's blogshttp://www.justmeans.com/editorials/socialenterprise/3.htmlFri, 25 May 2012 00:38:26 GMThttp://www.justmeans.com en hourly 1http://www.justmeans.com/The-Democratization-of-Data--Major-Implications-for-CSR-and-Social-Media/25011.htmlWed, 04 Aug 2010 18:22:18 GMT CSR and Sustainability Directors that do not understand social media have a world of pain coming their way over the next couple of years. Right now, CSR Directors, or the 3900 or so who annually disclose their social and environmental performance have few KPIS forced on them by external stakeholders. Here is the formula for why that is all about to change:1.) The reason Thomson Reuters purchased Asset4 this past year was data. Asset4 has a whole lot of data on corporate social, environmental, an Read Full Article ]]> CSR and Sustainability Directors that do not understand social media have a world of pain coming their way over the next couple of years. Right now, CSR Directors, or the 3900 or so who annually disclose their social and environmental performance have few KPIS forced on them by external stakeholders. Here is the formula for why that is all about to change:1.) The reason Thomson Reuters purchased Asset4 this past year was data. Asset4 has a whole lot of data on corporate social, environmental, and governance performance from the 26,000+ currently issued CSR reports. The reason they have that data is because they have had a big team, sitting in India, digging through CSR reports to find that data. That purchase by Thomson Reuters was important in establishing a market leading position but is going to become irrelevant given the following:A.) As Michael Muyot reported yesterday, a major announcement was made yesterday on a new single global authority, the International Integrated Reporting Committee (IIRC); its mission is to create a universally and globally recognized framework for Integrated Reporting. An international movement is afoot to make integrated reporting mandatory for large cap companies.B.) As of January 1st, 2011, all publicly traded companies must use XBLR in their financial filings. XBLR is a data-tagging technology that makes it easier for investors and analysts to compare financial results.Combine these two trends, and you have both greater consensus on what non-financial targets companies should hit combined with a protocol for making that information more easily accessible. So, while I may get bombarded with Starbucks saying they are green and Dunkin Donuts saying it is green, soon it is going to become a lot easier to figure out which one is green.As I wrote in an earlier post entitled Why Corporate Social Responsibility Directors Need to Understand Social Media, activist groups like Greenpeace are getting better and better at using corporate social and environmental disclosures to run campaigns against those same companies. Not only did Greenpeace get Nestle to commit to 100% responsible palm oil purchases but they also forced HSBC to stop financing Sinar Mas by simply investigating corporate disclosures.Now, imagine a world where not only the Greenpeace, but all consumers, employees, suppliers, and vendors have easily accessible information on corporate social and environmental performance. Combine that with the phenomenal growth of mobile technology in the places in the world where some of the sketchiest corporate behavior happens and you have the recipe for a communications campaign that would put the Edelman folks to shame.The campaigns of the future will not just be based on who supplies your company or who finances it, they will be based on single performance indicators, and industry and sector comparable, easily shareable data.This post is part of a series of posts focused on Corporate Social Responsibility and Social Media, leading up to the 2010 Social Media, Technology, and Change conference, to be held in New York City on November 1st.]]>http://www.justmeans.com/Why-Corporate-Social-Responsibility--CSR--Directors-Need-to-Understand-Social-Media/24068.htmlFri, 30 Jul 2010 10:01:50 GMT Most major corporations now treat social media as a function within the communications or marketing department. As such, many corporate social responsibility (CSR) directors now relegate social media into these general communications functions. Given the power of social media as an effective tool for changing behavior, this may be shortsighted on the part of CSR directors. Here's why:Last year, BSR produced a report entitled ESG in the Mainstream: The Role for Companies and Investors in Environm Read Full Article ]]> Most major corporations now treat social media as a function within the communications or marketing department. As such, many corporate social responsibility (CSR) directors now relegate social media into these general communications functions. Given the power of social media as an