EEYOLEMPGROUPSDRIVERESOURCEthatBUSINESSSponsored byDIVERSITY LEADERSHIP INNOVATION
CONTENTSCompany Directory3From The President4Introduction5About The Analysis7Part 1: What Are ERGs?9Part 2: Case Studies213Product DevelopmentMarketing To External CustomersMarketing To Employees As CustomersGovernment Relations And PolicyHuman ResourcesRecruitment and RetentionProfessional DevelopmentGlobal DevelopmentCommunity OutreachCultural AssimilationSupplier Diversity1517192022232527293132Part 3: Best Practices to ’Next’ Practices33Conclusion37Acknowledgements and Contributors37Contact Us38EMPLOYEE RESOURCE GROUPS THAT DRIVE BUSINESSCopyright (c) 2010 Jennifer Brown Consulting. All Rights Reserved.
COMPANYDIRECTORYBest BuyCisco29, 304, 5, 6, 7, 14, 15, 16, 17, 25, 27, 37Colgate-PalmoliveCumminsDeloitteDuke Energy2316, 242429, 30Ford16General Electric20IntuitJohnson & JohnsonMacy’sNationwidePrudentialWellpointWells FargoEMPLOYEE RESOURCE GROUPS THAT DRIVE BUSINESSCopyright (c) 2010 Jennifer Brown Consulting. All Rights Reserved.10, 21, 3131, 3417, 18, 29, 321918, 23, 24, 25225, 253
FROM THEPRESIDENTWith one question, the powerof ERGs hit me. It wasthe height of the recentrecession, at a well-attended ERGconference. During a large debriefingsession, the conversation turned toERG budget cuts. I asked the group,‘‘How many of you would do the workyou do for your ERG, even without abudget?” Almost everyone’s handswent up in the air.This was the moment when the potential of ERGsreally crystallized for me, but I had sensed thisvast, relatively underutilized, and underappreciatedcommitment before. A ‘‘Generation Y” friend ata Fortune 50 company recently shared with methat his primary loyalty at work is to his ERG,rather than to the company. He is not alone. Manyemployees are getting, through ERGs, leadershipdevelopment and networking opportunities thatwould not be possible in their jobs. Despite this,today’s managers tend to be more concernedwith face-to-face time and keeping employees attheir desks than they are with encouraging andrewarding participation in ERGs for the businessvalue it brings. This is not only unfortunate,but shortsighted from a business perspective:ERGs present an opportunity for employees to4gain critical skills, contribute unique insightson business objectives, and become part of asustainable community that inspires loyalty to thecompany.ERGs will help counter the increasingly missingconnection and sense of significance experiencedby employees in today’s workplace. My friend andcolleague Andres Tapia, chief diversity officer atHewitt Associates, says the world today is not infact ‘‘flat”, but rather ‘‘upside-down.” Employeeisolation in an increasingly virtual, global, chaoticwork environment can have real economicconsequences. As companies strive to cut costs,economize office space, and take advantage ofglobal efficiencies, additional investment must bemade to help ensure that a diversifying employeepopulation feels connected and valued. ERGsallow employees to contribute to business goalsand find rewarding career paths.Of all the factors influencing this conversation,‘‘Generation Y” and its values are demandingthe most self-examination by organizations.As companies struggle to adapt outmodedstructures and programs to an incomingworkforce that is not only younger but alsoexponentially multicultural, ERGs are of criticalimportance. Representing the promise ofdiversity in the new economy, ERGs are bestpositioned to channel this incoming momentumtoward core business alignment. If people area company’s most critical asset, in the comingyears, the value proposition of ERGs will becomeunmistakable.The companies included in this study are leaders inthis shifting dynamic. Cisco’s sponsorship of thisproject demonstrates its commitment to leadingthis real-time transformation, and supportingthe larger community of employers of choice. Weare honored to collaborate with such a leader inhelping to shape the workplace of the future.Regards,Jennifer Brown,CEO, Jennifer Brown ConsultingEMPLOYEE RESOURCE GROUPS THAT DRIVE BUSINESSCopyright (c) 2010 Jennifer Brown Consulting. All Rights Reserved.
