the road on an eight hour trip to Hollyhock, a magical place where hearts settle, souls run free, and minds are loosed to consider the great possibilities of what might be. This was the beginning of Social Venture Institute, a weekend that changed my world.

SVI brings together leaders of not-for-profits, social ventures and the companies who support them for four days of spirited discussion, enlightened debate, and breakthrough thinking. Scheduled sessions include case study presentations by emerging social entrepreneurs; ‘True Confessions’—informal presentations by well-established social venture leaders; and workshops on a variety of focused topics and relevant issues.

While many people have had incredible experiences of learning and growth in past years, I tried not to take any specific expectations to SVI. I was contemplating just one question, to which I hoped to have an answer before I returned home. The only commitment I made was inspired by Woody Allen: “80% of success is just showing up.” I would arrive open, ready to share, prepared to be candid and clear, and accepting of all that might come from the weekend. I couldn’t possibly have expected how much I would receive simply by focusing on giving all that I could, and relaxing into the flow.

I had been flattered to be invited to present a workshop, and was both nervous (due to the caliber of delegates) and excited to share stories of our work and insights into our approach. I had fun presenting, and the audience peppered me with questions until our time was up. I had promised to give three one-on-one consulting sessions, but was thrilled to get 11 requests. In my spirit of openness, I said yes to everyone, and shared nearly 16 hours of consulting time, and I’m sure I learned as much as those who had asked for my ideas. I’ve been incredibly flattered by the feedback; thanks to all who shared it.

But the magic of SVI shines in the space between sessions, when connections are forged between delegates, and the spark of inspiration meets the magic of Hollyhock. I took indescribable joy from connections with Rha Goddess, pioneer of floetry, and founding visionary of Move the Crowd; Julie Arora, undoubtedly a friend for life, and the entrepreneur behind Mom’s Healthy Secrets; Jennifer and Henk of La Siembra; and so many others.

The great gift of SVI has been to find a new group of peers, advisors and friends, with whom I share a cameraderie of courage, and a vision of a world made better by our work.

I have always turned to a select few people when I need advice about my business—respected professionals, friends or family-members whose opinions I trust. I’ve been overwhelmed to learn that the 140 delegates of SVI 2009 are struggling with the same issues, working for the same changes and striving for the same solutions as me.

Thanks to each and every one of you for a breakthrough weekend, and for opening yet further my eyes, mind and heart to the brave new economy of sustainable enterprise.

For decades, the corporate world’s thesis was that “the business of business is profit”—and nothing else. Yet for decades, an antithesis has grown, coming to be known as the ‘triple bottom line’ imperative: People and planet are as important as profit. Social and environmental preservation and enhancement are as important (or more so) than the relentless pursuit of financial gain.

What does the synthesis of these look like?

Ten years from now (or twenty), we’ll be looking back at the transition from the consumption economy to a sustainable one, and wondering how we ever lost sight of two-thirds of our organizations’ license to conduct business. But what does a successful triple-bottom-line company look like? There are numerous examples, including Patagonia, Interface and others. But one local company has piqued my interest.

Rocky Mountain Flatbread Company recently opened a new restaurant in Vancouver’s Lynn Valley neighbourhood (its second in Vancouver and third overall). The company was “born of a simple desire on one couple’s part to find environmental, social and financial success.”

Our kids love it, because they get to make their own pizzas on Sunday and Monday evenings. My wife and I love it because the food’s really good, and that atmosphere is super-casual. But my professional side loves it because they take an enlightened, non-intrusive approach to sharing their mission.

The company’s social and environmental aspects are built in to all that they do—from local, organic sourcing of ingredients, to beneficial but practical building practices, and their school outreach program. A quick read through their website gives the clear impression the founders are really walking the talk.

Yet they don’t get in your face about their mission and accomplishments.

They lead with great quality food, and then tuck in messaging about ‘organic,’ ‘sustainable,’ and ‘social conscience.’ These themes are there for those who care to engage with them, but aren’t so loudly broadcast as to make the company appear preachy: A mention on the menu. Some signage on the walls.

Rocky Mountain Flatbread simply does the right things. And I wonder if this is what the synthesis will look like, ten (or twenty) years from now….

