Social business in multinational corporations: an analysis of marketing practices
DOI:
https://doi.org/10.18568/1980-4865.12176-90Keywords:
Multinational Corporations, Marketing Strategy, Corporate Social Responsibility, Social Business, Low-Income MarketsAbstract
Social business (SB) as a category of organization that seeks to create long-term economic and social value for the majority of the people has attracted the attention of policy-makers, practitioners, and scholars. Some authors highlight the role that multinational corporations (MNCs) have in mitigating social and environmental problems by offering products and services to meet the demands of lower-income populations. Based on a discussion of social business and such initiatives inside MNCs, this article investigates how the Brazilian subsidiaries of two large MNCs (Coca-Cola and Danone) are performing SB in a developing country. More specifically, we focused on how they are using their marketing know-how to achieve the desired results. The cases were chosen based on their global relevance, reach, and representativeness in SB efforts. Our study has shown that their social initiatives are linked to the corporate mission, values and strategies, and that they aim to achieve social transformation in connection to their core business. Our goal is to contribute both to academic research and to future initiatives in Brazil and other developing countries.
Downloads
References
▪ Agafonow, A., & Donaldson, C. (2015). The economic rationale behind the social business model: A research agenda. Social Business, 5(1), 5-16.
▪ Austin, J., Stevenson, H., & Wei-skillern, J. (2006). Social and commercial entrepreneurship: Same, different, or both? Entrepreneurship Theory and Practice, 30(1), 1.22.
▪ Bardin, L. (2007). Análise de conteúdo. 4 ed. Lisboa: Edições 70.
▪ Barki, E., Izzo, D., Torres, H., & Aguiar, L. (2013). Negócios com impacto social no Brasil. São Paulo: Editora Peirópolis.
▪ Bocken, N.M.P., Fil, A. & Prabhu, J. (2016). Scaling up social businesses in developing markets. Journal of Cleaner Production, Volume 139, 15 December. (pp. 295–308).
▪ Cavusgil, S. T., Knight, G., Riesenberger, J. R., Rammal, H. G., & Rose, E. L.(2014). International business. Pearson Australia.
▪ Chu, M. (2007). Commercial returns at the base of the pyramid. Innovations: Technology, Governance, Globalization, v. 2, n. 1-2, p. 115-146.
▪ Coca-Cola (2013). <http://us.coca-cola.com/home/>. Access: Jan 15, 2013
▪ Cohen, B., & Winn, M. I. (2007). Market imperfections, opportunity and sustainable entrepreneurship. Journal of Business Venturing, 22(1), 29-49.
▪ Comini, G., Barki, E., & Aguiar, L. T. D. (2012). A three-pronged approach to social business: a Brazilian multi-case analysis. Revista de Administração (São Paulo), 47(3), 385-397.
▪ Cukier, W., Trenholm, S., Carl, D. & Gekas, G. (2011).Social entrepreneurship: a content analysis. Journal of Strategic Innovation and Sustainability, 7, pp. 99–119.
▪ Danone Brasil (2014). . Access: Jan 10, 2015.
▪ Dees, J. The meaning of social entrepreneurship. Boston: Harvard Business School, 1998
▪ Defourny, J., & Nyssens, M. (2010). Conceptions of social enterprise and social entrepreneurship in Europe and the United States: Convergences and divergences. Journal of social entrepreneurship, 1(1), 32-53.
▪ Doellinger, C. V. & Cavalcanti, L. (1975). Empresas multinacionais na indústria brasileira. Rio de Janeiro: IPEA/INPES.
▪ Doherty, B., Haugh, H., & Lyon, F. (2014). Social enterprises as hybrid organizations: A review and research agenda. International Journal of Management Reviews, 16(4), 417-436.
▪ Época Negócios (2007).O Estilo Danone. <http://epocanegocios.globo.com/Revista/Epocanegocios/0,,EDG77938-8374-5,00.html>. Access: Jan 15, 2014.
▪ Fischer, R. M., & Comini, G. (2012). Sustainable development: from responsibility to entrepreneurship. Revista de Administração (São Paulo), 47(3), 363-369.
▪ Ghalib, A., Hossain, F., & Arun, T. (2009). Social responsibility, business strategy and development: the case of Grameen-Danone Foods Limited. Australasian Accounting Business & Finance Journal, 3(4), 0_1.
▪ Godoy, A. S. (1995).Introdução à pesquisa qualitativa e suas possibilidades. Revista de Administração de Empresas, v. 35, n. 2, mar./abr.
▪ Hart, S. (2006).Capitalism at the crossroads: the unlimited business opportunities in solving the world's most difficult problems. New Jersey:
▪ IRIS, 2009 IRIS. Impact Reporting & Investment Standards. 2009. <http://iris.thegiin.org/>. Access: May 10, 2014.
