Final Case Study Scenario | My Assignment Tutor

Final Case Study Scenario_ Swensen Bags Inc. Social Entrepreneurship For your final assessment, you will apply and integrate the concepts of Hopkins CSR model studied throughout the term to a case study scenario related to the development of corporate socially responsible action by Swensen Bags Inc. Your role as a key company Executive is to build a business case for action. You need to consider the pro and con arguments for recommended actions. You should refer to the 15-step implementation plan guide covered in Week 13 and ensure you have considered each step in you paper discussions as you answer the key questions (you will include this as a checklist as indicated in question 5 – template attached and it is worth 45% of the total paper grade). You need to apply your own critical thinking and go beyond text book definitions to show your understanding and grasp of the course concepts. You should take on the role of one of the Executive(s) assigned by Swensen to come up with a plan. Remember, Swensen is ready to commit $1 million to some charitable enterprise. If you do not think the one-for-one approach is a good idea, give an example of project that you feel would represent a better use of the money as an alternative and answer the same key questions listed below.  Read the case and answer the key questions and information to provide: Provide, in your words, your definition of CSR now that you have completed the course and discuss how this has or has not changed since Assignment #1, please explain. (Weeks 1–3) (3 marks) Develop a stakeholder map for this initiative using the stakeholder template provided below. You must identify a minimum of five key stakeholders. Your stakeholder list should include a minimum of 3 direct stakeholders; a minimum of 2 indirect stakeholders (Weeks 5–6) (15 marks total – 3 marks for each correct stakeholder) Discuss and explain the 3_P model basic elements and relate them to the case with examples from the case (Week 9)Principles of social responsibility;Process of social responsivenessProducts or outcomes of social responsibility (15 marks – 5 marks for each element) How will you measure the success of your plan by addressing the following: (Weeks 10–11)what specific measurements would you recommend;what are the standards and tools you would recommend? (12 marks – 6 marks each for part a and b) You will review the 15-step implementation plan checklist (included below) and provide evidence and comments for each step to show that you considered it in your paper discussion for this initiative. (Week 13) (45 marks – 3 marks each for providing evidence of each step – 15 x 3) Overall paper format, grammar, citations & references (10 marks) This paper is worth 30% of your final grade and is due Sunday, April 25th @ 11:59 pm uploaded to eContestoga assignment drobox. Paper Structure and Format Requirements: You must follow [email protected] paper format and structure. You MUST use your text as your key reference source and support your discussions and arguments with key concepts from the text. An additional source related to TOM’s is provided. You do not need to do any additional research other than using your text and the additional TOM’s information provided. You MUST use and complete the templates for the stakeholder analysis and the implementation checklist included below. Your paper structure should flow with key headings: Cover page Executive summary – summarize the case study and key discussion points ` Definition of CSR Stakeholder Map – insert chart 3-P model – this section should include discussion of the 3 key model elements Measurements 15 Step Implementation Plan Checklist – complete the chart with your comments Key Learnings from the course – this section should include an individual reflection from each group member The paper should be double spaced using Arial 12 pt. font Use proper spelling, grammar and sentence structure. The Case Scenario Our fictional company, Swensen Bags, Inc., owns a leading brand of backpacks and handbags in the United States, based in Albany, New York. The owner, Joe Swensen, has decided that the company needs to adopt a more active CSR profile. Swensen has decided to allocate $1 million over the next 5 years to support some sort of charitable or socially responsible activity. Swensen has asked his senior executives to develop proposals.  Swensen’s vice president for marketing, Alma Marlow, has proposed an idea that Joe is supporting: to create a subsidiary brand to be called Earth Bags, which would be made from recycled polyester and which would employ a one-for-one giving approach. For every bag purchased, a backpack would be given to a promising student in a developing country. Joe Swensen has always insisted on the highest quality for his bags and is fanatical about the life span of zippers. He is convinced that low-income people in developing countries probably have to settle for low-quality bags, which break easily, and make it difficult for students to transport their school supplies.  The role of devil’s advocate is taken on by Joe’s vice president for finance, Suzanne Rentof, who believes that the plan is impractical and that it would be simpler to give money to a promising charity. “How are we going to get these bags to the kids?” she asks, “We don’t have any overseas sales offices. So how much money are we going to spend flying someone around the world, transporting bags through customs? The kids would probably prefer the cash; they could buy their own bags. Besides, how many of our customers are going to buy an expensive backpack just so kids overseas can get a free one? It’s different with TOMS Shoes; most Americans have many pairs of shoes and they feel bad for a kid without shoes. But most people only have one backpack, and they probably don’t feel that sorry for someone who doesn’t have a good backpack. If we don’t sell any of these bags, how are we going to pay for sending them overseas?”  