Germany: The Melander Family of Bargteheide

Food expense for one week: $125 / person

United States: The Revis Family of North Carolina

Food expense for one week: $85.49 / person

Italy: The Manzo Family of Sicily

Food expense for one week: $52 / person

Poland: The Sobczynscy Family of Konstancin-Jeziorna

Food expense for one week: $30.25 / person

Egypt: The Ahmed Family of Cairo

Food expense for one week: $5.71 / person

Ecuador: The Ayme Family of Tingo

Food expense for one week: $3.50 / person

Bhutan: The Namgay Family of Shingkhey Village

Food expense for one week: $0.42 / person

Chad: The Aboubakar Family of Breidjing Camp

Food expense for one week: $0.20 / person

The infamous Chilkoot Pass seemed to tower unassailable, far above his head. Yet limbs screaming, he plodded on, and on, eventually cresting the peak, and moving down to stake his claim: Tom had joined the gold rush.

By 1897, Thomas Flack had found gold, and returned with his fortune to the young city of Vancouver on Canada’s pristine west coast. There, he set about to build a landmark building at the centre of the city.

The William Blackmore-designed masterpiece would open in 1898, serving as home to retailers, barristers, insurance agents and others. Its location and style made it a treasured part of Vancouver’s heritage.

Yet like the neighbourhood to its east, The Flack Block fell into disrepair. For much of the past 100 years, the building has gone unnoticed….

Collaboration Gets Us Everywhere

On April 1, 2009, after a two-year renovation, Vancouver Mayor Gregor Robertson officially reopened The Flack Block. Diligently restored by Vancouver’s Salient Group, the newly named Tides Renewal Centre is home to Renewal Partners, the Tides Canada Foundation, Hollyhock Leadership Institute, and numerous like-minded, cause-driven organizations-including Octopus Strategies.

Shared meeting spaces, an open kitchen café, and a full calendar of events make the Centre an ideal venue for collaborative relationships among the tenants—at just a time when collaboration is on everyone’s minds. As the economy moves through recession, the leaders of strained organizations are casting about for opportunities to improve their fortunes. Collaboration with peers is an obvious step in the right direction.

Yet most organizations aren’t clear on what ‘collaboration’ means in practice.

I polled a number of colleagues and mentors who have undertaken significant work and accomplished impressive goals through collaboration. Like Octopus, they are cautious entering into ‘partnerships’ or ‘alliances.’ But like us, they also recognize that sometimes 1 + 1 = 3. Here are ten rules for effective collaborations:

1. Assume abundance. Know there’s enough influence, enough work, enough money to go around. Collaboration can’t be a zero-sum game.
2. Be (semi) formal. A little structure can be a fine thing, clarifying roles and defining responsibilities. But don’t formalize away the flexibility.
3. Share the weight. Collaborations help us to accomplish more, so take advantage of the new, bigger team. Get more done, and get it done better. (Remember, 1 + 1 = 3.)
4. Get comfortable being a beginner. Partners bring expertise you don’t have-and opportunities to learn.
5. Be a leader. Sometimes you’ll need to show the way.
6. Be a follower. Sometimes others will lead you.
7. Communicate. Teams are nothing more than groups of people working toward a common goal. Effective communication keeps teams functional.
8. Create opportunities: Smart people rise to important occasions, often succeeding beyond expectations. Give them the chance.
9. Debrief. Share the lessons of success and failure at key milestones during every project. Everyone benefits, including your clients.
10. Disband (or not): If there’s value in the collaboration, keep it going. But be cautious of unnecessary escalations of commitment. Nothing need last forever.

Informal alliances, especially those formed ad hoc for individual projects, can endure and bring about significant successes. At the Tides Renewal Centre, the legacy of Tommy’s gold is a catalogue of promising collaborations. Stay tuned…. Who knows what ’1 + 1′ will bring….

Unfortunately for Nigeria, this would seem to be the misguided strategy.

It’s hard from this distance to criticize the intentions of Dora Akunyili, the new minister of information, and the person responsible for the new ‘Nigeria: Good People, Great Nation’ campaign. But it is revealing, I think, that the previous attempt at a rebrand (‘Nigeria, Heart of Africa’) failed.

In both cases, the foremost criticism in-country has been that “Nigerians say their government should tackle the country’s fundamental problems—power shortages, crime and corruption—before worrying about its image.” Of course, nothing is so connected to ‘image’ as the authentic facts of any brand. In Nigeria’s case, the facts include rankings of Lagos as the worst place in the world for expatriates to live. Surely if the aim of the information minister is to build Nigeria’s esteem overseas, the $1M spent from government coffers for the new campaign could have been put to better use reducing crime, repairing roads, and improving sanitation.