effective tool for changing behavior, this may be shortsighted on the part of CSR directors. Here's why:Last year, BSR produced a report entitled ESG in the Mainstream: The Role for Companies and Investors in Environmental, Social and Governance Integration. Two key insights in that report are relevant to the discussion on CSR (ESG) and social media:1.)While the vast majority of the largest global companies now issue Corporate Social Responsibility (CSR) reports, and many of the leaders also engage directly with the SRI community, the general consensus, both among companies and investors, is that companies are not yet communicating with the broader set of mainstream investors on ESG issues. What communications do exist are often isolated to the departments that have primary responsibility for ESG and to their communication mechanisms. ESG often does not get addressed by investor relations officers (IROs) or senior management, and therefore does not reach the majority of the company's investorsConsequently, investor relations professionals generally have been reactive rather than proactive in providing investors with data about ESG issues.2.)The second insight is that the vast majority of Investor Relations officers are actually not well enough educated on issues of ESG performance to actually speak to themAs a result, most investor enquiries on ESG performance are being directed to Corporate Social Responsibility (CSR) directors. In a world where one activist organization empowered through social media can influence the stock price of a major global corporation, CSR directors need to be masters at engaging in this new medium. Two examples add some clarity to this thinking:1.)In December of 2004, when Facebook was just getting started, the Yes Man pulled off an elaborate hoax that significantly influenced the stock price of Dow Chemical. As many readers of this blog will remember, an actor with the Yes Man managed to get an interview with the BBC where they pretended to be a spokesperson for Dow Chemical. In the interview, the fake spokesperson took responsibility for the Bhopal disaster. Dow Chemical's share price fell 4.2 percent over the subsequent 23 minutes, wiping $2 Billion off of its market value.2.)In Amsterdam two months ago, I had the opportunity to interview Kumi Naidoo, the International Executive Director of Greenpeace on social media and activism. Greenpeace managed to take over Nestle's Facebook page, following demands from Nestle to remove a Greenpeace ad from Youtube that was criticizing Nestle's continued sourcing of unsustainable palm oil from Sinar Mas. The below chart demonstrates the growth in (negative) Facebook comments over the course of the campaign.Interestingly, Nestle actually responded to this campaign fairly well (eventually), reneging on their sourcing commitment with Sinar Mas, and committing to move from 18% responsibly sourced palm oil to 100% by 2015.In the study,The Impact of Catastrophes on Shareholder Value, Knight and Pretty find that companies that respond correctly to a catastrophe normally return to their pre-catastrophe share price 10-15 trading days post catastrophe. Nestle did not respond this quickly, and did see a sharp share price drop, but has returned to its pre-Greenpeace campaign level over the past month.aFrom my conversations with Greenpeace, it is clear that they are now addicted to using social media to run campaigns. Companies, in particular corporate social responsibility (CSR) directors, need to understand social media, and be in a position to offer insight and best practices to IR and Communications Directors as these campaigns grow pace over the coming years.In a world of common goods, where information is democratized, and power is shifting from corporate management to stakeholders, relationships with the right activist organizations can uncover risks to long term financial performance. Corporate Social Responsibility (CSR) directors have a key role to play in cultivating these relationships, and using social media as a nervous system and feedback mechanism for identifying these risks.This post is part of a series of posts focused on Corporate Social Responsibility and Social Media, leading up to the 2010 Social Media, Technology, and Change conference, to be held in New York City on November 1st. ]]>http://www.justmeans.com/Pune-Journal--American-Terrorism--Social-Entrepreneurship--and-the-Real-Threat-of-Tea-Party-Activism/18523.htmlWed, 16 Jun 2010 09:28:54 GMT Written on Saturday June 5th, 2010I'm sitting in a cafe in Pune, India. Three years ago, Pune, India was literally not on the map. If you opened up a Google Maps page for India, it did not show up. Three years ago, I did not know Gandhi's history and I had never been to India. Times have changed. The global financial crisis has shifted the focus of growth away from Western