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Introduction

Corporate Social Responsibility (CSR) means businesses and organisations working
responsibly and contributing positively to the communities they operate in. It involves
working with employees, their families, the local community and society at large to improve
their quality of life.
Companies that operate in a socially responsible way strengthen their reputations. In business,
reputation is everything. It determines the extent to which customers want to buy from you,
partners are willing to work with you and youre standing in the communit
The Company

Amway is one of the world's largest direct salesorganisations with over 3 million Independent
Business Owners (IBOs) in over 80 markets and territories worldwide. It is a family-owned
business with a strong emphasis on family values. Its IBOs are often couples. Many of these
are raising families. They therefore have a strong bond with children. These families are more
than happy to partner with Amway, who, as part of its Corporate Social Responsibility
strategy, works with UNICEF, the United Nations Children's Fund.

As a family company, Amway is committed to playing a part in improving the lives of
children in need across the globe. In this way, the company is able to show its commitment to
the support of global causes.
Amway defines a global cause as 'a social issue affecting many people around the world
engaged in a struggle or plight that warrants a charitable response'.
This case study shows how Amway is a business that does more than provide customers with
good quality products. It shows the practical realities of Amway's global commitment and
how it plays a key role in the communities in which it operates.



Growth and responsibility

An understanding of how Amway operates as an organisation gives a clearer picture of the
contribution it can make to help children in need across the globe. Amway's vision is to help



people live better lives. It does this every day by providing a low-cost low-risk business
opportunity based on selling quality products.

What does Amway do?
Amway distributes a range of branded products. These products are sold to IBOs worldwide.
The IBOs are Amway's links with consumers and the communities in which they operate. The
IBOs are self-employed and are highly motivated. They work within the guidelines of
Amway's Rules of Conduct and Code of Ethics, which are about being honest and responsible
in trading. IBOs sell to people that they know or meet. They can introduce others to the
Amway business.
Typical products that IBOs sell include:
personal care fragrances, body care
skin care and cosmetics
durables such as cookware and water treatment systems
Nutrition and wellness products such as food supplements, food and drinks.
IBOs play a key part in helping Amway to deliver its Global Cause Programme.









Amway programmes
In order to give many of the world's children a chance to live a better life, Amway launched
the global One by One campaign for children in 2003. Amway encourages staff and IBOs to
support its One by One campaign for children. The One by One programme:
helps Amway to bring its vision to life
declares what the company stands for
builds trust and respect in Amway brands
establishes Corporate Social Responsibility at a high level.
Since 2001, Amway Europe has been an official partner of UNICEF and has been able to
contribute over 2 million euros (about 1.4 million). The focus is on supporting the
worldwide 'Immunisation Plus' programme.

This involves, for example, providing measles vaccines to children across the globe. The
'Plus' is about using the vehicle of immunisation to deliver other life-saving services for
children. It is about making health systems stronger and promoting activities that help
communities and families to improve child-care practices. For example the 'Plus' could
include providing vitamin A supplements in countries where there is vitamin A deficiency.

Since 2001, Amway and its IBOs across Europe have been supporting UNICEF's child
survival programme. The need is great. One out of ten children in Kenya does not live to see
its fifth birthday, largely through preventable diseases. Malaria is the biggest killer with 93
deaths per day. Only 58% of children under two are fully immunised.
The work of the One by One programme is illustrated by a field trip undertaken by Amway
IBOs to Kenya. The IBOs travelled to Kilifi in 2006 to meet children and to find out what the
problems are in various communities. They act as champions spreading the message
throughout their groups.
In Kilifi, the focus is on trying to reach the most vulnerable children and pregnant mothers.
The aim is to increase immunisation from 40% to 70%. Other elements of the programme
involve seeking to prevent the transmission of HIV/AIDS to infants.
As the Amway organisation grows and prospers, it is able through CSR actions to help
communities to grow and prosper too.





