...SK Telecom: Pursuing Happiness through Corporate Social Responsibility Case summary: SK Telecom was founded in1984 and introduced the first car phone and mobile paging services in Korea. Since then it has been known as the largest Korean mobile communications company and for a series of technological innovations. SK Telecom created a dedicated Corporate Social Responsibility (CSR) function to manage SK Telecom and SK Group’s corporate community involvement programs. They believed good CSR contributed to a better corporate reputation. In 2008, SK Telecom’s CSR program was revised to include five separate areas of responsibility, Ethics, Environment, Community Involvement, Win-Win Partnership, and Customer Protection. In 2009, it created a newly CSR Team which is composed of Corporate Community Involvement Team and the Ethics Management Team. As time passed, with the revised CSR strategy and the new CSR Team, some problems occurred. There was no clear line of decision making for CSR activities around the five areas; the newly created structure failed to deliver a comprehensive strategy on CSR; the two teams that came together to create the CSR team struggled to create synergy. Five forces analysis: ◆ Threat of new entrants-Low -High capital requirement -Patents limit new competition -Advanced technologies are required ◆ Bargaining power of suppliers-Low -There are many suppliers of telecom equipment, like fiber-optic cables, high-tech broadband switching equipment...
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...Part 1: Office Depot Mission There is no clear mission statement as they have intertwined their mission statement with its corporate values. This gives the Office Depot employees a larger picture of their vision and specific guidelines regarding how Office Depot business is conducted. According to the website of Office Depot, the Office Depot mission statement includes its corporate values of respect for the individual, excellence in communication and fanatical customer service (Making Fortune, n.d.). Office Depot Vision Statement “Delivering Winning Solutions That Inspire Worklife” (Making Fortune, n.d.). Challenges for Revitalization In the last decade where the office supplies business has been affected by recession and competition from the online retailers. During this period, the organization has seen their share price fall to $1 and continuous decrease in the size of their market share. Due to the continuously decreasing size of the retail market, Office Depot merged with Office Max in 2013 and finally in 2015, Office Depot has merged with the market leader Staples. The biggest challenge of this period of industry wide transformation has been Office Depot merging with its competitors to ensure survival. In 2013, the merger between Office Depot and their rival OfficeMax formed a $17 billion market share with above 2,200 stores. This has helped in forming a bigger No. 2 to compete with then industry leader Staples. Within s short of time, the Office Depot shares...
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...1 The American Red Cross Dr. Jack Huddleston Business Ethics: Ethical Decision Making & Case July 21, 2013 2 1. Determine the impact of this event on ARC’s “benefits of business ethics” (employee commitment, investor loyalty, customer satisfaction, and bottom line). The American Red Cross (ARC), also identified as the “The Face of Recovery”, is a humanitarian organization that provides emergency assistance, disaster relief and education inside the United States. The ARC is a non-profit organization that offers services in five areas of society. The community service sector helps citizens that are in need. In the communication sectors, the ARC provides comfort for military members and their families. The collection, processing and distribution of blood and blood products are also services provided by the ARC. There are also educational services on preparedness, health, and safety which are imperative for recovery acts. Hurricane Katrina was the deadliest and most destructive Atlantic Hurricane of the 2005 Atlantic Hurricane season. It was the costliest natural disaster, as well as one of the five deadliest hurricanes. Hurricane Rita hit the coast of Louisiana and Texas only a month later and was even larger category 3 storm (Ferrell, Ferrell, Fraedrich 2011). The ARC raised more than 2 billion in private donations to fund massive relied efforts for both these disasters...
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...cycle of a textbook( with social-ecological impact) Product life cycle of textbook (Paper Life Cycle, 2011) Step 1 (Forest) Firstly, the producer will seek materials for making papers, the woods is the main material of making papers. The manufacturers will purchase lots of woods from the supplier of trees to progress their papers. So that the, supplier will cut down the trees from the forest instead to supply to the producers. When these happened, if the landowners failed to practice sustainable, this will cause the failure of sustainability of managing forest and damaged to the environment heavily (Life Cycle, 2011). Step 2 (Transportation) Secondly, after harvested the trees and clean up and get the woods ready for deliver to the paper manufacturer. The woods would be store in an inventory before gather up and transfer to the manufacturers. This step requires the machine to arrange and pick to the transportation or inventory which is man power hardly to do. The woods will deliver to the manufacturer accordingly to the quantity of order. During this step, the social impact toward the society could be offered job opportunity and not much impact to the environment (Life Cycle, 2011).. Step 3(Paper Making) Thirdly, the process is to remove all of the bark from logs. Afterward chipping the logs, we cook the wood chips in a large vessel under pressure with heat and chemicals. When the cooking is complete, the pulp is washed to separate the fiber from the...