“Moving the needle on diversity should begin and endwith [Employee Resource Groups]. They create businessvalue, employee engagement, talent development andcustomer insights.”— Steve Larson, Team Member Resource Groups Program Manager, Wells FargoNOITCRODUINTThere has never been a bettertime for companies to getto know their EmployeeResource Groups, or ERGs.Previously thought of as socialoutlets for race- and gender-basedworkplace communities, ERGs —just one of many names givento these networks, and the oneused throughout this paper — arenow indispensable to companiesoperating in an increasingly global,budget-conscious marketplace.More and more, we are seeing innovativeorganizations engage their ERGs. Simultaneously,ERGs are asking to take part in meaningfulbusiness conversations. Cisco, for example,evaluates managers based on their ability tostrategically use ERGs. Leaders are charged withrallying a diverse workforce toward commonbusiness goals and creating a comfortableenvironment in which new ideas can flourish.Companies such as Cisco that understand thevalue of ERGs can potentially reap benefits onmultiple levels. In distilling the scores of ways inwhich ERGs are critical to supporting successfulbusinesses, two overarching areas emerge: talentand innovation.Today, corporations are having difficulty findingtalent. At the same time, they are not takingadvantage of available ‘‘Generation X” workers,nor are they addressing the fact that minoritiesare fast becoming the majority. Minorityworkers, a group that will be mainly comprisedof ‘‘Generation X” and ‘‘Millennial” employees,will shift to the majority, accounting for most ofthe net growth in the workforce over the next 20years.To be successful in the global marketplace,companies must develop genuine talent poolsthat mirror the business environment of todayand the future. Potential employees trust and canrelate to ERGs members with whom they shareaffinities. Company recruiters should be activelylooking to their ERGs to help tap into niche talentmarkets and identify future leaders. Once diversetalent is on board, ERGs can assist in keepingemployees engaged. With globalization comes ageographically dispersed, more virtual workplaceEMPLOYEE RESOURCE GROUPS THAT DRIVE BUSINESSCopyright (c) 2010 Jennifer Brown Consulting. All Rights Reserved.5
from which employees can easily becomedisconnected. ERGs, which by design are focusedon loyalty and affinity, can help build ties andinspire commitment. Companies must involvethese groups in order to hold onto their mostprecious assets, and position themselves to takequick advantage of the next market turn.the primary examples of how Cisco is becominga DNO is their Boards and Councils. These crossfunctional groups are brought together to pushdecision-making down within the organization,supporting efficient, multiperspective thinkingfrom parties that traditionally have not beeninvolved on this level.Multidisciplinary, global, diverse yet inclusive,ERGs are models for organizations of the future.They are cross-functional by nature, and theyhave intuitive knowledge about emergingmarkets, due to their cultural awareness, aswell as contacts and credibility with thesepopulations. Cisco is one company that is lookingto the future, and has acknowledged the outdatednature of top-down decision-making, as seniormanagement does not have all the answers.Chambers told Fast Company, ‘‘The Boardsand Councils have been able to innovate withtremendous speed. Fifteen minutes and oneweek to get a [business] plan that used to takesix months.”Cisco Chief Executive Officer (CEO) John Chambershas recently been speaking about a new conceptcalled the Dynamic Networked Organization(DNO). DNOs are collaborative organizations builton a culture of shared goals that deliver bothinnovation and operational excellence to capturemaximum value from market transitions. One ofERGs already resemble these Boards andCouncils, as they are cross-functional andorganized around affinity and functionaldiversity, rather than traditional hierarchy. Asa result, they are further influencing Cisco’sevolution to a DNO. Innovation in a globalmarketplace requires businesses to makedecisions and adapt to change faster than everbefore. By empowering ERGs, companies can actquickly and nimbly, and shorten their importantbusiness cycles.ERGs must demonstrate their value proposition so thatthey can be taken out of silos and embedded throughoutthe organization. Companies must look at their oldways of doing business and take advantage of missedopportunities. It is only through honest self-reflection andcommitment to change that organizations will be able toaccess the untapped innovation that already lies within.6EMPLOYEE RESOURCE GROUPS THAT DRIVE BUSINESSCopyright (c) 2010 Jennifer Brown Consulting. All Rights Reserved.
