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Case
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Reference no. SKS112
Spanish language
Published by: Social Enterprise Knowledge Network
Originally published in: 2011
Version: 25 March 2011
Revision date: 14-Sep-2011
Length: 24 pages
Data source: Published sources

Abstract

This is a Spanish version. In 2006, Alpina had processing facilities in Colombia, Ecuador and Venezuela and its products were distributed in 34 countries. With annual sales of nearly $275 million, it was one of the largest private dairy companies in the Andean region. Alpina's social initiatives began early in the organization's history. The founders of the company and the families that were involved in its operations created a work environment in which the needs of stakeholders were a priority. As the company grew, there were changes in its ownership structure. Yet, in 2006, the owners of Alpina, Inc were still a relatively small number of family investors. With growth there was also an expansion of social initiatives, which were carried out in different areas. Between 2002 and 2006, the Human Resources Department initiated a series of actions to consolidate social responsibility (SR) activities and to achieve greater impact. These efforts fell short when, in 2006, upon implementing a new corporate model, the Executive Committee began to question the purpose and scope of these social activities. The case puts the students in the place of Juan Pablo Fernandez who, after three years in the company, was named Vice-President of Marketing. The Executive Committee gave his office the task of preparing a proposal to increase Alpina's social impact and established a limit on the amount of resources available for these activities. The information provided in the case allows the student to study and analyze two paths. One possibility was to expand the activities carried out by the company up until that point, which were aligned to varying degrees with the commercial activities of the company but were generally incorporated into the value chain. This was the path chosen by others in the industry and it would allow the company to tackle different risks and inefficiencies that affected the company's overall performance. On the other hand, there was the possibility of creating the Alpina for Nutrition Foundation, which would help avoid the criticism of benefiting from the unsatisfied nutritional needs of the poorest part of the population. In the role of Fernandez, the student must decide which of these two directions the company should take and to propose how best to make it happen.
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Abstract

This is a Spanish version. In 2006, Alpina had processing facilities in Colombia, Ecuador and Venezuela and its products were distributed in 34 countries. With annual sales of nearly $275 million, it was one of the largest private dairy companies in the Andean region. Alpina's social initiatives began early in the organization's history. The founders of the company and the families that were involved in its operations created a work environment in which the needs of stakeholders were a priority. As the company grew, there were changes in its ownership structure. Yet, in 2006, the owners of Alpina, Inc were still a relatively small number of family investors. With growth there was also an expansion of social initiatives, which were carried out in different areas. Between 2002 and 2006, the Human Resources Department initiated a series of actions to consolidate social responsibility (SR) activities and to achieve greater impact. These efforts fell short when, in 2006, upon implementing a new corporate model, the Executive Committee began to question the purpose and scope of these social activities. The case puts the students in the place of Juan Pablo Fernandez who, after three years in the company, was named Vice-President of Marketing. The Executive Committee gave his office the task of preparing a proposal to increase Alpina's social impact and established a limit on the amount of resources available for these activities. The information provided in the case allows the student to study and analyze two paths. One possibility was to expand the activities carried out by the company up until that point, which were aligned to varying degrees with the commercial activities of the company but were generally incorporated into the value chain. This was the path chosen by others in the industry and it would allow the company to tackle different risks and inefficiencies that affected the company's overall performance. On the other hand, there was the possibility of creating the Alpina for Nutrition Foundation, which would help avoid the criticism of benefiting from the unsatisfied nutritional needs of the poorest part of the population. In the role of Fernandez, the student must decide which of these two directions the company should take and to propose how best to make it happen.

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