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Gaining sustainable competitive advantages through CSR engagement and communication
Gaining sustainable competitive advantages through CSR engagement and communication
Gaining sustainable competitive advantages through CSR engagement and communication
Gaining sustainable competitive advantages through CSR engagement and communication
Gaining sustainable competitive advantages through CSR engagement and communication
Gaining sustainable competitive advantages through CSR engagement and communication
Gaining sustainable competitive advantages through CSR engagement and communication
Gaining sustainable competitive advantages through CSR engagement and communication
Gaining sustainable competitive advantages through CSR engagement and communication
Gaining sustainable competitive advantages through CSR engagement and communication
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Gaining sustainable competitive advantages through CSR engagement and communication

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A case study of Starbucks

A case study of Starbucks

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  • 1. Gaining sustainable competitive advantages through CSR engagement and communication A case study of Starbucks Tine  Grarup     January  27th  2012     Corporate  Communica7on  Exam   MARSTER  of  ARTS  in  CORPRATE  COMMUNICATION  
  • 2. Agenda The  Findings   CSR  Cri/cism   Gaps  in  the  corporate  brand   Starbucks:  Green  or  Greenwashing?   Ques/ons  and  Comments   Why  have  a  Unified  Corporate   Brand?   Transparency   How  to  overcome  CSR  Challenges  
  • 3. The Findings •  CSR:  a  valuable  and  central  element  of  corporate  strategy   •  First  mover  advantage   ▫  Capitaliza7on  on  compe77ve  asymmetries     ▫  Mission  central,  corpora7on-­‐specific  and  stakeholder  visible  CSR  engagement     •  Stakeholder  management  and  communica7on   ▫  Reputa7onal  benefits     ▫  Behavioral  commitment   •  Unique  corporate  brand  -­‐>  sustainable  compe77ve  advantage  
  • 4. CSR Criticism •  CSR  is  misused  as  a  marke7ng  ploy   ▫  Is  Greenwashing  now  CSR  washing?   •  Abuse  of  power  through  CSR   •  CSR  favors  the  interest  of  business  over  the  righVul   concerns,  demands  and  expecta7ons  of  wider  society   •  Are  companies  using  CSR  to  hide  unsavory  business   ac7vi7es?   “There  is  one  and  only  one  social  responsibility  of  business  –  to  use  its  resources   and  engage  in  ac7vi7es  designed  to  increase  its  profits”  Friedman,  1970  
  • 5. Gaps in the Corporate Brand Starbucks: Green or Greenwashed? Vision   Image   Culture   Ø     Stakeholder  awareness   Ø     Effec/ve  communica/on  of  vision  
  • 6. Why have a Unified Corporate Brand? •  To  integrate  the  corpora7on’s  stakeholders   •  Internal  commitment  and  iden7fica7on  with  the  CSR  agenda     •  Give  customers  a  sense  of  community  –  brand  iden7fica7on   allows  for  premium  pricing   •  Corporate  brands  create  common  grounds   •  No  ma[er  the  product,  the  corporate  logo  will  aspire   corporate  values  
  • 7. CSR scandals Ø Nike  accused  for   using  sweatshops   (1990’s  )   Ø BP’s  oil  spill  in  the   Gulf  of  Mexico  (2010)   Ø MaOel  using  lead   poisoning  paint  in   their  toys  (2007)  
  • 8. Transparency Ques/oning  Transparency…   •  The  double-­‐sided  nature  of  transparency   •  Are  stakeholders  really  interested  in  more  informa7on?   •  Corpora7ons  are  (re)defining  boundaries  of  transparency   •  Is  transparency  simply  a  simula7on  of  openness?   •  Transparency  –  now  a  tool  of  power   “You  cannot  stop  people  talking  about  you,  but   you  can  show  a  willingness  to  be  open  an  honest”
  • 9. How to overcome CSR Challenges Is  it  socially  responsible  to  influence  behavior?     •  Corpora7ons  take  advantage  of  consumer  trends  and  a_tudes.     However…     •  Consumers  want  to  be  a  part  of  the  solu7on  not  the  problem.       The  corporate  idenCty  is  not  worth  much  without  a  favorable  image   Think  twice   Be  aware  of   context   Tell  a  true   story   Keep  CSR   central  

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