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...Business Editor Published on Wednesday 26 October 2011 09:59 Leading global lawyer Sir Nigel Knowles has called on businesses to close a widening “trust gap” between the corporate world and the general public. Sheffield-born Sir Nigel, who is joint global chief executive and managing partner of one of the world’s largest law firms, DLA Piper International, was speaking during a visit to South Yorkshire to deliver a lecture, entitled Rebalancing the Trust Deficit, at Sheffield University, where he is a visiting professor. Drawing on research into corporate trust, carried out for DLA Piper by polling firm Populus, Sir Nigel urged companies to improve the way they communicate and exceed the requirements of regulations, instead of seeing them as a barrier they had to find a way around. And, he warned that the risk to the reputation and future prospects of companies that failed to respond had been heightened by an end to the “age of deference” and the “revolution in social media.” Sir Nigel told Star Business the global financial crisis, MPs’ expenses scandals and phone hacking had all helped to undermine the trust people had in leaders. Trust might seem a nebulous concept, but companies that developed trust and confidence in their operations secured a competitive advantage and could move at a faster pace, while companies that thought they could gain trust by funding Corporate Social Responsibility projects and following regulations were mistaken. “Regulation sets out what you must...
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...Summary Kranworth Chair Corporation (KCC), founded in 1987 and headquartered in Denver, Colorado, produced a broad line of high quality and fashionable portable, folding chairs. For decade the company, protected by patents, has been enjoying a sale growth with high average margins in the range of 40-50%. However competitors, entering the market with comparable chair designs due to patents expiration, and the early 2000’s worldwide recession flattened sales and dropped profits. Kevin Wentworth, CEO and cofounder of KCC, came up with a new strategy to sustain their competitive advantage: value leadership. Kevin wants to move from KCC previous strategy of growing sales through quantity to focus on quality of sales. KCC wanted to differentiate itself by developing a stronger customer focus, understanding better customers’ needs and wants, and improving customer service levels. In order to implement the new strategy, Kevin decided to change the organization structure from functional to divisional. Kevin thought that divisionalization, if implemented properly, could help KCC achieve its objective. Jobs and responsibilities were redesigned and a new performance measurement and incentives program have been created to support Kevin’s new direction of corporate focus. Despite the conviction from most managers that this was a good idea, Kevin was privately worried about the risks involved. Unfortunately KCC’s early experiences with the divisionalized structure created more concerns. In...
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...resource usage of local agriculture offering organic, natural nourishment supplying commodities the consumer would purchase in their local supermarket. BACKGROUND/HISTORY Founded in 1999 by Jason Ackerman and Joseph Fedele, they ascertained learning from failed attempts of other online grocers. Ackerman, who worked in finance, sought out Fedele, who worked at Fairway grocery. In a Bloomberg TV interview last year, Ackerman said, “[W]e really founded on two guiding principles. First was to rethink how we get product from the farm to a customer's table in a much more efficient way which lends itself to deliver better quality products at better prices. And second, because we know so much about our customers, is to use that information to deliver a much more personalized, better experience.” [ (Goldberg, 2010) ]. The Key Executives for FreshDirect, LLC are Mr. Jason Ackerman, Co-Founder and Mr. Steve Druckman, Chief Marketing Officer. The company is based in Long Island City, New York. Total Profit and Loss for this company is not readily available to the general public since it is a privately held company; in a 2010 article from Daily Finance, Rick Braddock, who was the CEO at the time stated, “The company has grown at an accelerated rate compared to 2009, when it generated more than $250 million in revenue” [ (Cohan, 2010) ]....