ABOUTTHEANALYSISIndustryCompositionIndustry CompositionSemiconductorsand OtherElectronicComponentsUtilities: Gas uctionFinancial DataServicesRetailFood ConsumerProductsHealth Care:Insurance andManaged CareProfessionalServicesJMotor Vehiclesand Partsennifer Brown Consulting (JBC),a strategic workplace consultingfirm, has partnered with Cisco tohelp move its ERGs toward greaterbusiness alignment.JBC and Cisco co-developed a Progression Modelto allow individual ERGs to assess their activitiesalong a unique continuum developed specificallyfor their organization. To help inform this work,Cisco asked JBC to conduct a first-in-kindbenchmarking analysis, compiling best practicesfor positioning and maximizing ERGs.The focus of ERGs can vary greatly amongorganizations, and often, even within a singleorganization. To capture some best practices,JBC conducted one-on-one interviews withindividuals who had oversight of or connection totheir company’s ERGs (see page 3 for a completelist of participating companies).Insurance: Propertyand CasualtyHealth Care:Pharmacy andOther ServicesCompany SizeCompany Size(NumberEmployees)(Number of ofEmployees) 99950,00099,99925,000-49,999ERGs profiled in the case studies include the following: Hispanic/LatinoLesbian, Gay, Bisexual,Transgender (LGBT)Disabilities Veterans and MilitaryPersonnelAfrican AmericanWomen Middle East and North AfricaAsia and Asia PacificIndianGenerationalEMPLOYEE RESOURCE GROUPS THAT DRIVE BUSINESSCopyright (c) 2010 Jennifer Brown Consulting. All Rights Reserved.7
mployee R esource G roups ofERGsE20%of40% C ompanies60% 80% 100%P articipantParticipantCompaniesParticipants shared details about their ERGs,including structure and specific activities, aswell as examples of how ERGs have successfullyaffected the business.0%Black/African-AmericanThe analysis specifically addresses howcompanies successfully integrate businessaligned practices into the growth of their ERGs.It explores targeted initiatives, processes,partnerships, competencies, growth metrics, andfuture plans that companies have established fortheir ERGs.Latino/HispanicWomenLesbian, Gay, Bisexual & TransgenderJBC interviewed 22 companies of various sizes,across industries, whose markets includeBusiness-to-Business (B2B), Business-toConsumer (B2C), or a combination of both.In addition to one-on-one interviews, thecompanies completed a survey to provide basicinformation about their ERGs. Interviews wereperformed with chief diversity officers, humanresources leaders, diversity managers, ERG leads,and business partners. Participant organizationsranged from those with well-established metricsprocedures for ERGs to those that are justbeginning to discuss the topic of measurement.Companies were guaranteed anonymity y-BasedThe goal of this analysis was to highlight theways in which various ERGs worldwide andacross industries are supporting business. Theyare examples that other ERGs and companiescould potentially replicate. The final sectioncontains a comprehensive list of best practicesgathered during our interviews and research.Family of People w/DisabilitiesWorking ParentsReligiousDisability SpecificCus tomer Profile — B2B vs . B2CCustomerProfile(B2B vs. B2C)B2B andB2CB2BCross-GenerationalEmployee AlumniNew EmployeesB2CVirtual/Remote0%820%P articipant40% C ompanies60% 80% 100%E mployee R esource G roups ofEMPLOYEE RESOURCE GROUPS THAT DRIVE BUSINESSCopyright (c) 2010 Jennifer Brown Consulting. All Rights Reserved.
