1 / 21

5 . Winning Strategies P art 2

dior
Télécharger la présentation

5 . Winning Strategies P art 2

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. 1. This mini-project builds on the previous mini-projects 2a or 2b. Review your plan for inclusion of Corporate Social Responsibility (CSR) obligations. Demonstrate that you have taken an ethical approach in the creation and deployment of your plan. Corporate Social Responsibility is one of the fundamental concepts of excellence; leaders wishing to develop their organizations towards excellence should ensure that all aspects of the organization operate in a sustainable and ethical manner.2. Create a presentation (10-15 minutes) that you will deliver to the Board of WaveRiders. The presentation should include a description of best practices in CSR and how you recommend that these practices be applied where appropriate in WaveRiders. Whilst a costed proposal is not required, be prepared to justify your proposal to the Board which has to justify its expenditure to its shareholders.3. Make sure that in your presentation you cite all reference sources that you use, using APA format, and provide a reference list (as the last slide if you are using a slide show to support your presentation).4. Use your wiki to develop your ideas and use the library database and other sources appropriately to support your work.5. Present your work on Thursday 24 February at 1.30 pm in IMC Room 249.

  2. 23/02/2011 A Path for the Responsible and Sustainable Deployment of Strategy 5. Winning Strategies Part 2 MBE A-1 • Leadership and Excellence • UKFM-LE 10MB01 • 07/02/2011 to 25/02/2011 • OV

  3. The Concept of CSR Organizations have moral, ethical, and philanthropic responsibilities in addition to their responsibilities to earn a fair return for investors and comply with the law. Corporate social responsibility (CSR) can be defined as the “economic, legal, ethical, and discretionary expectations that society has of organizations at a given point in time” (Carroll and Buchholtz,2003) A traditional view of the corporation suggests that its primary, if not sole, responsibility is to its owners, or stockholders (Smith, 1990). Source: Smith (1990)

  4. Definition & Justification Pyramid Concept of CSR Contribute resources to the community: improve quality of life Be a good corporation citizen Obligation to do what is right, & fair. Avoid harm Be ethical Law is society’s codification of right & wrong. Play by the rules of the game Obey the law The foundation upon which all others rest. Be profitable Source: Carroll (1991)

  5. Definition & Justification The Contribution of CSR to Excellence (EFQM) EFQM results are of course achieved by enablers.

  6. Best Practice Examples • Levi's- Very successful company, selling around 120 million pairs of jeans per year.- But, throughout its lifecycle, a pair of jeans consumes as much energy as powering a personal computer for 556 hours. - Partnership with Goodwill to promote environmental benefits.- “Care Tag for Our Planet” (includes eco-friendly suggestions for caring for clothing, disposal).- Reinvention of product creation process (product life-cycle approach).- Moving to carbon neutral operations, with 100% renewable energy.- Improving resource efficiency: zero-waste, decreasing water usage.- Minimising impact of chemicals in product lifecycle. • Toyota:- Used a green focus to drive innovation: energy efficiency and environmental concern.- E.g. Hybrid engines, lighter materials, 'smart' systems improving efficiency of internal electronics.- Voluntary recall of Avensis in UK (though no accidents were reported), and 1.7 million cars worldwide. - Transparent approach hopes to win back confidence of media and public. Sources: Miratel Solutions (2010), Fisk (2010), Toyota UK 2011, BBC News 2011)

  7. Best Practice Examples • Interface Flooring:- Mission Zero strategy hopes to eliminate any negative impacts on the environment by 2020.- New service model: from selling carpets to provision of carpeting.- Took responsibility for whole life cycle: leased, replaced, and recycled under one contract (closing the loop).- Between 1996 and June 2004: - 57 million lbs prevented from going to landfill, with half recycled. - Energy use per unit of carpet reduced by 45%.- 60% reduction in GHG emissions.- $330 million saved through resource waste reduction. • British Airways: - Accused of computer hacking, poaching passengers, impersonation of Virgin staff, document shredding and press smears so as to gain market share. - Virgin sued BA for £4 million. Reflected badly on BA, lack of ethics cost customers. From Fisk (2011), Harrison (1993) and Cohen and Grace (2005)

