Csr szabist 1 2

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Session 1 and 2

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Csr szabist 1 2

  1. 1. Corporate social Responsibility<br />Mansoor Ahmed Soomro<br />
  2. 2. “Corporate Social Responsibilityis a commitment to improvecommunity well-being throughdiscretionary business practicesand corporate resources.”Philip Kotler and Nancy Lee, “Corporate Social Responsibility,” Wiley, 2007<br />
  3. 3. World Business Council<br />“Business' commitment to contribute to sustainable economic development, working with employees, their families, the local community, and society at large to improve their quality of life.”Philip Kotler and Nancy Lee, “Corporate Social Responsibility,” Wiley, 2007<br />
  4. 4. The organization Business for Social <br />Responsibility<br />“Operating a business in a manner that meets or exceeds the ethical, legal, commercial, and public expectations that society has ofbusiness.”Philip Kotler and Nancy Lee, “Corporate Social Responsibility,” Wiley, 2007<br />
  5. 5. Corporate Social Initiatives<br />“Corporate social initiatives are major activities undertaken by a corporation to support social causes and to fulfill commitments to corporate social responsibility.”Philip Kotler and Nancy Lee, “Corporate Social Responsibility,” Wiley, 2007<br />
  6. 6. Causes supported Through Initiatives <br /><ul><li>The environment (recycling, elimination of the use of harmful chemicals, reduced packaging);
  7. 7. Community and economic development (low-interest housing loans); and other basic human needs
  8. 8. Desires (hunger, homelessness, animal rights, voting privileges,
  9. 9. antidiscrimination efforts).
  10. 10. AIDS prevention,
  11. 11. Early detection for breast cancer,
  12. 12. Timely immunizations,
  13. 13. Safety (designated driver programs,
  14. 14. Crime prevention, use of car safety restraints),
  15. 15. Education (literacy, computers for schools, special needs education),
  16. 16. Employment (job training, hiring practices, plant locations); </li></ul>Philip Kotler and Nancy Lee, “Corporate Social Responsibility,” Wiley, 2007<br />
  17. 17. Support Methods <br />Cash contributions, <br />Grants, <br />Paid advertising, <br />Publicity, <br />Promotional sponsorships,<br />Technical expertise, <br />In-kind contributions (i.e., donations of products such as computer equipment or services such as printing),<br />Employee volunteers, <br />Access to distribution channels.<br />Cash contributions may come directly through a corporation or indirectly through a foundation it has established to focus on corporate giving on behalf of the corporation. Philip Kotler and Nancy Lee, “Corporate Social Responsibility,” Wiley, 2007<br />
  18. 18. Increased Reporting<br />According to KPMG, a U.S. professional services firm, a 2002 survey of the Global Fortune Top 250 companies indicated a continued increase in the number of American companies reporting on corporate responsibility. In 2002, 45 percent of these companies issued environmental, social, or sustainability reports, compared with 35 percent in their 1999<br />Philip Kotler and Nancy Lee, “Corporate Social Responsibility,” Wiley, 2007<br />
  19. 19. Establishment of a Corporate Social Norm to Do Good<br />A review of Fortune 500 web sites also indicates <br />that a majority now have special reports on giving,<br />with sections typically labeled "Corporate Social<br />Responsibility," "Corporate Citizenship,“<br />"Community Development,“ "Community Giving," <br />or "Community Involvement." <br />Philip Kotler and Nancy Lee, “Corporate Social Responsibility,” Wiley, 2007<br />
  20. 20. The Traditional Approach: Fulfilling an Obligation <br />Prior to the 1990s, decisions regarding the selection of <br />social issues to support tended to be made based on <br />themes reflecting emerging pressures for "doing good to<br />look good.“<br />Funds were allocated to as many organizations as<br />possible, reflecting a perception that this would satisfy the<br />most constituent groups and create the most visibility for<br />philanthropic efforts<br />Philip Kotler and Nancy Lee, “Corporate Social Responsibility,” Wiley, 2007<br />
  21. 21. The New Approach: Supporting Corporate Objectives as Well <br />In the early 1990s, many turned to a new model of orporate<br />giving, a strategic approach that ultimately impacted what<br />issues corporations supported, how they designed and<br />implemented their programs, and how they were evaluated. <br />selecting initiatives that support business goals; choosing<br />issues related to core Products and core markets; <br />supporting issues that provide opportunities to meet<br />marketing objectives, such as increased market share<br />Market penetration, or building a desired brand identity.<br />Philip Kotler and Nancy Lee, “Corporate Social Responsibility,” Wiley, 2007<br />
  22. 22. WHY DO GOOD?<br />Research and experience concludes that companies have<br />experienced a range of bottom-line benefits, including<br />reference to several of the following: <br />• Increased sales and market share.<br />• Strengthened brand positioning.<br />The 2002 Cone Corporate Citizenship Study reported that<br />84 percent of Americans said they would be likely to switch<br />brands to one associated with a good cause, if price and<br />quality are similar.<br /> <br />Philip Kotler and Nancy Lee, “Corporate Social Responsibility,” Wiley, 2007<br />