1What areERGs?EMPLOYEE RESOURCE GROUPS THAT DRIVE BUSINESSCopyright (c) 2010 Jennifer Brown Consulting. All Rights Reserved.9
“As our company is becoming more global, we arerealizing that [Employee Resource Groups] can help thebusiness grow globally and expand our customer base.”— Terilyn Monroe, Director, Global Employee Engagement & HR Communications, IntuitEmployee Resource Groupsare comprised of severalsubsets: Employees from traditionallyunderrepresented groups, Allies who support these groups, People who share a common purpose,interest, or background.In the last few decades, as diversity has becomemore prevalent in the work force, ERGs havemultiplied, along with the names associated withthese groups. Other common labels for ERGsinclude Affinity Groups (AGs), Employee NetworkGroups (ENGs), and Business Resource Groups(BRGs). At the 22 participating companies, 20percent of networks are referred to as ERGs,20 percent as BRGs, 13 percent as ENGs, and 7percent as AGs.*The names of a company’s ERGs are oftendeliberate, tied to the purpose and motivationsof the groups. Even a decade ago, the labelEmployee Resource Group, or ERG, was rare.Only recently has ERG emerged as a commonterm. The Affinity Group (AG) label was theprevious norm, when many of the groups wereorganized around traditional minority workplacegroups such as women, African Americans, andHispanics. AGs were primarily used for socialand networking opportunities, and served asa support system and social outlet for theirmembers.* For consistency, the term ERG is used throughout thisanalysis.10ERGReferencesReferencesERGAssociate ResourceGroupsAffinity NetworksOtherAffinity GroupsEmployee NetworkGroupsBusiness ResourceGroupsEmployee ResourceGroupsThe ERG value proposition has shifted slowly butsteadily over the last decade. ERGs have evolvedfrom being event-driven, internally-focusedgroups to serving as critical strategic partnersfor various business units throughout anorganization. To that end, many companies thatparticipated in this analysis have moved or intendto move away from the AG title and towardERG and BRG. At certain companies, separatenetworks that focus solely on business objectiveshave been created in addition to the legacy AGs.Some ERGs receive financial support once theydemonstrate they are achieving business-relatedgoals. In some cases, company sponsorship andfunding is tied to transitioning from an AG to anERG or BRG.One participant, a consumer packaged goodscompany that chose to remain anonymous,acknowledged that its ERG metrics have alwaysbeen qualitative in nature. However, the companyEMPLOYEE RESOURCE GROUPS THAT DRIVE BUSINESSCopyright (c) 2010 Jennifer Brown Consulting. All Rights Reserved.
is doing what it can to enforce structuredmeasurement tools. ERGs are required to followa strict business-plan framework that includesobjective, goals, strategies, initiatives, and metrics(OGSIM). Each ERG is tracked and monitoredagainst its own self-determined objectives.Funding of ERGs is tied to complying with thereporting requirements.Now, more than ever, ERGs are being askedto make the case for how their efforts affectcompany profitability. Some have tried to do thisAnnualERGERG FundingAnnualFunding 50,000 1 - 5,000 10,001 25,000100%90%80% 5,001 10,000SourcesERG FundingFundingSourcesof ofERGDiversityBusiness Units70%HR60%50%40%30%However, many ERGs are still thought of primarilyas networking groups for specific races, genders,or affinities, rather than potential contributorsto revenue generation. Innovative companiesare taking the initiative to use their ERGs, whilestrategic ERGs are asserting themselves moreand more. These companies and their ERGswill play a critical role in establishing a new,groundbreaking business model that will notonly help enable the rapid identification anddevelopment of emerging talent, but also offer avaluable channel for new market opportunitiesand adjacencies.The untapped potential of these groups is thereal story behind how diversity management hasbecome a crucial asset to corporations. ERGs arecontributing to diversity recruitment, retention,leadership, and professional development, aswell as to reaching diverse customers, clients,suppliers, and communities. Commitment todiversity is not just the right thing to do. It hasbecome a business imperative. ERGs will lead theway in next-generation business.What Does Business ImpactMean?Over time, ERGs have evolved from grassrootsnetworking efforts into formalized businessassets that affect workplace, workforce, and20%10%0%by becoming a strategic resource: Members, forexample, can help ensure that the language, tone,and visuals used in company marketing materialsis valid for target audiences. They bring invaluablecultural competency to any organization that ismarketing to an increasingly diverse customerbase.Type of Business AreaThe untapped potential of these groupsis the real story behind how diversity managementhas become a crucial asset to corporations.EMPLOYEE RESOURCE GROUPS THAT DRIVE BUSINESSCopyright (c) 2010 Jennifer Brown Consulting. All Rights Reserved.11
Business Impact Areas100%90%80%marketplace results. The specific focus of ERGsmay vary from company to company, but thereare some common areas where ERGs tend todirect their efforts. This analysis examines theeffects of ERGs on the following business areas: aProduct DevelopmentMarketing to External CustomersMarketing to Employees as Customers Global DevelopmentGovernment Relations and PoliciesHuman Resources Policies and BenefitsRecruitment and RetentionProfessional DevelopmentGlobal DevelopmentCommunity OutreachCultural AssimilationSupplier Diversityumers12Product DevelopmentGovernment Relations0%Cultural Assimilation10%Marketing to Customers20%HR Policy30%ProfessionalDevelopment40%Recruitment andRetention50%Community Outreach60%Marketing to Employees70%EMPLOYEE RESOURCE GROUPS THAT DRIVE BUSINESSCopyright (c) 2010 Jennifer Brown Consulting. All Rights Reserved.