A simple Google search reveals an endless list of references to Nigeria’s rebranding efforts. But the lesson i this short Economist piece is a simple one: Branding only works when builds an image based on credible insights. Successful strategies leverage strengths on which the brand can build. In Nigeria’s case, the people may well be good, but a legacy of corruption endures sufficiently that the claim isn’t credible overseas. And while Nigeria is achieving more than many of its African neighbours, and certainly aspires to become a ‘Great Nation,’ it has a long way to go.

An effective strategy would consider factor international perceptions and awareness into the development of a strategic roadmap for the brand. ‘Good people, Great nation’ is an aspirational position; clearly Nigeria can’t jump to that with an advertising campaign. But it could be a ten-year (or 20-year) goal. Ms. Akunuili’s job as a leader is to define the steps from here to there, and to work with her government colleagues to take those steps.

It may be that infrastructure is the first place to spend; certainly communicating success stories about infrastructure development and enhancement would be a more credible approach than leap-frogging to ‘Great nation.’

Of all possible branding projects, surely rebranding a country is the most challenging. But the fundamentals remain the same: Authenticity must come first.

I visited a local bike shop with my two kids, primarily to pick up a small spare part, but also to browse the bikes with a view to buying a new one for my wife. I’m a valuable customer there: I’ve bought two bikes already, and I have plans to buy two more this year.

As I looked at the adult road bikes, my son was sitting 20 feet away on a kids bike. He’s eight, so this wasn’t an unusual thing. The owner of the store approached him, and informed him somewhat gruffly that the bike was too small for him. My son responded, “I know.” Clearly assuming that my son was some sort of know-it-all punk, he responded with a bark: “You know?! Well get off it then before you break it!”

My son was shocked. At eight years of age, it’s traumatic when an adult you don’t know barks at you. Two hours later, he was still upset.

I had words with the merchant: “I recognize you need to look after your merchandise, but that’s no way to talk to a child. I’ll be taking my business elsewhere.”

What a shame it is that more merchants today don’t understand how easy it is to excel in retail. Perhaps their ignorance (or arrogance) is the very reason it’s easy to beat them at their own game.

There are three rules that I learned during my retail career that everyone should know before stepping on to the retail floor….

Rule #1: The customer knows best. When it comes to their interests, their needs and their wants, the customer rules. The retailer’s job is to get to know their customers—so that they can make the best recommendations, matching their inventory with their customers’ wants. A retail sales team, should be friendly and empathetic; they’ll generate significantly better than market average sales. I should know: My team consistently performed 30-40% better than industry averages.

Rule #2: You’re selling more than the product. I spent 10 years working in bike stores; we were far more successful at selling ‘fun’ and ‘lifestyle’ than we were at selling ‘bikes.’ The former have no limit on their perceived value; the latter can be a commodity. In practice, this means making the shopping experience fun, making the decor and personnel evocative of an aspirational lifestyle—of health, fitness, vitality—or whatever suits your particular niche. Again, I should know: We held our margins at 3-4% higher than industry averages.

Rule #3: Kids Rule! This was the key to yesterday’s failure at my local store—a parent’s wallet is opened by his children. Make the kids welcome and happy, and the parents will be happy and loyal. I had a truly joyous moment in that same store a couple of years ago, when I bought my son his first two-wheeler. Yesterday, though, that goodwill all crashed down with the harsh, impatient words of one business owner whom I’ll generously assume was just having a bad day.

So what does it all mean in practical terms? I’ve owned, ridden and raced no fewer than 11 mountain bikes since they were invented in the mid-80s. Total retail value: $22,000+. I spend about $250 per year on parts and maintenance, for an additional $5,000 over the 20+ years I’ve been riding at an elite level. I’ll be buying three bikes each for my two kids as they grow, for a total of at least $2,000. And the two road bikes we plan to buy for my wife and I this year—let’s say another $4,000—certainly won’t be the last bikes we’ll buy. Add this all up, and my lifetime value as a customer exceeds $30,000. And this doesn’t factor the half a dozen people every year who ask for my help choosing the bike that’s right for them, and shopping at stores I recommend.

In a business where an annual difference of a couple of percentage points can mean the difference between a net loss and roaring profit, I represent a big loss for any merchant. All because he didn’t have the patience to smile, crouch down, and say, “That looks like fun, big guy, but I’m worried it will break. Do you mind hopping off?”

Oh yeah. Rule #4: Politeness counts.