economies and in many peoples' minds, most opportunity is now in the emerging markets.In the US, we tend to think of economi Read Full Article ]]> Written on Saturday June 5th, 2010I'm sitting in a cafe in Pune, India. Three years ago, Pune, India was literally not on the map. If you opened up a Google Maps page for India, it did not show up. Three years ago, I did not know Gandhi's history and I had never been to India. Times have changed. The global financial crisis has shifted the focus of growth away from Western economies and in many peoples' minds, most opportunity is now in the emerging markets.In the US, we tend to think of economic power through tangibles, such as GDP growth per quarter, per capita GDP, etc. We all know that America has lost a lot of tangible economic power over the past three years, but I want to share a story on just how much intangible power we have lost:For the past two a half years I have been coming to India to work on Justmeans.com. While it may not have been impossible to find programmers who cared about sustainability/social entrepreneurship or venture capitalists interested in the social responsibility media vertical in the US, after a year and a half of trying, I finally gave up in December 2007. What was supposed to be a weeklong trip to India in December 2007 turned into four months of living in Pune. I fell in love with the city. My 18 month old passport is now completely full of stamps from India and Europe while working on Justmeans.Every time I came to Pune, I would stay in Koregoan Park, what was the emerging east village of Pune (if anything in India can resemble the East Village). This time is different. I'm staying very close to our new office in central Pune, for a number of reasons but in particular one. Shortly after my co-founder, Kevin Long, moved out of Pune to San Francisco in February, a bomb blast decimated the "German Bakery" that we ate breakfast at every morning. Today is the first day that I have been back since the blast occurred in February.As I autorickshawed over here from my hotel in central Pune, I was a little nervous. I'm not unaccustomized to being in spots that make me feel uncomfortable; I spent small periods of time in high school in the West Bank before the latest intifada and in rough parts of Central America. I've been lucky to travel a lot at a young age, something my parents could not have dreamed of. Yet, I still wondered if it was the best idea to return to a spot that had recently been blown up.After checking out the bakery, I retired across the street to work at Mocha as all that is left of the Bakery is an empty courtyard and a gaping hole. To get into Mocha, I had to register my phone number, show my passport, be patted down, and have my bag searched. It's a Saturday, and in the middle of this post, I ran out of battery and did not have a converter. I asked if I could leave my bag with my coffee while I ran across the street to buy a converter. The waiter quickly motioned to two security guards, who came over, started 5 minutes of questioning, searched me again and totally ransacked my bag.Much has changed over the past five years. The strategy around the bomb blast that went off in Pune was designed by an American, David Headley. Where once it might have been "cool" to be American in an emerging market, it now brings with it any number of stereotypes: Arrogant, Injust, Deceitful, Greedy, Uncultured, Unsustainable, and now Terrorist. Anyone who cares about future American economic success should care that this is so. It is hard enough to do business in emerging economies given language and cultural barriers. Without local partners who trust in you, it is absolutely impossible.In a world where an American social entrepreneur can now be mistaken as a terrorist, vigilance for looking under the cover of the book becomes ever more important. I am moving back to the US in a week after two years of living abroad in Europe and India. There are countless things I love about American culture and a few significant ones that turn me off. The number one thing I am most worried about is the recent spate of anti-immigration laws passed, driven by the hate-mongering and racism of the tea party activists.Many think that the terrorist attacks of 9/11 came out of the blue. In fact, they were germinating for 10-15 years in the minds of the Islamists, predominantly Saudi, who we ignored while financing various Afghani guerilla groups in the 80s. Blowback from US operations oversees takes 5-20 years to come back to haunt us. As such, we should start seeing blowback from our catastrophes in Iraq and Afghanistan starting over the next 5 years, likely in the style of Tel Aviv terrorism, with soft targets like Starbucks coffee shops blowing up monthly, if not weekly. Once this begins to happen, the tea party activists and other