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Social Responsibility

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Task 1, Part A
It is clear that “focusing on profit alone can create an unfavorable paradox that causes a firm to fail to achieve its objective” (Ferrell, Fraedrich, & Ferrell 2009). Company Q’s social responsibility is on a downward trend. Because Company Q took a gamble operating two stores in higher-crime-rate areas and lost, their current attitude toward social responsibility is comparable to stock trading: cut your losses and move on to more profitable ventures. This may seem logical from a profit-making perspective, however it is quite damaging to their reputation, which is something that should not be taken lightly due to them being a small, local chain. Word travels fast. I find that Company Q’s biggest fault in their social responsibility is that they would rather throw away non-profitable items than single-handedly offer it to those in need. This decision in itself is damaging to their ethical reputation to do the right thing. The fact that it took Company Q years to respond to their customers’ requests to finally offer groceries that were healthier, shows that they do not value the input of their stakeholders. Customers will go elsewhere to find the items they requested, further diminishing whatever customer-based loyalty Company Q held. What Company Q lacked in their social responsibility is the trust, respect, and value of their stakeholders. In turn, this negatively impacts their ability to turn profits, whether or not they do operate in questionable surroundings.

Task 1, Part B One of the actions that Company Q could consider is building their level of employee interest. Entrust management with putting together an action plan, appropriate to their store, that would strengthen their culture. This may include themed-dress days and barbeques. Happy employees reflect in their want to see their employer succeed. Truly listen to the employees’ concerns and keep them informed of the goings-on of the company. Involve them in finding solutions to problems and helping them to create ideas for team-building. This would boost the energy level, coming to my second recommended action: show appreciation to the customers.
Customers like to know that they are not being taken advantage of, but understand that the store needs to generate a profit to survive, as well. Put up a suggestion box in the store and on the company website, and respond to their concerns within a 48-hour timeframe. Be visible. Offer new, healthier products and give out samples. This would help gauge what the customers’ ever-changing tastes are geared towards. Create periodic raffles for free groceries. Provide random-day customer appreciation days, like taking 10 percent off of their bill. Small incentives to shop at Company Q go a long way to build a lasting relationship.
Finally, it may be beneficial to create a team committed to boosting local reputation. Their responsibility is, for the most part, marketing. Get involved with local charities, schools, and other programs known to the area. Company Q management could do well to “get their hands dirty” to help them appreciate the real need in the community. This would also help the company trust that their employees have the their best interests at heart.
Work Cited
Ferrell, O.C., Fraedrich, J., & Ferrell, L. (2009 Update). Business ethics: Ethical decision making and cases (7th ed.). Boston, MA: South-Western/Cengage Learning.

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