TABLE OF CONTENTS

PART A. Introduction

Chapter 1. Corporate reputation in a 'Green' world.

The threats and opportunities for corporate image in an environmentally conscious world.

PART B. The world of green issues

Chapter 2. The rise of environmental consciousness and conscience.

The basic needs of life are met (Maslow), and the demand is for self-improvement and self-actualisation. Part of this is the desire for a 'perfect' environment.

Chapter 3. What makes a green issue?

G reen issues have a number of characteristics and these are defined. There is also a self-test for organisations to try to predict what will become an issue.

Chapter 4. The environmental movement - corporations for a new Millennium

The green groups of today are well organised and resourced. Like any industry, they segment their marketplace, but they still co-operate. Their influence on the democratic systems is substantial.

PART C Managing Green Issues

Chapter 5. Identifying and segmenting stakeholders

This provides a new definition of stakeholders and a new way to segment them so that they can be useful. They key stakeholders are those who may support or act as Third Party Advocates.

Chapter 6. Stakeholders within the Power Pyramid

Democracy allows people to give their stake in their community to elected representatives so that their views can be heard. This chapter gives the theory (the power pyramid) of how to identify individual stakeholders.

Chapter 7. The stakeholder diagnostic

Some local knowledge is essential for gaining credibility in a community. A lack of this knowledge gives the impression that you do not care about the community in which you are working. This chapter explains what should be considered in the diagnostic and how this diagnostic acts as a map to the power pyramid.

Chapter 8. Launching and managing Issues-related projects

The old approach is DAD (Decide - Announce - Defend), but the new approach is CHARM (Consult, Harmonise, Adjust, Reinforce and Maintain.) It involves the TPAs who act on behalf of the project.

Chapter 9. Finding Third Party Advocates

The strengths of Third Party Advocates is considered and why they often remain hidden. This chapter considers who may be a TPA and looks at the role of Trade Associations, think tanks and employees.

Chapter 10. Getting TPAs to act on a project

Once potential TPAs are identified one must know how to approach them. This chapter further considers the role of the TPA as a mediator to help uncover Win-Win Projects.

PART D. Communications tools

Chapter 11. The use and limitations of traditional marketing-led mass communication techniques

This Chapter considers traditional marketing and public relations techniques and the problems with mass communications. It also looks at the role of these techniques in environmental issues.

Chapter 12. Market research. What do people really think and does it matter?

This Chapter looks at the potential dangers of second guessing the democratic system and relying on market research techniques.

Chapter 13. Dealing with the media

The role of the media - to inform or to entertain?

Chapter 14. Managing public meetings

Public meetings and how to avoid them, public exhibitions and liaison committees

Section E - Environmental credentials

Chapter 15. Environmental Credentials

There is no doubt that green sells. This Chapter looks at how companies can establish Green credentials when almost all commercial activities cause some form of environmental damage. The environment is quasi-sacred in the modern western world and for products with similar price and quality, an environmentally-related aura can only be helpful in the marketplace.

Chapter 16. The Irrational.

Marketing is based on the irrational and this must be taken into account when managing environmental projects.

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