Citra Case
Introduction:
“We live in a turbulent and contradictory world, where there are few certainties and change is constant. In addition, over time we increasingly come to realize that much of what we think we see around us can, in reality, be something entirely different” (Steers, et.al, 2010). With this quote in mind and considering that governments cannot solve all the social problems in today’s changing world, it is evident that companies do have a social responsibility towards communities, and this can provide many businesses with a competitive advantage. While I believe a company’s mission should come first, I also think that social and ethical responsibility can be integrated into its mission. Having said this, Peter Drucker’s statement that “Leaders in every single institution and every single sector…have two responsibilities: the performance of their institutions and their communities as a whole” (Hesselbein, 2010) fully supports this idea. Companies can focus on results, build on strengths, lead beyond borders to meet stakeholder’s expectations, and exhibit high levels of integrity in their moral and ethical conduct. This “spirit of performance” ensures that a company’s actions are in line with their values.
According to ‘Marketing meets Web 2.0, social media, and creative consumers: Implications for international marketing strategy’ “In the age of social media, local events seldom remain local” ( Berthon, Pitt, Plangger & Shapiro, 2012). This means that managers must continuously observe local news concerning a firm’s products and brands, because what might appear like a local concern, can transform into a major global problem for the firm. Now more than ever the media and general public will criticize the actions of businesses. Therefore having a strong social and ethical approach, and balancing the need for profit maximizing with sustainability, fair trade and other ethical principles is essential. When you address these externalities you can
“We live in a turbulent and contradictory world, where there are few certainties and change is constant. In addition, over time we increasingly come to realize that much of what we think we see around us can, in reality, be something entirely different” (Steers, et.al, 2010). With this quote in mind and considering that governments cannot solve all the social problems in today’s changing world, it is evident that companies do have a social responsibility towards communities, and this can provide many businesses with a competitive advantage. While I believe a company’s mission should come first, I also think that social and ethical responsibility can be integrated into its mission. Having said this, Peter Drucker’s statement that “Leaders in every single institution and every single sector…have two responsibilities: the performance of their institutions and their communities as a whole” (Hesselbein, 2010) fully supports this idea. Companies can focus on results, build on strengths, lead beyond borders to meet stakeholder’s expectations, and exhibit high levels of integrity in their moral and ethical conduct. This “spirit of performance” ensures that a company’s actions are in line with their values.
According to ‘Marketing meets Web 2.0, social media, and creative consumers: Implications for international marketing strategy’ “In the age of social media, local events seldom remain local” ( Berthon, Pitt, Plangger & Shapiro, 2012). This means that managers must continuously observe local news concerning a firm’s products and brands, because what might appear like a local concern, can transform into a major global problem for the firm. Now more than ever the media and general public will criticize the actions of businesses. Therefore having a strong social and ethical approach, and balancing the need for profit maximizing with sustainability, fair trade and other ethical principles is essential. When you address these externalities you can
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