nativists will demand further sacrifices on civil liberties of American minorities.A word of the wise to the tea party activists and anyone who cares about the future ECONOMIC success of the United States:Emerging markets, particular growth markets like India, China, Brazil, South Africa, and Indonesia are getting better and better at replicating American formula's for economic success. We can only pray they don't follow down our isolationist stance towards immigration, assigning blanket identities to people without first understanding who they are, and why they might want to be in our country. If growth in and doing business with emerging markets becomes cut off to the average American entrepreneur, we are truly in trouble.]]>http://www.justmeans.com/Pune-Journal--Corporate-Social-Responsibility--SRI--and-Social-Entrepreneurship-Have-Nothing-on-the-Tata-Group/18119.htmlSun, 13 Jun 2010 12:48:17 GMT I have had a hectic ten days in India. Amidst interviews with potential new staff, analysis of specifications for product design, and conference calls to lands far away, I have been fortunate enough to spend 3 days with various executives from the Tata Group. I am going to try and distill the experience; though, to be honest, I am still processing it myself and if you want to learn more, I suggest you read this HBS case study.I bumped into Anant Nadkarni, the Vice President of Tata Council for C Read Full Article ]]> I have had a hectic ten days in India. Amidst interviews with potential new staff, analysis of specifications for product design, and conference calls to lands far away, I have been fortunate enough to spend 3 days with various executives from the Tata Group. I am going to try and distill the experience; though, to be honest, I am still processing it myself and if you want to learn more, I suggest you read this HBS case study.I bumped into Anant Nadkarni, the Vice President of Tata Council for Community Initiatives, in Amsterdam two weeks ago at the 2010 Amsterdam Conference on Sustainability and Transparency. Anant lives in Pune, India, a three hour drive outside of Mumbai where Justmeans' largest office is based.Anant and I met for a cheese masala dosa (I have eaten far too many of these this week) at Vaishali, one of the most famous restaurants in Pune, on Tuesday evening of this past week. What was meant to a simple 30 minute meeting turned into much more. Anant invited me to drive with him to Mumbai the following morning, where he works close to Bombay House, in South Mumbai. I met Vikrant the following morning at 6am and headed over to meet Anand in Western Pune.Suffice to say, the conversation that ensued over the four hour drive on the Mumbai-Pune highway unveiled a much deeper thinking about the role of a company in shaping society than I have had in many, if not all, conversations while working on Justmeans and StartingBloc.On the drive up to Mumbai, Anant and I developed an idea for incentivizing millions of Indian to learn about sustainability while building Tata Teleservices market share. Unlike many a conversation I have had with Western CSR Directors, the conversation shaped into a document that the CEO of Tata Teleservices, and the brand managers at DOCOMO and Photon have already reviewed.This was in motion before we hit downtown Mumbai at 11am. Once we got in, Anant and I had a breakfast of Idli Wada and then proceeded to meet with a number of people from various Tata Trusts. Combined, the Tata Trusts represent India's largest philanthropic conglomerate. In many ways, the Tata group was set up from the outset by its founder, Jamsetji Nusserwanji Tata, with the primary goal of creating social value. Profit was simply just a means of achieving social value. Now, that may be taught in classrooms at Harvard Business School and there are a lot of companies in the west that preach it, but I have met with most of them, and I have never seen it in action as much as within the Tata group.While meeting with the Tata Trusts, I learned about the history of Tata Steel. Tata Steel, based in Jamshedpur, embodies stakeholder capitalism. For those of you that aren't touchy feely on CSR, the company is the second most profitable company in India and employs close to 83,000 people. I'm not going to even try to explain the depth of societal commitment of Tata Steel, case studies have been written on it and you can read more around the web.From an education, in the truest sense of the word, on Tata Steel, I met with the executives incharge of advancing climate change initiatives within the Tata Group. For months, I have been pitching European and US companies on the value of incentivized game based technologies (such as challenges, quizzes, and polls) for influencing employee and consumer behavior. Most of those meetings have ended in different reasons why companies cannot adopt such "visionary" ideas. 