For many years, most companies have responded to external demands and expectations for corporate social responsibility with cosmetic answers. Such as PR and communication reporting on philanthropic and charitable initiatives or individual changes in specific departments of the company.
Instead, Professor Michael E. Porter and General Manager Mark R. Kramer have called for a more strategic approach to CSR. They point out that although many companies today are making great efforts in working with the social, ethical and environmental impacts of their production and activities, the efforts are still not sufficiently productive and very rarely long-term. Learn more at our global website www.activeglobe.com
According to Porter and Kramer, there is a reasonable explanation for this lack of effect. Firstly, many CSR initiatives place business and society in conflict with each other instead of recognizing their mutual dependence. Secondly, companies are being forced to take a general approach to CSR, rather than an approach consistent with their business strategy, because they do not work strategically with CSR.
Porter and Kramer recommend a strategic approach to CSR, as they believe companies will find CSR to be more than an expense and a necessary "evil", but also an opportunity for competitive advantage and a starting point for innovation. See more at www.activeglobe.com
As Porter and Kramer are recognised theorists in the field of CSR; the following (Mini MBA) will be based on their theoretical framework. Their theoretical concepts will be used to identify the impact that business and society have on each other. They offer ways to select focus points among the negative and positive interactions between society and business, as well as tools to work with these influences. In short, strategic CSR involves the following points and you will learn them at PROBANA Business Schools Mini MBA (www.activeglobe.com):
1) To identify the areas where business and society influence each other
2) To select focus points that create mutual value and strengthen both the bottom line and society
3) Creating a social agenda for the company, which combines responsive and strategic CSR, in order to integrate social aspects in the company's value proposition (the added value the company offers customers compared to other companies)
At the global Mini MBA Porter and Kramer’s points will be examined out so you can create more value in your company. Sign up today and receive a great discount. See www.activeglobe.com