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...production facilities and natural gas pipelines. It engaged in several acquisitions during the late 1980s and the 1990s that dramatically increased its size. Its acquisitions included power companies in the U.S. and abroad, as well as investments in various energy and technology companies. In the 1990s, Enron reorganized itself as an energy trading company, whose primary form of business was to trade in various energy vehicles, including contracts to provide electric power in the future at pre-determined prices and similar contracts to deliver natural gas, water rights, wind power systems, broad band transmission systems, insurance, and other products. 1. Describe how Enron could have been structured differently to avoid such action. Enron, like most public companies was required by law to describe its party transaction to shareholders and the members of the investing public in several different disclosure documents. Overall, Enron failed to disclose facts that were important for understanding the substance of the transaction. Although they did disclose that there were large transactions that the CFA had interest. Enron did not give the CFO’s actual or expected benefits from these transactions or provide complete financial statements. The organizational structure could have been different by not changing the original structure. When Enron decided to change its structure by hiring people from outside the company and gave them power to make huge decisions that would affect...
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...airline, but the recent economic situation has affected profits, especially the airline’s customer rewards program. Of all the areas where Classic Airlines’ sales have suffered, the frequent flier program has experienced a 19 percent decrease in members and a 21 percent decrease in flights per remaining member. To ensure the airline continues to be profitable, the Classic Rewards program must rebound. Classic Airlines faces marketing challenges that include changing technology, customization, and customer empowerment. Besides marketing challenges, the current corporate culture at Classic Airlines threatens the success of the company’s plans to revive profits while making budget cuts. Marketing challenges The biggest obstacles to Classic Airlines continued success are rising costs and waning consumer confidence. To recover, Classic Airlines needs to market its customer rewards program, Classic Rewards. Three main marketing challenges exist that contribute to the obstacles and stand between the airline and increased profits: changing technology, customization, and customer empowerment. The digital revolution caused by rapidly changing technology has led to more business being conducted over the internet. Consequently, Classic Airlines has followed suit by setting up an internet based system for customers, which decreased the airlines’ costs by reducing the number of people required to man the call centers. Unfortunately, the airline failed to integrate the web channel with the...
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...Global warming has been a rising concern and hot topics of debate for many years now of which vehicles are a major cause to the global warming affect. “By driving more efficient vehicles, oil imports can be cut, money can be saved, jobs can be created, and it can help with global warming”. (Easton, 2008) According to the CAFÉ standards, the technology exists to improve the fuel efficiency standards for new cars and trucks (Easton, 2008). There are some that will argue that the 1975 Corporate Average Fuel Economy (CAFÉ) program failed to meet its goals of reducing oil imports and gasoline consumption, endangering human lives, and not helping with the global warming issue (Easton, 2008). Who’s right or wrong, or perhaps they are both right. “The United States spends more than $200,000 per minute on foreign oil that is $13 million per hour” (White, 2004). America burns 8 million barrels of oil every day just to fuel our cars, SUVs, and trucks (White, 2004). America’s dependence on oil is a threat to our environment. The new law, Corporate Average Fuel Economy (CAFÉ) standards, is to regulate the average fuel economy in the vehicles produced by each major automaker (Fairley, 2008). The first CAFÉ standard for cars, in 1984, requested manufacturers to achieve an average of 27.5 miles per gallon (Fairley, 2008). The second CAFÉ standard requested an average of 22.2 miles per gallon for light trucks such as minivans, sport utility vehicles, and pickups (Fairley, 2008)...
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...Vision and Mission MERALCO Vision statement To be a world-class company and service provider of choice Revised MERALCO Vision statement “To be a world-class distribution utility company and total energy solution provider of choice” The vision of an organization should answer the question on what the company wants to become. Although the vision of MERALCO states its goal to become a world-class company, it fails to identify the type of service the company provides or even, to which industry it belongs to. The vision statement is too vague and too general. The vision should be something that the management and the employees can identify with. Based on the existing vision statement, the company may have difficulty in drawing corporate strategies and work objectives. The revised MERALCO vision statement clearly identifies what the company wants to become and that is to be a world-class distribution utility company and total energy solution provider of choice. Although MERALCO is foremost a distribution utility, it does not negate the fact that it is also an energy solution provider that provides more services other than electricity distribution. MERALCO Mission statement To provide our customers the best value in energy, products and services. Revised MERALCO Mission statement “A total energy solution provider that continually improves the lives of more Filipinos by efficiently delivering safe, adequate and continuous electricity supply” The mission of...
