El caso es sobre ECOALF, una marca española de moda sostenible que fabrica prendas de vestir, zapatillas y accesorios a partir de materiales reciclados. Al proporcionar información sobre los productos e iniciativas de ECOALF, al mismo tiempo que ilustra la dificultad de equilibrar los objetivos sociales y financieros, este caso presenta un entorno real e interesante que aborda diversos temas relacionados con la innovación social, el espíritu empresarial, la estrategia, la RSE y la ética. En particular, el caso ofrece información sobre la delicada fase en el crecimiento de una empresa en la que las ventas están en auge y la compañía se está expandiendo, mientras que la compañía aún no obtiene ganancias y su continuidad a largo plazo aún es incierta.
El caso enfrenta a los estudiantes con preguntas como "¿Qué decisiones estratégicas deben tomarse para garantizar la rentabilidad a largo plazo de ECOALF?" Y "¿Cómo deberían equilibrarse los objetivos sociales y financieros?", Y les permite explorar estas preguntas utilizando información real de la compañía y el mercado
This case describes how Modelez Iberia launched a corporate social responsibility project called the Harmony Commitment program after good sales results were obtained when it was carried out in France. The essence of the initiative was very closely related to the basis of its competitive advantage: the purchase of local raw materials (they had to be traceable); proven quality; and an emphasis on how the product is associated with sustainability and with maintaining balance in local biodiversity. It obligated farmers to sow a certain variety of wheat under specific conditions.
Although a campaign that was carried out showed that the initiative had a strong impact and was widely known, the brand manager was not satisfied with the results since it was complicated to measure the program’s commercial impact. He wondered if the concept of "better wheat, better biscuits" was enough as a basis for his sales campaign, thinking perhaps that it was better not to insist on the Harmony Commitment, seeing how complex it was to communicate. On the other hand, the project had had a very favorable acceptance among suppliers and company employees. With the program ceasing to be a novelty and with competitive pressure continuing to grow, the director of communications, corporate responsibility and public affairs must analyze the project’s evolution and decide what the next step should be.
Loewe case study: Sustainability and Durable Luxur … DE1-209-I
The case study describes the process of integrating the concept of sustainability into the operations of LOEWE. The leadership of the new CEO, Lisa Montague, is a key part of the process, as is a highly structured plan to measure and determine whether the process is moving forward. One remarkable aspect of the case is the Leather Crafts College initiative, a training centre open to people interested in developing this skill and who have passed a selection process coordinated by Getafe Council. Having a pool of people who have become "artisans" is critical in the company´s plans for growth.
This case study is ideal to use with a group of students who have management experience. In addition, it is very suitable for use in an advanced level programme related to luxury or communication, when addressing issues related to sustainability. It also certainly fits into a CSR course, when dealing with CSR in more depth than simply as corporate philanthropy. On a Business, Government and Society course, the case is very useful for illustrating the application of Michael Porter's article: “Creating Shared Value”.
The most appropriate time to position the case is midway through the course.
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