BUS_210_Socially_Responsible_Practice_Recommendations.docx BUS 210 5-3 Assignment: Socially Responsible Practice Recommendations Each company has their own way of promoting ethical and social good. TOMS Shoes donate
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BUS_210_Socially_Responsible_Practice_Recommendations.docx BUS 210 5-3 Assignment: Socially Responsible Practice Recommendations Each company has their own way of promoting ethical and social good. TOMS Shoes donates $1 for every $3 they make by giving shoes and grants, while The Body Shop fights for our environment and equality by standing out against animal cruelty. Social responsibility means thatthe organization needs to act in a manner that benefits the community and the world. These two organizations are strong examples of this. There are many organizational benefits of socially conscious properties. Aside from just the pleasure in giving back to the community, you so gain improved public image, increased customer engagement, and brand awareness. You also gain more employee engagement which can boost morale and have better results in reaching overall organizational goals. I believe that SNHU Pet Supply Company can really benefit from adding a social responsibility policy. One policy that can be put in place is a program to donate a dollar amount of purchases to animal shelters and sponsor adoption events. By doing this you are engaging with local shelters and achieving improved public mission and by sponsoring adoption events you are boosting brand recognition. SNHU has stated previously that they hire animal loving employees, so this goes a long way with employees as well. Sources: https://www.toms.com/us/impact.html https://www.thebodyshop.com/en-us/about-us/our-story/brand-purpose/a/a00003 Soomo Learning (2020) Ma. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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