Major corporations in the U.S. have had extensive diversity programs in place for a couple of decades now. Such programs, which can encompass hiring and retention practices, supplier programs, philanthropic efforts including sponsorships and other types of donations, have invariably required substantial corporate resources. While companies understand that diversity efforts are beneficial to their business, corporate image as well as to the communities they serve, such efforts have typically been cost centers. 

Wanla Cheng, founder and president of Asia Link Consulting Group, a multicultural and diversity consulting firm, notes a new trend in the marketplace. "Companies who have evolved well-developed diversity programs are now asking themselves--Should we accept these programs purely as a cost center? Can we bring it full circle so that such programs can also produce some direct income? If not produce a profit, can they at least help to fund our diversity efforts?"

Cheng states, "Companies generally are unaware of the business potential of their diversity programs, regarding them entirely as cost centers when in reality they can serve as important cornerstones for diversity-based profit centers. While companies realize there are many benefits from their diversity efforts, forward-looking firms are now evaluating how to impact their bottom line more directly while continuing to reach out to diverse communities and organizations."

The effects of a diversity-based profit center can be significant and mutually beneficial. To illustrate, a company has made a commitment to diversity and has corporate diversity programs in place--policies and mechanisms from hiring and advancement to marketing and community involvement to its purchasing practices. It also supports multiple non-profit organizations in a variety of ways. 

Asia Link works with such a firm to create a new lens through which it can view its diversity efforts in addition to existing programs. "We can create Diversity Business Plans, if you will. We help firms build strategies and create programs that can leverage existing relationships with such non-profit organizations, and create a new income stream all the while continuing to support such organizations."

The hospitality industry, such as an airline or hotel chain, is a good example to demonstrate the potential value of this concept. Cheng states, "Why not tap into the relationships an airline or hotel chain might have with non-profit organizations they support and ask for their business? The airline or hotel chain should leverage these relationships and solicit their business by structuring value-added incentives, or using the airline's or hotel's knowledge and resources to make it attractive for organizations to bring business their way. Organizations can, for example, use a particular hotel for their annual conventions, or whatever meetings they might have, or make special deals with an airline for group travel.  In return, non-profit organizations would benefit from the fact that they are dealing with a company that understands diversity, that lives diversity, and has resources in place that can readily meet the needs of the non-profit organization."

"This concept can be applied and customized to a variety of industries depending on the shape of their diversity program and their relationships in diverse communities," says Cheng. "Diversity is a science of relationships. It's about recognizing differences, understanding them and really utilizing them."

The Diversity Consulting Services (DCS) group within Asia Link provides custom designed Business Plans for diversity-for-profit consulting for companies with diversity programs in place.

The Asia Link Consulting Group is a full-service diversity, marketing consulting and multicultural firm with expertise in Asian American and other multicultural market groups.  Founded in 1992 by Ms. Wanla Cheng, Asia Link boasts a long list of blue-chip clients which include:  General Motors, Citibank, HSBC, Verizon, Harrah's Entertainment, Allstate and many others

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