THE LINK BETWEEN COMPETITIVE

ADVANTAGE AND CORPORATE SOCIAL

RESPONSIBILITY
Abhinav Jain
Abhishek Tripathi
Debashish Jena
Niraj Mohan
Piyush Jain
Shweta Bagrecha
INTRODUCTION
EMERGENCE OF CSR
 LACK OF A COHERENT
FRAMEWORK FOR CSR

orporate response has neither been strategic, nor operational, but cosmetic with glossy
CSR reports

hilanthropic initiatives gauged in terms of dollars or volunteer hours, but not impact

ack of credibility of CSR ratings by Dow Jones Sustainability Index, FTSE4Good

Index etc
JUSTIFICATIONS FOR CSR
INTEGRATING BUSINESS AND
SOCIETY
 IDENTIFYING THE POINTS OF
INTERSECTION

nside Out Linkages

utside in Linkages
• Competitive context
• Quantity and Quality of available business units
• Rules and incentives governing competition
• Size and sophistication of local demand
• Local availability of supporting industries
CHOOSING WHICH SOCIAL
ISSUES TO ADDRESS
 Social issues vary
with competitive
positioning
 For similar issues,
cooperative models
used.
Eg The Extractive
Industries
Transparencies
Initiative
 CREATING A CORPORATE
SOCIAL AGENDA

esponsive CSR
• Good citizenship
• Mitigate harm from value chain activities
• Eg GE

trategic CSR
• Transform value chain activities to benefit society while reinforcing strategy
• Strategic philanthropy that leverages capabilities to improve salient areas of
competitive context
• Eg Toyota Prius
INTEGRATING INSIDE-OUT AND
OUTSIDE-IN PRACTICES
CREATING A SOCIAL DIMENSION TO THE
VALUE PROPOSITION
 ORGANIZING FOR CSR

djustments in organization, hierarchy and incentives

hifting from a fragmented, defensive approach to an integrated, affirmative approach.

ncorporating value chain and competitive context investments in CSR to be incorporated into
performance measures of managers with P& L responsibility

reating shared value should be viewed like R&D, a long term investment in company’s future
competitiveness.
MORAL PURPOSE OF BUSINESS
THANK YOU!!!