Позитивные изменения. Том 4, №1 (2024). Positive changes. Volume 4, Issue 1 (2024)

For the community:

• The number of individuals reached or supported: encompassing total store visitors and/or event participants informed about or directly involved in the CC project.

• Beneficiary types: participants in events catering to children, the elderly, socially disadvantaged individuals, people with disabilities, environmental or cultural events, etc. Additionally, separate consideration can be given to store visitors informed about CC work but yet to participate in specific events.

• The count of NGOs or other community organizations receiving support: commercial entities, NGOs (state and municipal institutions can be distinguished separately), initiative groups, individual entrepreneurs, activists, artists, etc.

• Other relevant indicators for the company based on project specifics: such as the number of activities across various topics and areas to comprehensively depict project scale and impact areas, and to draw insights on the most sought-after and relevant activities across different communities.

For business:

• Number of engaged employees: This metric encompasses the count of directors and store staff involved in the project, forming the backbone of CC operations.

• Number of reached clients/consumers: This indicator is best accounted for in community outcomes, as store guests become a pivotal group and beneficiaries within the CC project.

• Number of reached suppliers/distributors: This entails the tally of organizations within the value chain informed about or participating in the CC project, serving as promoters of events or engaging in other capacities.

• Other significant stakeholders engaged by the project: It’s crucial to consider potential and existing partnerships at the national level with companies and organizations not directly linked to the retail chain’s business but invested in local community development, engaging store visitors, and aligning with the CC project.

• Number of project publications: The CC project sets objectives and tracks the volume of publications leading up to and following CC events.

In analyzing co-financing for the CC project, a pro bono contribution towards CC-based events by stakeholder partners appears particularly relevant. This often translates into the cost of event hosts, trainers, or facilitators, as event materials are typically financed from the CC project budget. Additionally, the time dedicated by store directors and employees outside their regular work hours is a significant factor.

Focus group participants and interviewees also highlighted instances where charitable fundraisers were conducted as part of CC activities. Funds collected through such initiatives are also considered as products of the project.

3. Impact

As previously noted, the B4SI model considers products, outputs, and impacts for individuals and organizations directly affected by the project, excluding indirect beneficiaries. Key stakeholders of the CC project under this framework include:

• Representatives of local communities — store guests and event participants;

• Organizers of events based on the CC;

• Store directors and staff;

• The company as a whole.

All these stakeholders are crucial to the project’s success. The CC cannot thrive without the involvement of store managers and staff. Moreover, meaningful and relevant activities heavily rely on local stakeholders, while community building is impossible without store guests and event participants. Thus, the project’s complexity lies in balancing the interests of at least three key stakeholders.

COMMUNITY OUTCOMES

While the CC primarily serves as a community activity, research suggests it also facilitates community development. Often, individuals view stores not just as shopping venues but also as spaces for engagement, charity, social connections, and support. Through the project, communities, environments, and stores become more interconnected, and the company’s brand gains social significance among customers and employees alike.

Based on insights from CMs, store directors, and employees, it is evident that CCs bring about noticeable changes in store guests’ experiences. According to the B4SI model, these changes need to be characterized based on their impact depth and nature.