Swensen admits that Rentof makes some interesting points, but he still supports the idea. He organizes a meeting and assigns tow executives to develop arguments for the idea of the one-for-one bag. Remember, Swensen is ready to commit $1 million to some charitable enterprise. If you do not think the one-for-one approach is a good idea, give examples of projects that you feel would represent a better use of the money.  Source: Jimenez, Guillermo C. Pulos, Elizabeth (n.d). Good Corporation, Bad Corporation: Corporate Social Responsibility in the Global Economy is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, except where otherwise noted. Additional Reference Material Shoes for Business: The Unintended Consequences of Doing Good” TOMS is well known for its one-for-one business model: For every pair of shoes it sells, the company donates a pair of shoes to a child in need. At first, I thought this sounded like a great way to leverage business to help communities. But a skeptical friend prodded me to think more carefully about the impact TOMS—and other companies with similar business models—are making. By giving free shoes to impoverished populations, she pointed out, TOMS competes with local businesses and takes away customers that might otherwise buy locally made shoes. Apparently, this isn’t uncommon in philanthropy. Several acknowledged instances can be found where in-kind donations have disrupted local markets in developing countries. A 2008 study found that used-clothing imports to Africa explained 50 percent of the fall in employment in that sector from 1981–2000. After the Haiti earthquake, an influx of foreign food aid—particularly donations of rice—hurt rice farmers’ livelihoods. Oxfam has also found that second-hand clothing imports to nations like Senegal and Ghana have likely hurt local industries and contributed to unemployment. The Oxfam report quotes the General Secretary of the International Textile, Garment and Leather Workers’ Federation on the job losses: “Unable to compete [with second-hand clothing imports], local businesses are collapsing, leaving hundreds of thousands of workers jobless.” Although TOMS likely has good intentions, its donation strategy may negatively impact the communities it seeks to support. Like the litany of organizations that donate shoes, clothes, and other items to developing countries, TOMS may be undermining the development of local businesses. And while making in-kind donations benefits consumers in the short run, stifling local industry and increasing unemployment in this way will intensify poverty in the long-term. Another issue with organizations like TOMS is that donating shoes can be financially inefficient. Shoes are typically inexpensive in developing nations—in Mumbai, as in Port-au-Prince, one pair is sold for as little as $2. Shipping a used pair of shoes often costs more; for instance, Soles4Soles solicits donations of $3–$5 to ship a pair of shoes to Haiti. In addition to hurting local business, in-kind donations sometimes simply waste money. We could actually save money and simultaneously help stimulate local economies by just keeping our old shoes and instead buying new ones from community-based vendors… As consumers of “socially conscious” products, we need to be aware of the impact of our purchases. In a culture where giving back through consumption is increasingly popular, and where myriad companies market items that purportedly help those in need, we should be cautious and deliberate about how we choose to support international development. Source: Jain, Niharika S. “Shoes for Business: The Unintended Consequences of Doing Good.” The Harvard Crimson. April 27, 2011. 15-Step Implementation Plan Checklist (question 5 – to be completed and included in your final submission) Hint:use evidence from the case and links to your discussions to complete the comments section Implementation ItemCommentIdentify business goals and decide on the purpose of the social responsibility programmed. Is the president, CEO or similar, demonstrably involved?Define the values statement and mission of the company or institution and refine internally with management and employees. How does the long-term vision match up with business goals?What are your competitors doing on CSR? (benchmarking)Decide on overall budget. Is there a steering group or some other kind of structure identified to implement and monitor CSR?Identify key stakeholders. Does a report exist that includes input/responses to, and feedback from, these stakeholders?Do some research. What are the latest business standards? Check out SA8000, AA1000, Global Reporting Imitative (GRI), International Labour Organization (ILO) conventions, World Trade Organization (WTO) discussions, UN Global Compact, Integrated Reporting and so on. Have the key issues for the company or institution in the social, economic and environmental area been identified and addressed?Has a CSR strategy for each key stakeholder been developed after consultation with them?Revise budget accordingly and embed CSR into all key non-financial asset functionsCarry out stakeholder dialogue and ensure it is being done in a systematic way and on a regular basis.Identify the key indicators to measure progress as a socially responsible enterprise and ensure they are appropriate and measurable.Identify the costs and benefits of the proposals to ensure they are realistic.Implement the activity or programmed ensuring that it relates well to other proposals in the pipeline.Research and develop a series of advertisements to show what is being done in the area of CSR and market the programmed accordingly. Ensure that the advertising can be backed up with internal consistent practices since this is a dangerous pitfall if that is not the case.Evaluate the social responsibility proposals against cost/benefits on an ongoing basis.Ensure CSR policies are operating and truly embedded to the extent that no CSR exit strategy is required. Ensure this embedding is exemplified by the management and behaviour of the enterprise or institution Stakeholder Map Template (question 2 – to be completed and included in your final submission – you should identify a minimum of 5 stakeholders) StakeholderImportance (H/M/LType (direct/indirect/other)Stake in the Project


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