17 minutes into the meeting at Tata, I had nothing left to pitch - they had already adapted 90% of the ideas I had.I rushed off following the meeting to catch a flight back to Pune and evening meetings in our office. My experience with Tata ended on Saturday with a trip with Vikrant (from Justmeans) and Anant to Tata Motors lake house. Now, I have been all over India, and anyone who has experienced India understands the complexities of environmental management in a population of 1.2 billion. The lakehouse, which a satellite image describes better than words, is fed from the effluent (waste stream) of Tata motors manufacturing plant. The only other place where I have seen such biodiversity is in the cloud forests of Costa Rica, where I spent time growing up 16 years ago. That such a place exists in Pune, India is remarkable; that it is fed by the waste stream of an automobile plant is mind-boggling.We finished the meeting with a discussion over masala tea about the Tata approach to business, and how its culture is molded into the mindset of all employees. For one, environmental sustainability and community engagement is now a factor upon which all employees are judged on throughout the year.A conversation on the culture led to a discussion on how the Tata Group decides to acquire a company. It is telling that before any executives show up to a potential acquisition, the director of HR for the Tata company involved in the potential acquisition will spend time with the target company. The most important thing for Tata in an acquisition is that the people will add value to what may be a one of a kind culture.Vikrant left the meeting with the comment "my future son will have a career in sustainability, this is the future". I left the meeting wondering whether I should apply for a job at Tata. Perhaps the most important take away for me was the understanding that true social value is created through the proper balance of love and power. Not love in the sense of romance or power in the sense of oppression, but rather as defined by the theologian Paul Tillich:Power: The drive of everything living to realize itself, with increasing intensity and extensity Love: The drive towards the unity of the separatedTata has figured out the perfect balance of Love and Power, and it is leading to their continued success in the global economy. With acquisitions including the $12 Billion purchase of Corus and the $28 Billion purchase of Jaquar and Land Rover in the past two years, it seems the Tata's may be better at capitalism than us Westerners. Given what I have learned about their approach to "CSR", that gives me hope for the future of the planet.]]>http://www.justmeans.com/It-takes-grief-about-36-hours-to-set-in-when-working-on-a-startup--A-tribute-to-Nandu-Sathe/12868.htmlFri, 16 Apr 2010 09:49:46 GMT It was 2am Indian Standard Time and about 9pm in London this past Tuesday night. Vikrant and I were scrambling to pull together a bid on a major project that was due the following day. All of a sudden Vikrant dropped off of Skype without an explanation.It wasn't until 6am London time the following morning that I understood why. In the late hours, a friend and colleague, Nandu Sathe, died at the age of 33. Nandu not only ran HR operations in Pune but also was the go to guy for all random things n Read Full Article ]]> It was 2am Indian Standard Time and about 9pm in London this past Tuesday night. Vikrant and I were scrambling to pull together a bid on a major project that was due the following day. All of a sudden Vikrant dropped off of Skype without an explanation.It wasn't until 6am London time the following morning that I understood why. In the late hours, a friend and colleague, Nandu Sathe, died at the age of 33. Nandu not only ran HR operations in Pune but also was the go to guy for all random things needed to do business in India: the last minute fax to investors, the much needed masala pizza after too many days of Maharashtran thali , or the seal of approval with a 1000 rupee government note for new contracts. Vikrant and I continued working on the bid that morning, and it was finalized at 4pm London, 9:30PM India on Wednesday. My day finished at around 11pm GMT and I was back at the office at 7am the following morning. It wasn't until Thursday night, while walking to Notting Hill and sitting down for a couple of drinks, that the memories and grief set in. Growing up, I received a full ride (free tuition) to a boarding school in New York for 5th-8th grade. My parents lived outside of Boston and every 4-8 weeks I would go home for the weekend. Riding the greyhound bus defined that period of my life. I can still remember the three and a half hour journey distinctly and the various signs along most of the exits along the route.In a parallel way, the three and half hour car ride from