Accept constructive criticism from customers and other stakeholders Explain and

Accept constructive criticism from customers and

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Accept constructive criticism from customers and other stakeholders.Explain and take appropriate action regarding significant product or service risks, component substitutions or other foreseeable eventualitiesthat could affect customers or their perception of the purchase decision.Disclose list prices and terms of financing as well as available price deals and adjustments.Citizenship—to fulfill the economic, legal, philanthropic, and societal responsibilities that serve stakeholders. To this end, we will: Strive to protect the ecological environment in the execution of marketing campaigns.Give back to the community through volunteerism and charitable donations.Contribute to the overall betterment of marketing and its reputation.Urge supply chain members to ensure that trade is fair for all participants, including producers in developing countries.(Kotler 135)
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IMPLEMENTATIONWe expect AMA members to be courageous and proactive in leading and/or aiding their organizations in the fulfillment of the explicit and implicit promises made to those stakeholders. We recognize that every industry sector and marketing sub-discipline (e.g., marketing research, e-commerce, Internet selling, direct marketing, and advertising) has its own specific ethical issues that require policies and commentary. An array of such codes can be accessed through links on the AMA Web site. Consistent with the principle of subsidiary (solving issues at the level where the expertise resides), we encourage all such groups to develop and/or refine their industry and discipline-specific codes of ethics to supplement these guiding ethical norms and values.Source: Reprinted with permission of the American Marketing Association, .PricewaterhouseCoopers (PwC) is a good example. In 2002, PwC established a globalethics office and a comprehensive ethics program, headed by a high-level global ethics officer. The ethics program begins with a code of conduct called “The Way We Do Business.” PwC employees learn about the code of conduct and about how to handle thorny ethics issues in comprehensive ethics training programs, which start when the employee joins the company and continue throughout the employee’s career. The program also includes an ethics help line and regular communications at all levels. “It is obviously not enough to distribute a document,” says PwC’s former CEO, Samuel DiPiazza. “Ethics is in everything we say and do.”38Still, written codes and ethics programs do not ensure ethical behaviour. Ethics and social responsibility require a total corporate commitment. They must be a componentof the overall corporate culture. According to DiPiazza, “I see ethics as a mission-critical issue . . . deeply embedded in who we are and what we do. It’s just as important as our product development cycle or our distribution system. . . . It’s about creating a culture based on integrity and respect, not a culture based on dealing with the crisis of the day. . . . We ask ourselves every day, ‘Are we doing the right things?’”39(Kotler 135-136)THE SUSTAINABLE COMPANY
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  • Winter '16
  • Simon P. Sigué
  • Marketing

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