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Marketing and Ethical Business

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Marketing and Ethical Business

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Marketing and Ethical Business

  1. 1. A Guide to Virtuous Practice Presented by: Dr. Vahagn Asatryan Twitter: avahagn Facebook E-mail:vasatryan@redeemer.ca Marketing and Ethical business © 2013, Dr. Vahagn Asatryan
  2. 2. Program  Part 1 – God and my calling  Part 2 – The God of marketing  Part 3 – Godly business Practice
  3. 3. What is the scope of marketing? The activity, set of institutions, and processes for defining, creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large. American Marketing Association, 2013
  4. 4. Specific Stakeholders in an Organization* Owners: Financial Community: Activist Groups: * Suppliers: Government: Political Groups: Customers: Customer Advocate Groups: Unions: Employees: Trade Associations: Competitors: STAKEHOLDERS ANALYSIS EXERCISE
  5. 5. The fable of a fox and a scorpion
  6. 6. Section III – Virtuous practice VIRTUE  A virtue is a trait or quality deemed to be morally excellent and thus is valued as a foundation of good moral character. Personal virtues are characteristics valued as promoting individual and collective well being.
  7. 7. Virtuous circle GODGOD
  8. 8. Justice  “To treat each thing, person or situation correctly or rightly.”  Justice means treating….  a superior as a superior,  an equal as an equal (equality) and  a subordinate as a subordinate.
  9. 9. Question  How might you encourage your managers to practice justice?  How might you encourage your subordinates to act fairly, justly, and caringly?
  10. 10.   VIRTUE Employee   Customer   Community   Supplier   Partner   Govnt.   Special Group: Widows, Orphans, Strangers   Other   VIRTU™ Matrix Exercise *Note: For each of these Matrix Exercises: 1)identify a stakeholder, and 2)identify or imagine an example that illustrates the application of the virtue toward that stakeholder.
  11. 11.   JUSTICE Employee  Reell Engineering redesigned the assembly line based on Teach-Equip-Trust (TET) style of management in  which employees were taught inspection procedures, equipped with quality instruments and trusted to do  things right on their own assembly line. Employees decreased setup times for new products, reduced the  need for quality inspection, increased overall quality and required less supervision. By reducing these costs,  the company not only was able to set pay rates at a level closer to a living wage, but also created a richer  work experience by making employees accountable for developing their knowledge and skills. When work  is designed to use $7 of talent, it is difficult to pay people anything more than that amount. When an  employee is hired with no experience and no skills, the company pays the worker the market rate ($7 per  hour or whatever it is at the time), but then makes a commitment to move that employee to the target or  living wage ($11 per hour) through training and skill development. Responsibilities of employees here as  well. Employees are not merely recipients of justice, but they are also an integral part of the process of  creating right relationships in how they choose to pursue their work. Customer   Community   Supplier Partner   Govnt.   Special Group: Widows, Orphans, Strangers   Other  
  12. 12. HONESTY  “To say, write or more broadly communicate truth where it is relevant that one so communicate it.” “You shall not give false testimony against your neighbor.” Exodus 20:16
  13. 13. Questions  How might you encourage your stakeholders to act with honesty and integrity (toward you and each other)?
  14. 14.   HONESTY Employee   Customer  A translation services company was contracted to translate materials for a  workshop in a foreign country. The parties agreed to the pay-per-page model.  The amount of work significantly exceeded the original agreement. The text  contained graphs, pictures, and charts - lots of "white space". The agency  charged for the equivalent of the actual "text" pages. Community   Supplier   Partner   Govnt.   Special Group: Widows, Orphans, Strangers   Other  
  15. 15. Share your story vasatryan@redeemer.ca
  16. 16. Generosity Two senses: Generosity as justice is when the strong benefits the weak (the strong could mean the financially strong, the educationally strong, the physically strong, etc.). And the weak would be the corresponding person or thing). Generosity as love is when a person (strong, equal or weak) doesn't have any obligation to help a person (usually financially, materially or time-wise), but still chooses to do so. “A generous person will prosper; whoever refreshes will be refreshed.” Proverbs 11:25
  17. 17. Group work  What kind of gifts and talents has God blessed you with? How can you share them with your stakeholders?
  18. 18.   GENEROUSITY Employee Jacks Landscaping, a landscape construction company based in Richmond Hill, ON provides  employees with proper compensation both in the winter and summer months. It is a rare  practice in the industry to compensate employees a set pay even during the winter months  with regard to snow removal. Employees are still paid whether it snows or not, which is very  uncommon in the industry. Not only compensation, but Jack's Landscaping provides  employee bbq's, outings, and employee support as a way to show generosity. Customer   Community   Supplier Partner   Govnt.   Special Group: Widows, Orphans, Strangers Milton Hershey was considered to be a fool by his wealthy contemporaries. His chocolate  company brought him millions of dollars, but he used most of it to invest in a school for  homeless children (now known as the ) and other charitable causes.  Other  
  19. 19. Forgiveness   Forgiveness as such is a type of sacrificial love and so goes beyond  (though always through) justice.    “Be kind and compassionate to one another, forgiving each other,  just as in Christ God forgave you.”  Ephesians 4:32
  20. 20. Group work  How can forgiveness be relevant to business operations?  What were the positive outcomes of forgiveness?  What are the consequences of non-forgiveness (that you may have observed or suffered in business)?
  21. 21.   FORGIVENESS Employee Customer   Community   Supplier Partner John owned a Painting Business which was run as a partnership between himself and another man,  Jacob. They mostly painted commercial industrial buildings such as factories, new office buildings, etc.  After many years of working together, John’s business partner stopped showing up for work, ... in the  middle of working on a large contract. Jacob's continual absence made it impossible for their company to  finish the job on time and as a result, the building contractor who hired them for that job is no longer  willing to work with John’s company. Instead of starting a fight with his partner, however, John exercised  forgiveness because he truly cared for his partner. John was not able to find the partner for more than  two weeks, but was still able to forgive him and actually helped his partner deal with family troubles that  he was having at the time. Govnt.   Special Group: Widows, Orphans, Strangers Other  
  22. 22. Case study  Janice is a highly educated top executive in charge of research and development. John is her underpaid assistant, struggling to support his family. His performance evaluations have always been more than adequate. As one of his research projects, John designs a creative software package that addresses major concerns within the company. He shares this program with Janice, hoping it will bring him a much needed promotion and raise. Janice’s boss has asked her to design an innovative and efficient program. But pressures of her position keep her from setting aside sufficient time to do the requested work. Janice, eager to successfully complete the job her boss assigned, is thinking of presenting John’s program to her boss and passing it off as her own. If John objects, she can threaten to lower his performance evaluations or possibly even fire him. But Janice doesn’t pass it off as her own.
  23. 23. THE END (JUST THE BEGINNING)…

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