Mumbai to Pune has defined a good portion of my life for the past two years while working on Justmeans. Mumbai is the New York City of India, Pune is the Boston of India. Driving on India's roads is dangerous under any circumstance. While the Mumbai Pune highway was recently redeveloped, it is still far more dangerous than any road in the United States. The journey from Mumbai to Pune is supposed to take three and a half hours. One of my fondest memories of Nandu was during my first four month stint in India, driving back to the airport to return to the States. The three and half journey took 1 hour and 30 minutes. I have never in my life seen anyone drive in such a manner, riding of both shoulders, past barrelling Tata trucks. My colleague was so scared that she hid on the floor of the backseat. It was exhilarating and had our investors known, I am sure they would have demanded key man insurance.I am not going to pretend like I knew Nandu well. Our paths crossed with several conversations and a variety of interactions. Here is what I remember most fondly about him: Nandu was formally a barback in Mumbai, a city he loved living in, and moved back to Pune to take care of his mother. You could always tell that he wanted to be in Mumbai but was incredibly loyal to his family. His family has a temple in Pune and responsibility passes among family members to open the temple daily. When it was his rotation, he did this without pause. He was one of the kindest, most loyal people I have met. He loved sweets. We had a Christmas party in the office in Pune this last Christmas (Lindsey, Kevin, Sarah, and I were all in Pune for Christmas and New Years). We played a round of Secret Santa, and when Lindsey won a box of Indian treats, he was all over them. I'm not actually sure I have ever met a man that liked sweets more. He absolutely loved Farmville. Don't ask me why, the man played the game religiously though. He drove like a madman or one passionately in love with the freedom of the roadWe will miss him.]]>http://www.justmeans.com/An-Open-Letter-to-Sir-Richard-Branson-and-the-Virgin-Atlantic-Management-on-Corporate-Social-Responsibility-practices-/12015.htmlWed, 31 Mar 2010 14:48:33 GMT Re: Important: CSR/I'm Losing Faith in Your BrandDear Sir Richard,I know how frustrating criticism can be from customers, so I want to start out with saying I am huge fan of you and your vast entrepreneurial endeavours. I also understand how remote you probably are from the day to day operating activities of Virgin Atlantic and that is why I have cced a number of your management team on this email.I run a business that has offices in San Francisco, New York, London, and Pune, India. As a result Read Full Article ]]> Re: Important: CSR/I'm Losing Faith in Your BrandDear Sir Richard,I know how frustrating criticism can be from customers, so I want to start out with saying I am huge fan of you and your vast entrepreneurial endeavours. I also understand how remote you probably are from the day to day operating activities of Virgin Atlantic and that is why I have cced a number of your management team on this email.I run a business that has offices in San Francisco, New York, London, and Pune, India. As a result I fly Virgin Atlantic a lot. Over the past two years, I have had a number of bad experiences with Virgin but I am a pretty easy going guy so I let them go. This included being stranded at the Mumbai airport when our confirmation on Jet Airways through Virgin ticketing was not found. This cost me $3k in a new ticket for me and my colleague and relentless hounding of the Better Business Bureau to get you to reimburse me, which took a year. $3k was a lot two years ago to a startup technology company trying to change the world, but I'm over it. I'm over the number of other inconveniences you have caused me over the past two years as well; I don't want to waste your time with the small issues.I just started flying premium economy with you as my company is starting to do well. I was on a plane back on Sunday after returning from a conference we put on with the Financial Times on Social Innovation in business. I was drinking one of your coffees which advertised that it was Fairtrade Certified, nice work! I was then served what some cynical people will call breakfast, a Jimmy Dean Ham, Egg and Cheese. This was the straw that broke the camel's back and let me tell you why:You see, Sir Richard, you and I are both ridiculous hypocrites. At the beginning and end of every flight you claim to want to become the most sustainable airline in the world. Airline flying, as I am sure you know (in addition to eating meat) is the most unsustainable thing you can do. Yet, I fly around the world to Mumbai, to San Francisco, London, and New York to run my business because I believe in "the multiplier effect". I believe that if I can