Developing a strategy
A strategy is an organisational plan. Implementing a strategy involves putting that plan into
action. In other words a strategy shows how a business will achieve its goals. The strategy
thus enables an organisation to turn its values into action. Values are what a company stands
for. An important value for Amway is being a caring company. Amway believes in
demonstrating this caring approach and this is why it has partnered with UNICEF.
All Directors design strategies for the whole of an organisation. Effective strategies involve
discussion and communication with others. The views of IBOs are influential in creating
strategies for Amway. Amway's strategies for corporate social responsibility are cascaded
through the organisation

Amway's Global Cause strategy involves creating responsible plans that make a difference.
However, the strategy is flexible. In shaping the strategy, research was carried out to find out
which global causes IBOs support. The results showed that many favoured a cause that helped
children. There was a clear fit between Amway's aims to help children and UNICEF's
'Immunisation Plus' programme for children.
Objectives
From the outset, Amway set out some clear objectives for its strategy. These were to:
build loyalty and pride among IBOs and employees
enhance Amway's reputation as a caring organisation
make a real difference to human lives.
Child mortality is particularly high in developing countries because of infectious diseases.
Many children could still be alive if they had been vaccinated.
For under 12 a child can be vaccinated against these diseases and has a fighting chance to
reach adulthood. UNICEF's world child 'Immunisation Plus' programme is a fitting focus for
the activities of Amway UK and its IBOs.

The UK initiative is part of a European-wide fundraising campaign for children. It recognises
the importance of building good working relationships with UNICEF in each market in order
to launch fundraising programmes through Amway's IBOs and their customers. The objective
is to raise 500,000 euros (about 350,000) every year until 2010 across Amway Europe.



In 2005 Amway UK's partnership was deepened through becoming an official Corporate
Partner of UNICEF UK. The Corporate Partnership is a closer longer-term relationship which
benefits both partners. Working together the two parties raise money for UNICEF.


Identifying stakeholders
Amway's Corporate Social Responsibility strategy has been developed with the interests of all
its stakeholders in mind:









Communicating the strategy
Good, clear communication is essential in making sure that the CSR strategy relates directly
to the company business objectives. Communication also helps in putting the strategy into
practice.
A number of communications media are used:
1. Face-to-face communication: Regular meetings take place between UNICEF, Amway and its
IBOs. Through meetings with UNICEF staff, Amway is able to discuss the vision and
objectives. It then passes the message on by meeting with IBOs. In 2005 the two organisations



arranged a joint briefing day for IBO Leaders. They were able to hear firsthand experiences
from UNICEF staff about their roles and UNICEF's work as well as where the money goes.
2. Printed material: Amway produces a monthly magazine for all IBOs called Amagram.
3. Public relations materials are also important, particularly at launch events for the initiative
(e.g. in Milton Keynes in 2006).
4. Email communication: Email is very important in the company it plays a significant part in
keeping IBOs up-to-date.
5. Online activities: There is a micro-site dedicated to the Amway UK/UNICEF partnership on
the UNICEF UK website.
Fundraising
Amway Europe provides support for fundraising to the extent of 500,000 euros (about
350,000) per year through selling items such as:
greetings cards
multi-cultural gifts and cards
stationery and wrapping paper
toys for children.
However, Amway UK's support goes well beyond these activities. In addition, it involves
staff fundraising events and raffles organised by the IBOs.
UNICEF attends IBO major events (usually supported by 1,000 or more IBOs) where
requested. A UNICEF stand outlines the work with speakers, literature and merchandise.


Growth and responsibility
An understanding of how Amway operates as an organisation gives a clearer picture of the
contribution it can make to helping children in need across the globe.
Amway distributes a range of branded products. These products are sold by IBOs worldwide.
The IBOs are self employed and are highly motivated. They work to Amway's Rules of
Conduct and Code of Ethicswhich are about being honest and responsible in trading. IBOs
sell to people that they know or meet. They can introduce others to the Amway business.
Typical products that IBOs sell include:
personal care - fragrances, body care
skin care and cosmetics
durables such as cookware and water treatments systems