  23. 23. WHY DO GOOD?<br />Increased Ability to Attract, Motivate, and Retain Employees<br />A company's participation in social initiatives can have a<br />positive impact on prospective and current employees, as well<br />as citizens and executives<br />Similarly, one noteworthy study conducted by Net Impact found<br />that more than half of the 2,100 MBA students surveyed<br />indicated they would accept a lower salary in order to work<br />for a socially responsible company. <br />Philip Kotler and Nancy Lee, “Corporate Social Responsibility,” Wiley, 2007<br />
  24. 24. WHY DO GOOD?<br />Decreased Operating Costs<br />Potential reduced costs is in advertising expenditures, especially<br />as a result of increased free publicity. <br />Philip Kotler and Nancy Lee, “Corporate Social Responsibility,” Wiley, 2007<br />
  25. 25. MAJOR CHALLENGES?<br />Choosing a social issue, <br />Selecting an initiative to support this issue, <br />Developing and implementing program plans, <br />Evaluating outcomes.<br />Philip Kotler and Nancy Lee, “Corporate Social Responsibility,” Wiley, 2007<br />
  26. 26. Choosing a Social Issue<br />Some social issues are a better fit than others. Following are tough<br />questions to choose:<br />How does this support our business goals?<br />How big of a social problem is this?<br />Isn't the government or someone else handling this?<br />What will our stockholders think of our involvement in this issue?<br />Is this something our employees can get excited about?<br />Won't this encourage others involved in this cause to approach us (bug us) for funds?<br />Will this cause backfire on us and create a scandal?<br />Is this something our competitors are involved in and own already?<br />Philip Kotler and Nancy Lee, “Corporate Social Responsibility,” Wiley, 2007<br />
  27. 27. Selecting An Initiative To Support This Issue <br />Once an issue has been chosen, managers will need to be prepared to answer<br />tough questions:<br />How can we do this without distracting us from our core business?<br />How will this initiative give visibility to this company?<br />Do these promotions really work? Who pays attention to them?<br />What if we tie our funding commitment to sales and end up writing them a check for only $100? How will that look?<br />What if consumers find out that the amount of the sale that actually goes to the cause is minuscule?<br />Have we calculated the productivity cost for giving our employees time off for volunteering?<br />Giving visibility, especially shelf space in our stores, for this cause doesn't pencil out. Shouldn't we just write a check or give a grant?<br />Philip Kotler and Nancy Lee, “Corporate Social Responsibility,” Wiley, 2007<br />
  28. 28. Developing And Implementing Program Plans<br />Key decisions at this point include whether to partner with others and, if so, with<br />whom; determining key strategies, including communications and distribution<br />channels; assigning roles and responsibilities; developing timetables; and<br />determining budget allocations and funding sources. <br />How can we do this when money is needed for increased performance?<br />What do we say to stockholders who see this as money that belongs to them?<br />Why is our department being asked to fund this?<br />Will having partners bog down the decision-making process and therefore take more of our staff time?<br />Will we be doing enough good for the cause to justify the expense?<br />What is our exit strategy?<br />How do we keep from looking hypocritical?<br />Philip Kotler and Nancy Lee, “Corporate Social Responsibility,” Wiley, 2007<br />
  29. 29. Evaluating Outcomes<br />"Since the benefits related to CSR are not directly measurable,<br />and most firms do not disclose expenses related to such<br />activities, it is difficult to directly assess the return on CSR<br />investment."<br />Philip Kotler and Nancy Lee, “Corporate Social Responsibility,” Wiley, 2007<br />
  30. 30. CSR BY SZABIST <br /> SZABIST Mass Miniature Radiography (MMR) ProgramThe Mass Miniature Radiography (MMR) is being carried out with the collaboration of Pakistan Anti-Tuberculosis Association (PATA), Rotary Club Ludwigshafen-Rheinschanze (Germany) Rotary Club (Karachi) and the MMR Committee of Pakistan. A specialized X-Ray Machine is fitted in a Van with a generator and laboratory facilities for developing X-Ray film rolls. The Van is taken to various children schools in the underprivileged areas of Karachi. A Medical Doctor and Laboratory Technician conduct the medical tests on site at no charge. <br /> <br />http://szabist.edu.pk/CSRDivisions.asp<br />
  31. 31. CSR BY SZABIST <br /> Medical and Technical Assistant Program<br /> The SZABIST Medical Technical Assistant's (MTA) Program for girls is based on a German model,  and consists of 16  months  of  training  in  subjects such as Pharmacy, Pathology/ Laboratory,  Radiology  and  Computer Typing/English.   The  program  aims  at  skills development of girls who can work as medical technician-cum-secretary in a health center/ hospital/doctor's clinic. The MTA Program at SZABIST has completed 3 batches and the model developed at SZABIST has been adopted by 24 hospitals in 17 districts of Pakistan. 117 girls have been issued certificates by SZABIST. The MTA Program has been accepted as a model by WHO though the "Global Commission on Women Health" and is also being conducted in Kenya and Ghana.<br />http://szabist.edu.pk/CSRDivisions.asp<br />
  32. 32. Marketing Related<br />
  33. 33. 23<br />Thank You<br />

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