change business through Justmeans then the standard per person carbon accounting does not apply to me. Let's call it the Al Gore complex.Sir Rirchard, I also continue to fly because I believe you are going to figure out the big sustainability challenges, namely algae based biofuels that make airline travel more sustainable. Now, you may say, go ahead and offset your carbon emissions, but you and I know, Sir Richard, just how "cloudy" the current VER and even CER programs are in the carbon market.So my entire lifestyle is predicated on the belief that you are going to make airline travel more sustainable. So, when you mess up on something so small as serving me a product that exemplifies the unsustainability of have a dozen industries (vertically integrated agriculture, pharmaceuticals, trucking, oil & gas) as the Jimmy Dean Ham, Egg & Cheese does, it undermines that entire believe. If you can't get the simple things right, how are you going to figure out sustainable biofuels, unless it's just a bunch of marketing spin, which is honestly what I now believe.You have a great opportunity to change the entire way the airline industry does business. When I was writing down the ingredients in the Jimmy Dean "sandwiched" (listed here), one of your cabin crew members came up to ask me what I was doing. When I explained why this simple product undermined your entire brand identity and sustainability initiatives, she was fascinated. The cabin crew began looking at everything you serve, all the way to the lotion you use in the bathrooms. If you give your employees and customers the opportunity to create change with you, it will not only inspire them but it will actualize the sustainable airline you currently market yourself as.Now I know how hard supplier agreements are. I am not even sure that you have the ability to influence GateGourmet by asking for more healthy and sustainable food for your packages. But, at the same time I am sure thousands of people told you when you were working on Portabello Road all the reasons why you would never be successful. If you change airline food on Virgin Atlantic, you change it for the industry. If you get your customers thinking about the sustainability behind every Virgin Atlantic choice, you build yourself an invincible brand.For better or worse, Sir Richard, I am your future. Currently, your clientele is willing to pay a little more for your services both because most of the time you offer a better service and because of your brand identity. However, my generation also cares enormously about issues of sustainability and are confronted daily with the hypocrisies of ethical consumption and a western lifestyle. If you lose me, you lose my generation.I love your airline and the thought of flying American makes me sick. However, unless I see a rapid and farsweeping change from you and your senior management team, I will not only stop flying your airline but I will do everything in my power to call to attention the hypocrisies of your company.Enlist me, your customers and your employees to help you figure out the small issues. That way, we can all believe that you will figure out the big ones.Sincerely,Martin SmithCEO and FounderJustmeansThis letter was sent to the entire Virgin Atlantic management team and over 1000 journalists at 4pm GMT on Wednedsay March 31st, 2010.]]>http://www.justmeans.com/Ingredients-In-Jimmy-Dean-Ham--Egg--amp--Cheese-Served-on-Virgin-Atlantic/12012.htmlWed, 31 Mar 2010 14:46:45 GMT Enriched Bleached Flour (wheat flour, malted barley, niacin, iron, thiamine, mononitrate, riboflavin, folic acid), water, yeast, wheat gluten, salt, dough, conditioners, azidicarbonamide, absorbic acid, high fructose corn syrup, sugar, soybean oil, potassium sorbate, calcium, propionate, yellow corn meal, soy letichin, natural and artificial flavours, distilled vinegar, citric acid, fumeric acid, malted barley flour, eggs, water, soybean oil, nonfat dry miolk, modified corn starch, salt, xantham Read Full Article ]]> Enriched Bleached Flour (wheat flour, malted barley, niacin, iron, thiamine, mononitrate, riboflavin, folic acid), water, yeast, wheat gluten, salt, dough, conditioners, azidicarbonamide, absorbic acid, high fructose corn syrup, sugar, soybean oil, potassium sorbate, calcium, propionate, yellow corn meal, soy letichin, natural and artificial flavours, distilled vinegar, citric acid, fumeric acid, malted barley flour, eggs, water, soybean oil, nonfat dry miolk, modified corn starch, salt, xantham gum, natural and artificial butter flavour, partially hydrogenated soybean and cottonseed oil, soybean oil, lipolyzed, butter oil, critic acid, water, dextrose, salt, sugar, sodium lactate, sodium erythortate, sodium phosphates, sodium diacetetate, sodium nitrate, cultured milk, water, cream, sodium phosphates, salt, sorbic caid, anneto, paprika, enzymes.]]>