2CaseStudiesEMPLOYEE RESOURCE GROUPS THAT DRIVE BUSINESSCopyright (c) 2010 Jennifer Brown Consulting. All Rights Reserved.13
“Cisco’s Employee Resource Groups provide a frameworkto help employees identify ways to better leverage thetalent and connections within their organizations. Wethen challenge them to use those connections to driveinnovation and business opportunities.”— Jacqueline Munson, Senior Manager, Cisco14EMPLOYEE RESOURCE GROUPS THAT DRIVE BUSINESSCopyright (c) 2010 Jennifer Brown Consulting. All Rights Reserved.
PRODUCTDEVELOPMENTCISCO EMERGING TECHNOLOGIESCOLLABORATION ANDINNOVATIONThe Cisco Emerging Technology Group (ETG) worksto identify the next billion dollar businesses forthe company. Earl Valencia is a Business Development Manager in the small and fast-movingEmerging Technologies Group. Earl and his teambelieved they could enlist the help of the 12 CiscoEmployee Resource Groups (ERGs) to discover thenext big idea for the company. ERGs would bringdiverse cultural, geographical, and functionalperspectives that would enhance the innovationprocess.Coincidentally, the Business Development leadsfrom the Cisco iCON (Indians Connecting People)ERG had approached the ETG about establishing apartnership to work together to encourage product innovation. ETG and iCON moved forward withtheir partnership.After Guido Jouret, Vice President and Chief Technical Officer (CTO) of ETG, agreed to be the executive sponsor of the new initiative, ETG and iCONexpanded the opportunity to the remaining CiscoERGs, with the goal of working collaboratively topromote innovation. ERG innovation team members were identified from the various ERGs, andthe collaboration officially began in March, 2010.This collaboration with ETG and ERG innovationmembers was guided by the belief that the bestor most innovative ideas are derived from a largegroup of diverse contributors, rather than onesingle expert. One place to start was by revisiting the Cisco collaborative platform, Cisco I-Zone.This platform was designed to help enable theentire company to brainstorm on ideas for newbusinesses, and submit these ideas for evaluation by an expert team. It would allow ETG to benefit from ideas from anywhere across Cisco, usingglobal collaboration to identify and promote newgrowth markets.ETG was interested in reinventing I-Zone by incorporating the most relevant tools, processes,and incentives. They began working with the ERGinnovation team to survey and solicit feedbackfrom employees, to understand what motivatesand incents people to participate in innovation ingeneral. Survey data was collected from over 500Cisco employees worldwide, helping ETG understand behavior and adjust the related innovationstructure and process, including incentives. Thisencouraged traffic and participation in I-Zone,and ultimately helped identify the next big idea.As Cisco continues to grow, there is a consistentneed to focus on new creative ways to innovateand build business. Cisco is leading what thefuture will look like regarding technology. Everyday, Cisco needs to focus on evolving customersegments and markets, consumer and customerneeds, and product requirements.Identifying the next big idea within Cisco is bestdone with support from a diverse set of employees who are both knowledgeable about Ciscoproducts and markets, and can provide valueadd perspectives. Cisco ETG continues to engagewith the ERGs as a collective group, and integratethem into innovation strategies. While the goalsof the ERG and the individual ERGs may each bedifferent, on the whole, all have similaraspirations of supporting business alignment andbusiness impact, which is part of what they aremeasured on by Cisco management.EMPLOYEE RESOURCE GROUPS THAT DRIVE BUSINESSCopyright (c) 2010 Jennifer Brown Consulting. All Rights Reserved.15
