The Dove Campaign for Real Beauty - Pearson

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Chapter 2 Sustainable marketing: marketing ethics and social responsibilityMeanwhile Alasdair MacIntyre looks back to the Aristotelian idea that weshould concentrate less on the individual and more on people and what is goodfor society.…2.2SOURCES: J. Ackrill, Aristotle and the Philosophers (Oxford, 1981); G. Kerner, Three Philosophical Moralists(Oxford, 1990); A. MacIntyre, A Short History of Ethics (Routledge, 1987); D. Robinson and C. Garratt, Ethics forBeginners (Icon, 1996); B. Russell, A History of Western Philosophy (Oxford, 1945); P. Singer, Practical Ethics(Oxford, 1993); Lynn Sharp Paine, Value Shift (McGraw-Hill, 2003).Although bribes and kickbacks are illegal in many countries, they are standard business practicein many others. One recent study found that companies from some nations were much morelikely to use bribes when seeking contracts in emerging-market nations. The most flagrant bribepayingfirms were from Russia and China, with Taiwan and South Korea close behind. Othercountries where corruption is common include Turkmenistan, Bangladesh and Chad. The leastcorrupt were companies from Iceland, Finland, New Zealand and Denmark. 42“Although bribes and kickbacks are illegal in many countries, they are standardbusiness practice in many others.Across the globe, national cultures naturally impose different standards of behaviour onindividuals and organisations. In the EU, each market sector in each country is still characterisedby a mixture of accepted commercial practices, codes of practice and formalised legislation. Whatis considered an acceptable practice in one country may be illegal in another. Although the EUseeks to move towards a pan-European business ethics policy and codes of conduct, that day isstill some way off.The question arises as to whether a company must lower its ethical standards to competeeffectively in countries with lower standards. The answer: no. For the sake of all the company’sstakeholders – customers, suppliers, employees, shareholders and the public – it is important tomake a commitment to a common set of standards worldwide. For example, the ethical code ofjeans manufacturer Levi Strauss forbids bribes, whether or not prevalent or legal in the foreigncountry involved.Many industrial and professional associations have suggested codes of ethics and many companiesare now adopting their own codes. Efforts have also been made to develop ‘global’ standards.“An example is the Social Accountability standard SA8000, an international certificationstandard that encourages organisations to develop, maintain and apply socially acceptablepractices in the workplace. It was created in 1989 by Social Accountability International (SAI), anaffiliate of the Council on Economic Priorities, and is viewed as the most globally acceptableindependent workplace standard. It can be applied to any company, of any size, in any part of theworld. The areas it addresses include forced and child labour, health and safety, freedom ofassociation and collective bargaining, discrimination, disciplinary practices, working hours,compensation and management systems. 43107
Part 1 Marketing nowCompanies are also developing programmes, workshops and seminars to teach managersabout important ethics issues and help them find the proper responses. They hold ethics workshopsand seminars and set up ethics committees. Furthermore, many companies have appointedhigh-level ethics officers to champion ethics issues and to help resolve ethics problems andconcerns facing employees.PricewaterhouseCoopers (PwC) is a good example. In 1996, PwC established an ethics officeand comprehensive ethics programme, headed by a high-level chief ethics officer. The ethicsprogramme begins with a code of conduct, called ‘The Way We Do Business’. PwC employeeslearn about the code of conduct and about how to handle thorny ethics issues in a comprehensiveethics training programme, called ‘Navigating the Grey’. The programme also includes an ethicshelpline and regular communications at all levels. ‘It is obviously not enough to distribute adocument,’ says PwC’s CEO, Samuel DiPiazza. ‘Ethics is in everything we say and do.’ Last yearalone, the PwC training programme involved 40,000 employees, and the helpline received over1,000 calls from people asking for guidance in working through difficult ethics dilemmas. 44Still, compliance rules, written codes and ethics training programmes do not guarantee ethicalbehaviour. Ethics and social responsibility require a total corporate commitment. They must be acomponent of the overall corporate culture. Ethics programmes or seminars for employees helpto imbue corporate ethics and codes of conduct among staff, while ethical and social audits maybe used to monitor and evaluate business conduct and to use the lessons to guide both policyand behaviour. In the final analysis, ‘ethical behaviour’ must be an integral part of the organisation,a way of life that is deeply ingrained in the collective corporate body.The future holds many challenges and opportunities for marketing managers. In this chapter,we have examined many important concepts involving marketing’s sweeping impact on individualconsumers, other businesses, our ecological environment and society as a whole.Companies that are able to create new customer value in a socially responsible way will have aworld to conquer.Sustainable marketingThe concept of sustainable marketing holds that an organisation should meet the needs of itspresent consumers without compromising the ability of future generations to fulfil their ownneeds. Figure 2.4 shows how sustainable marketing and the marketing concept are linked by thedimension of time. The marketing concept recognises that organisations thrive from day to dayFigure 2.4 SustainablemarketingThe businessNowFutureCustomerNowFutureMarketing conceptSocietal marketingconceptStrategic planningconceptSustainablemarketing concept108
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