Director of Media Sargent likes the idea of an open CSR communication to

Director of media sargent likes the idea of an open

This preview shows page 3 - 4 out of 6 pages.

Director of Media, Sargent, likes the idea of an open CSR communication to promote all the brands under one umbrella company as opposed to promoting just individual SKU items. It shows that Dannon cares what consumers care about. Sargent also fears taking away funds from brand marketing and is personally concerned about greenwashing allegations by critics if Dannon jumps too quickly in its CSR campaign. VP of Human Resources, Cicio, is concerned about greenwashing and the measurability of return on investments as well. He recommends community grassroot advertising instead of a grand scale open CSR campaign. He is not fully aware how an open CSR campaign connects to company profits although he admits that it may create an emotional connection with consumers that can lead to increased loyalty over time in much the same way it has attracted and retained talented human resources for the firm. The manager of CSR and Dannon Institute, Binney, fears that an open CSR communication may take valuable resources away from the firm. Although she believes that CSR is good for employee retention, Binney asserts that an open CSR communication to the public already exists. She cites Dannon Care Website and Dannon Next Generation Nutritional Grants as examples already in the public eye. Personally, she believes that Dannon could have exploited their own CSR efforts externally to benefit and support the business. Dannon had maintained a strong internal commitment focused on social responsibilities that has defined its culture. CSR was not a standalone focus area, but ingrained into the company’s overall mission of “bringing health through food to as many people as possible” and that its CSR activities are “not done for the wrong reasons, it’s really done from the heart.” Social responsibility was just as fundamental to Danone’s purpose as its economic performance. This was referred to as the “double project” and stipulated an equal respect for the social impacts and financial results of business decisions. When Riboud communicated Danone’s dual commitment to economic performance and social responsibility all the way back in 1972, the firm had solidified its position as a firm committed to keeping CSR agenda part of their DNA. Decades later the same enthusiasm regarding its “double project” culture is still very much alive and thriving within Danone and Dannon. Three of the executives interviewed by Neuwirth, had suggested that any public relation campaign of its CSR may open Dannon to criticism as greenwashing its CSR programs. However, because its CSR has had a rich history and because Dannon and its parent company, Danone, share the same CSR DNA, any claims or threats by critics can be quickly laid to rest. It is important to note that, despite the reluctance of the executives to communicate Dannon's CSR, each one was proud of the work that Dannon does, and that communicating CSR would be ideal if it were practical. Ultimately, the executives insisted that
Image of page 3
Image of page 4

You've reached the end of your free preview.

Want to read all 6 pages?

  • Summer '17
  • Corporate social responsibility, yoghurt, Groupe Danone, Dannon, Isaac Carasso, Franck Riboud

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture

Stuck? We have tutors online 24/7 who can help you get unstuck.
A+ icon
Ask Expert Tutors You can ask You can ask You can ask (will expire )
Answers in as fast as 15 minutes