The process of innovation continues, even for theindividual ERGs. Right now, iCON is working toidentify other internal and external ways to capture diversity of thought and help support productdevelopment and innovation at Cisco. Other ideasthat have been proposed include ‘‘Idea Storms”with ERG members, business case competitionsat local universities, and tapping into the diversenetworks within the ERG communities to uncoverpotential external innovation partners.By using the diverse and entrepreneurial resources of Cisco, ETG will continue to create productinnovations that will help encourage Cisco longterm growth. ERGs will be instrumental partnersin this process.ERG MARKET RESEARCHAND PRODUCT DESIGNToday, after a decade of diversity programming,the Ford Motor Company has 11 ERGs that areresponsible for improving career developmentand the company’s position in the marketplace.‘‘It can be difficult for ERGs to make a differencewithin a large company,” says Ford’s Global Managerof the Office of Diversity and Inclusion, Alison Trawick.‘‘At Ford, we point to ERG product development andmarketing efforts that are noticeable, measureable,and directly impact the bottom line.”Over the last 10 years, Ford’s ERGs have helpedsell vehicles through the company’s Friends andNeighbors program. ERG members have assistedwith the development and execution of marketing campaigns to diverse customers. Ride andDrives are a popular venue where ERGs solicitcustomer feedback about products, which theythen report back to Ford engineers and designers. There is tremendous value in securing customer preferences about Ford’s vehicles directlyfrom the diverse markets that the company ishoping to serve, and there is no company assetbetter equipped to perform this task than theirERGs. Ford’s Asian, Indian, Chinese, Hispanic, and16African-American ERGs have taken advantage ofthese opportunities to encourage sales. They playa critical role in building customer intimacy andmaintaining a strong corporate brand reputation.Recently, Ford’s ERGs have been moving evendeeper into product development efforts. Forexample, the mobility motoring division has partnered with the Ford Employees Dealing with disAbilities (FEDA) network. FEDA members provideFord design and development engineers withvaluable insights about the needs of people withdisabilities. The value of this process accruesto Ford beyond just amassing market insights.As ERGs learn to communicate their value morebroadly, diverse communities will make buyingdecisions accordingly.PRODUCT RECONDITIONINGCummins values diversity at every level of the organization. The company’s strategy for ERGs is bothhorizontal and vertical, aligning the groups according to affinities, businesses, and sites. Cumminsachieves this by aligning ERGs with the Local Diversity Councils (LDCs) for each business. The companyemploys a diversity business model to help ensurethat the strategy is consistently executed acrossvarious ERGs and regions. As a matter of process,the LDCs look to the ERGs to gain insights on important business decisions.This approach often yields unexpected and positive results. Recently, when the company was insearch of new business opportunities in Mexico,a business unit partnered with an LCD and Cummins’ Hispanic ERG. After the combined groupbrainstormed product ideas, the business unitdecided to recondition control modules. Previously, control modules were destroyed andthrown away. Now, they had come up with a wayto open, reseal and resell them, greatly improvingsustainability and benefiting profitability. The collaborative effort generated an additional revenuestream of more than US 2 million.EMPLOYEE RESOURCE GROUPS THAT DRIVE BUSINESSCopyright (c) 2010 Jennifer Brown Consulting. All Rights Reserved.
MARKETINGTO EXTERNALCUSTOMERSASIAN NETWORK CULTIVATESCRITICAL RELATIONSHIPSThe Cisco Asian Affinity Network (AAN) supportsthe company’s goals for employee empowerment.A visit to Silicon Valley by Vincent Lo, Founderand Chairman of the Shui On Group, the largestpublicly-traded real estate company in China,presented an excellent opportunity for the CAANto use its relationships and skills to cultivatebusiness opportunities.Lo, number 19 on the Forbes 2010 Hong Kong’sRichest List, is developing a knowledge andinnovation community in Shanghai’s Yangpudistrict. He envisions the community as one thatblends work, living, recreation, and culture, inhopes of inspiring creativity. Lo’s vision resonatedwith the Cisco mission to ‘‘change the way wework, live, play, and learn.”Cisco AAN approached Gary Moore, Senior VicePresident and Co-Leader of Cisco Services, aboutsponsoring a business development event. Moorereadily agreed, seeing it as a great opportunity tosupport Cisco diversity objectives and highlightthe company’s technology.