nutrition and wellness products such as food supplements, food and drinks.
IBOs play a key part in helping Amway to deliver its global Cause Programme.
Amway launched the One by One Campaign for Children in 2002 across the whole
organisation. This programme:
helps Amway to bring its vision to life
declares what the company stands for
builds trust and respect in Amway brands
establishes Corporate Social Responsibility to a high level.
Examples of activities under the One by One program include:
helping to set up a boat school for fishermen's children in China
helping to organise a Children's Day Party for 3,000 orphans
providing Braille books for blind children in India.
Clearly the programme fits with the partnership with UNICEF and is a key motivating tool for
IBOs who share the vision.
As a business Amway is able to grow by:
More IBOs joining the Amway business opportunity - Amway's IBOs live and trade in over 80
markets and territories worldwide.
IBOs selling more products - Salesby IBOs increase. This is partly because IBOs are
entrepreneurial and committed to their work. It is also as a result of the support and range of
products provided by Amway.
Motivating IBOs - People are motivated if they believe in the products they sell and the
company they represent. IBOs are pleased to work for a company with a high reputation.
There is a natural fit between Amway's desire to meet people's needs and the way that
UNICEF champions the needs of the world's children. This fit exists in a number of ways as
both Amway and UNICEF:
are global organisations
benefit from a high level of public and consumer trust
Are dedicated to helping people live better lives.

Developing a strategy
A strategy is an organisational plan. Implementing a strategy involves putting that plan into
action. The strategy enables an organisation to turn its values into action.



Strategies are designed for the whole of an organisation. Strategies are principally created by
senior managers in an organisation. However, effective strategies involve discussion and
communication with a range of interested parties. The views of IBOs are thus very important
in creating Amway's strategies.

Amway's strategies for corporate social responsibility are cascaded through the organisation.
Amway's global strategy involves creating responsible plans that make a difference in
everyone's lives. However, the strategy is flexible. In other words in deciding on a cause that
IBOs could partner it was essential to research their views.
A key element of this was research into a cause that would motivate them - the research
showed that the solution was a cause that helped children. There was a clear fit between
Amway's aimsto help children and UNICEF's 'Immunisation Plus' programme for children.



From the outset, Amway set out some clear objectives for its strategy. These were to:
build loyalty and pride among IBOs and employees
enhance Amway's reputation as a caring organisation
make a real difference to human lives.
Every year 1.7 million children worldwide die from avoidable infectious diseases. This
situation is especially grave for the world's poorest countries and poses a threat to the lives
and well-being of children and families. Many children could still be alive if they had been
vaccinated.

For under 12 a child can be vaccinated against these diseases and has a fighting chance to
reach adulthood. Contributing to UNICEF's world child immunisation programme therefore is
a fitting focus for the activities of Amway UK and its IBOs. To date, Amway (UK) Ltd, its
IBOs and employees have raised over 80,000 for UNICEF. Over 10,000 was raised for the
Tsunami relief efforts alone.
The UK initiative is part of a pan-European fundraising campaign for children. It recognises
the importance of building good working relationships with UNICEF in each market in order
to roll-out fundraising programmes to Amway's IBOs and their customers.



In 2001 Amway Europe's partnership with UNICEF became part of the Cause Strategy. In
2005 Amway UK's contribution to the partnership was deepened through the development of
a corporate partnership. This Corporate Partnership is a closer longer term relationship which
benefits both parties. Working together the two parties raise money for UNICEF. At the same
time this helps to build Amway's reputation.
The objective is to raise 500,000 Euros (approximately 325,000) every year until 2010
across Amway Europe.






Conclusion
Amway is a family business with family values. Its IBOs are people who want to make a
difference to the communities in which they operate and to the wider world community. This
is Corporate Social Responsibility (CSR) in action.
The clue to Amway's success is the careful planning of its strategy and its involvement with
many stakeholders in getting the strategy right. Of course, it is early days in the latest chapter
of a strong relationship between Amway and UNICEF.
Evaluation is taking place to measure the success of the initiative in terms of meeting
fundraising goals. Customer research is carried out to test customers' views on the relationship
and to find out how aware the general public is about what Amway is doing in the field of
CSR.