  8. Strategy The Strategy Process forWAVERIDER 2011 Sales decreasing High cost Continuous review SWOT Internal Appraisal • - Research European Market in order to Develop the new Market • - Sales Promotion (campaign) in European Market to enhance the business • - Price change, according to inflation (increasing contribution) • - HR Allocation Change (shift from Leisure Sales to European sales) • - Continue to invest in new tech to advance in competitive market • - HR moving between Finance & HR, with a reduction. Market development Review the cost HR reduction Restructuring in 5years Cost reduction Market development Increase market share in Europe Action Plan (seen in as page-3) Allocation Financial resource Changing Orgs Shift managers Actual results & outcomes Adapted From Deming (1993), DuBrion (1998)

  9. CSR Factor Segmentations of WAVERIDERS

  10. Analysis Reviewing WAVERIDERS’ Action Plan – Ethical Impacts

  11. Analysis Reviewing WAVERIDERS’ Action Plan – Environmental Impacts

  12. Analysis Reviewing WAVERIDERS’ Action Plan – Political Impacts

  13. Analysis Reviewing WAVERIDERS’ Action Plan – Legal Impacts

  14. Analysis Reviewing WAVERIDERS’ Action Plan – Economic Impacts

  15. Analysis Reviewing WAVERIDERS’ Action Plan – Community Impacts

  16. Analysis Reviewing WAVERIDERS’ Action Plan – Social Impacts

  17. Impact Summary

  18. Proposal for CSR inclusion opportunities • Market Research - Collate information from the regulatory bodies, competitors, and potential competitors. Ascertain importance of CSR values to consumers. • Sales Promotion - Advertising without defaming our competitors. Look to enter untapped European markets. • Price Change - Transparency in pricing information leading to customer confidence. • HR Allocation - Assess vacant roles against existing staff to give opportunity for growth. Help those no longer required to find other employment. • New technology - Provide training to operate new machines, investing in eco-friendly production techniques, materials, etc. This can help to reduce life-cycle energy use. • Renewable energy commitment – moving to carbon neutrality. • Life cycle approach – Advise customers on how best to maintain products, and look at how to recover at end of life, for appropriate disassembly and recycling.

  19. Justification of Proposal • Not without associated costs. • These strategies present opportunities for long-term, sustainable growth for company, and thus, shareholders (Grayson and Hodges, 2004). • Financially, potential savings to be made from more efficient resource use. E.g. Interface Flooring, Levi’s, etc. • Customers increasingly ethical in choice (Fisk, 2010). • Not reacting to shifts in consumer/societal demands now could lead to greater risk and worse consequences in the long-term.

  20. Financial Performance Improvement Effectiveness of CSR CSR • Enhance Brand Image & Reputation • Openness of Company Activities • Competitive Advantage

  21. References • BBC News (2011). Toyota recalls 1.7m vehicles globally over 'fuel leak'. Retrieved on February 22nd 2011 from http://www.bbc.co.uk/news/world-asia-pacific-12283732. • Carroll, A.B. (1991), "The pyramid of corporate social responsibility: toward the moral management of organizational stakeholders",Business Horizons, July/August, pp.39-48. • Cohen, S., Grace, D. (2005). Business Ethics: Problems and Cases. 3rd Edition. Australia: Oxford • Deming, E. W. (1982). Quality, productivity, and competitive position. Cambridge: MIT, Centre for Advanced Engineering Study. • DuBrion, A. J. (1998). Leadership: Research findings, practice and skills. New York: Houghton Mifflin • Fisk, P. (2010). People, Planet, Profit. London: Kogan Page. • Grayson, D., Hodges, A. (2004). Corporate Social Opportunity! Sheffield: Greenleaf Publishing • Harrison, M. (1993). Battle of the Airlines, The Independent. Retrieved February 22nd 2011 from  http://www.independent.co.uk/news/battle-of-the-airlines-king-backed-dirty-tricks-ba-staff-hacked-into-virgin-computers-and-poached-passengers-1477973.html • MiratelSolutions (2010). Levi’s wearing social responsibility with pride. Retrieved February 22nd 2011, from http://www.miratelinc.com/blog/levis-wearing-social-responsibility-with-pride • Smith D., (1991). The Kraken Wakes: corporate social responsibility and the political dynamics of the hazardous waste issue. Industrial Crisis Quarterly, 5: 189-207. • Toyota UK (2011). Avensis Voluntary Recall. Retrieved February 22nd 2011 from http://www.toyota.co.uk/cgi-bin/toyota/bv/frame_start.jsp?id=avensis_recall

More Related