‘‘This event allowed us to create an even strongerrelationship with one of the foremost businessleaders in China,” says Moore. ‘‘It facilitated adialogue that gave us an understanding of whatsuccess looks like to Vincent and his organization.It also gave Lo insight into the strategic value of apartnership with Cisco, to help achieve his visionquickly, seamlessly and effectively.”In most Asian cultures, relationships comebefore business. Cisco AAN played aninstrumental role in cultivating relationshipsand fostering an environment of networkingamong important business leaders. TheERG partnered with the Asia America MultiTechnology Association (AAMA) to co-sponsorthe event, which yielded impressive attendancefrom leaders of Cisco and Shui On Group, as wellas local city officials and AAMA executives frommajor corporations. The event, which helpedposition Cisco as a thought leader with broadbusiness capabilities, is expected to createfuture dialogue between the Cisco GreaterChina team and the Shui On Group about Ciscotechnology.The event also helped strengthen therelationship between Cisco AAN and AAMA.The groups have since discussed makingAAMA’s mentorship program available to Ciscoemployees, and the possibility of sharing careerdevelopment and apprenticeship resources.They also have begun meeting regularly toidentify additional synergies. Cisco AAN plansto continue using the success of this event toencourage additional activities that bring in newbusiness opportunities or spawn innovations tosupport Cisco growth.QUINCEANERA GIFT CARDResponding to the multicultural marketing team’scall for help in reaching the Hispanic market,Macy’s Hispanic ERG developed an electronic giftcard specifically designed for this audience. Thegroup also created a system for tracking Returnon Investment (ROI) in its efforts to reach thisrapidly growing marketplace.Macy’s offers a vast assortment of electronicgift cards for different occasions. The HispanicEMPLOYEE RESOURCE GROUPS THAT DRIVE BUSINESSCopyright (c) 2010 Jennifer Brown Consulting. All Rights Reserved.17
ERG focused on creating a specialty card forQuinceañera, a hallmark celebration in theHispanic community of a girl’s 15th birthday. TheERG worked with Macy’s multicultural marketingteam to design the card and create Quinceañeramaterials to educate store managers andassociates. They determined the highestHispanic-populated stores and focused effortsthere. In the first year, the Quinceañera gift cardwas introduced in 38 stores and contributed overUS 250,000 in sales.The Quinceañera electronic gift card was very
The companies included in this study are leaders in this shifting dynamic. Cisco’s sponsorship of this . Team Member Resource Groups Program Manager, Wells Fargo INTRODUCTION. . Customer Pro le — B2B vs. B2C B2B and B2C B2C B2B Customer Profile (B2B vs. B2C) 0 % 2 4 6 8 1 E m p l o y e R s u r c G f P a r t i c p n C o m e s
Cisco ASA 5505 Cisco ASA 5505SP Cisco ASA 5510 Cisco ASA 5510SP Cisco ASA 5520 Cisco ASA 5520 VPN Cisco ASA 5540 Cisco ASA 5540 VPN Premium Cisco ASA 5540 VPN Cisco ASA 5550 Cisco ASA 5580-20 Cisco ASA 5580-40 Cisco ASA 5585-X Cisco ASA w/ AIP-SSM Cisco ASA w/ CSC-SSM Cisco C7600 Ser
Supported Devices - Cisco SiSi NetFlow supported Cisco devices Cisco Catalyst 3560 Cisco 800 Cisco 7200 Cisco Catalyst 3750 Cisco 1800 Cisco 7600 Cisco Catalyst 4500 Cisco 1900 Cisco 12000 Cisco Catalyst 6500 Cisco 2800 Cisco ASR se
Cisco Nexus 1000V Cisco Nexus 1010 Cisco Nexus 4000 Cisco MDS 9100 Series Cisco Nexus 5000 Cisco Nexus 2000 Cisco Nexus 6000 Cisco MDS 9250i Multiservice Switch Cisco MDS 9700 Series Cisco Nexus 7000/7700 Cisco Nexus 3500 and 3000 CISCO NX-OS: From Hypervisor to Core CISCO DCNM: Single
Cisco Nexus 7706 Cisco ASR1001 . Cisco ISR 4431 Cisco Firepower 1010 Cisco Firepower 1140 Cisco Firepower 2110 Cisco Firepower 2130 Cisco FMC 1600 Cisco MDS 91485 Cisco Catalyst 3750X Cisco Catalyst 3850 Cisco Catalyst 4507 Cisco 5500 Wireless Controllers Cisco Aironet Access Points .
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