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...Insider trading is experiencing major cases, which include Marvericks’ Owner trials with the Securities and Exchange Commission, criminal trial of Expert Network James Fleishman and the trial of a former Goldman director. Goldman Sachs Group Inc.’s board and other boards controlling the companies affiliated to Insider Trading have failed to control business issues in the companies. In some cases, the boards have interfered with the functioning of the Insider Trading through the manner in which they make decisions. Boards have been involved in making decisions and approving some deals in the company, which resulted into the cases. A good example is the Goldman case where the board approved the deal at a time of financial crisis. Some directors helped each other in acquiring deals within a few minutes which led to illegal business deals. Different nations have enacted laws concerning insider trading in control of the roles played by boards of directors. In Canada and USA, there have been considerable changes in the laws concerning securities in the business (Foster, 1996). The federal legislation regulates the securities trading and contribution of boards and CEOs in different sections. The subsequent judicial decisions introduced in the business outline the main roles of the insider trading regulations. In the regulations, boards monitor operations in the business, as well as operations of CEOs. The Securities Exchange Act enacted in 1934 regulates secondary trading and also...
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...nications The Evolution of Corporate Communications Paul Chin 10/26/2005 |[pic][pic]| |[pic] | Trying to get a message across to every employee in an organization is a lot like trying to control kids in a school bus: some will listen; some will hear but misunderstand the message; and some will ignore the message altogether and later complain, "But nobody told me." Communicating to hundreds, sometimes thousands, of employees within an organization is no small feat. This challenge is further complicated in organizations with a global presence, where corporate headquarters is responsible for delivering the same message to satellite offices in geographically dispersed locations. But it's not enough to just create the message. Effective corporate communication involves not only the message itself, but also the medium that carries and delivers it. It's these two components of a communication that dictate whether employees will receive and understand it. But don't fool yourself in thinking that there's some long process of deliberation when they receive one of these messages. Most corporate communications will grab the attention of an employee for no more than a few seconds — if at all. It's within that very narrow window of opportunity that they will decide whether to read something or toss it aside. Employees are processing more information than ever before — information dealing with their projects, their clients, and their industry as a whole. With all this information...
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...to a strategy, but it has a shorter time frame. An example of Zimpost private limited shall be discussed in this essay. Zimpost private limited is a company that is mainly owned by the government. Yes, there are some partners in this company. Zimpost owns all the post offices in Zimbabwe. That is where postage stamps are sold. Parcels are sent and delivered by Zimpost. It delivers mail and parcels in the country and globally. Various types of parcels and mail are sent. Zimpost has entered into a partnership with DHL. DHL is an international company that delivers mail and parcel across the entire globe. In Zimbabwe, DHL has very limited facilities. It does not have huge offices and other premises. It does not have many delivering vehicles in the country. As a result, DHL entered in cooperation with Zimpost, which has a lot of facilities in the country. On the contrary, DHL has got cargoes to deliver parcels across the globe. On the other hand Zimpost does not have cargo flights to carry mail around the globe. In their partnership these two companies are using cooperative strategy. This is a form of strategic alliance between these two countries. The main reason for the alliance has been to make use of their technology to reach a wide market. In Zimbabwe, DHL gives all its parcels and mail to Zimpost. Zimpost delivers these inside Zimbabwe only. On the other hand for all the parcels that get out of Zimbabwe, Zimpost gives the parcels to DHL. DHL delivers the parcels across the...
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...but the current cost-effective situation has changed profits, particularly the airline’s customer rewards series. Of all the parts where Classic Airlines’ deals have experienced, the usual flier program has encountered a 19% cut in members and a 21% reduction in flights per lasting member. To make certain the airline maintains to be cost-effective, the Classic Rewards plan must recover. Classic Airlines faces marketing tests that consist of changing technology, customization, and customer empowerment. Besides marketing challenges, the recent corporate culture at Classic Airlines pressures the success of the business’s policies to restore earnings while making budget cuts. Marketing challenges The largest barriers to Classic Airlines continued accomplishment are increasing costs and fading customer confidence. To recuperate, Classic Airlines needs to advertise its consumer rewards program, Classic Rewards. Three major marketing challenges exist that add to the problem and stand among the airline and increased earnings: changing technology, customization, and customer empowerment. The digital uprising caused by quickly changing technology has guided to more business performed over the Internet. Accordingly, Classic Airlines has abided suit by setting up an internet support system for consumers, which lessened the airlines’ expenses by dropping the number of people necessary to man the call centers. Unfortunately, the airline failed to mix the web channel with the consumer...
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