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Abstract
Analyzes the company''s ultimate decision to sell Fair Trade coffee and subsequently work with other non-govermental organisations (NGOs) to ensure that small farmers receive a living wage, in an effort to live up to the standards Starbucks set for itself in the area of social responsibility. Provides a brief overview of the changing environment for corporations and NGOs. Discusses the battle between Global Exchange and Starbucks over Fair Trade, including factors that led to the confrontation between Global Exchange and Starbucks, Starbucks'' alternatives in the face of Global Exchange''s threat, Starbucks'' decision, and ensuing events. Also presents collaboration as a growing and important alternative to confrontation in business-NGO relations and offers seven lessons managers can take away from Starbucks'' experience.
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Abstract
Analyzes the company''s ultimate decision to sell Fair Trade coffee and subsequently work with other non-govermental organisations (NGOs) to ensure that small farmers receive a living wage, in an effort to live up to the standards Starbucks set for itself in the area of social responsibility. Provides a brief overview of the changing environment for corporations and NGOs. Discusses the battle between Global Exchange and Starbucks over Fair Trade, including factors that led to the confrontation between Global Exchange and Starbucks, Starbucks'' alternatives in the face of Global Exchange''s threat, Starbucks'' decision, and ensuing events. Also presents collaboration as a growing and important alternative to confrontation in business-NGO relations and offers seven lessons managers can take away from Starbucks'' experience.