▪ Khanna,T. & Palepu, K. (2006). Emerging giants: building world-class companies in developing countries. Harvard Business Review, Boston, v.84, n.10, p.60-69.
▪ Kiss, A. N., Danis, W. M., & Cavusgil, S. T. (2012). International entrepreneurship research in emerging economies: A critical review and research agenda. Journal of Business Venturing, 27(2), 266-290.
▪ Kotler, P.(2010). Marketing 3.0. Rio de Janeiro: Editora Elsevier.
▪ Lakatos, E. M., & Marconi, M. D. A. (2010). Fundamentos da metodologia científica. In Fundamentos da metodologia científica. Altas.
▪ Lepoutre, J., Justo, R., Terjesen, S. & Bosma, N. (2013). Designing a global standardised methodology for measuring social entrepreneurship activity: the Global Entrepreneurship Monitor social entrepreneurship study. Small Business Economics, 40, pp. 693–714.
▪ London, T. & Hart, S. (2011). Next generation business strategies for the base of the pyramid. New Jersey: Pearson Education.
▪ Melo Neto, F. P. & Froes, C. (2002). Empreendedorismo social: a transição para a sociedade sustentável. Qualitymark Editora Ltda.
▪ Moura, A., Comini, G., & Teodosio, A. D. S. D. S. (2015). The international growth of a social business: a case study. Revista de Administração de Empresas, 55(4), 444-460.
▪ Porter, M. E., & Kramer, M. (2011). Creating shared value: Redefining capitalism and the role of the corporation in society. Harvard Business Review, Jan.
▪ Prahalad, C. K. (2006). The fortune at the bottom of the pyramid: eradicating poverty through profits. Wharton School Publishing.
▪ Prahalad, C. K., & Hammond, A. (2002). Serving the world's poor, profitably. Harvard Business Review, 80(9), 48-59.
▪ Prahalad, C.K.& Hart, S. (2002). The fortune at the bottom of the pyramid. Strategy + Business, New York, v.1, n.26, p.1-14.
▪ Reficco, E. L. (2010). Negocios inclusivos y responsabilidad social: un matrimonio complejo. Debates IESA, v. 15, n. 3.
▪ Rosolen, T., Tiscoski, G. P., & Comini, G. M. (2014). Empreendedorismo social e negócios sociais: Um estudo bibliométrico da produção nacional e internacional. Revista Interdisciplinar de Gestão Social, 3(1).
▪ Roy, M.J., O’Connor, C.H., McHugh, N., Biosca, O., & Donaldson, C. (2015). The New Merger: Combining Third Sector and Market-Based Approaches to Tackling Inequalities. Social Business, 5(1), 47-60.
▪ Sachs, J. (2005). The end of poverty: how we can make it happen in our lifetime. New York: Penguin.
▪ Seelos, C., & Mair, J. (2005). Social entrepreneurship: Creating new business models to serve the poor. Business Horizons, 48(3), 241-246.
▪ Spiess-Knafl, W., Mast, C., & Jansen, S. A. (2015). On the nature of social business model innovation. Social Business, 5(2), 113-130.
▪ The Guardian (2017), 'We Are All Entrepreneurs': Muhammad Yunus on changing the world, one microloan at a time. Available at: https://www.theguardian.com/sustainable-business/2017/mar/29/we-are-all-entrepreneurs-muhammad-yunus-on-changing-the-world-one-microloan-at-a-time
▪ Tracey, P., Phillips, N., & Jarvis, O. (2011). Bridging institutional entrepreneurship and the creation of new organizational forms: A multilevel model. Organization science, 22(1), 60-80.
▪ Weerawardena a, J., & Mort, G. S. (2006). Investigating social entrepreneurship: A multidimensional model. Journal of World Business, 41, 21–35.
▪ YIN, R. K. Estudo de caso: planejamento e métodos. Porto Alegre: Bookman, 2010.
▪ Yunus, M. (2004). Banker to the Poor: Micro-Lending and the battle against world poverty. Perseus Book.
▪ Yunus, M. (2008). Creating a World Without Poverty: Social Business and the future of Capitalism. Global Urban Development Magazine Volume 4, Issue 2 – November 2008.
▪ Yunus, M., Moingeon, B., & Lehmann-Ortega, L. (2010). Building social business models: lessons from the Grameen experience. Long Range Planning, 43(2), 308-325.
Downloads
Published
How to Cite
Issue
Section
License
- The author(s) authorize the publication of the article in the journal;
- The author(s) ensure that the contribution is original and unpublished and is not being evaluated in other journal(s);
- The journal is not responsible for the opinions, ideas and concepts expressed in the texts because they are the sole responsibility of the author(s);
- In case an article will be approved for publication, the author will sign the term of Cession of Copyright to the journal, according to the download form.
