Month: January 2016

5 steps to a successful CSR strategy for SME s do good and talk about it!” When it comes to social responsibility in enterprises today, is not more long around philosophizes. There are now multiple activities in day-to-day business, which be can subsumed under CSR. More and more consumers access to products that plus have an ethical, social or ecological. It’s often only ad-hoc activities without an overall strategy. Most concepts to a successful CSR strategy have been designed for large companies. These concepts are difficult to perform, because the resources are often not available for SME’s.

What steps are so useful for a small or medium-sized companies on the way to a successful CSR strategy? 1 initial situation clarified as first you should clarify, for whatever reason you would like to implement a CSR strategy. If you are doing this for wrong reasons, be CSR measures often as pure Green-washing”debunks, which is very negative. Questions can be about: what I want to achieve. Why would I want to implement a CSR strategy? 2. fields of CSR activity along the value chain identify then you should identify fields of CSR activity in their industry. The fields of action should be identified along the entire value chain. To get a broad overview, this step in a phase of creativity, including external companies and drew people should be.

It also surveys can be carried out. Collect the ideas that already exist within the company. Nobody knows the problems and opportunities of the company better than your own employees. It is therefore important that you a involving the staff in the development of the strategy. They thus take full advantage of their knowledge and promote the necessary acceptance. Possible questions: what CSR issues are relevant in our industry? What do our customers? It’s important for our customers? Which one Opportunities open up for my company and my employees? How could I use the themes to my products, to change services? What new businesses open, the us can serve as a unique selling point compared to the competition? 3. CSR strategy formulated and a strategy 2, implement the results of step off can be formulated now, which is also feasible. Should what CSR fields of activity be taken into account. What activities/actions are? What are the objectives to be achieved? When this step especially on the definition of measurable objectives, which are defined with specific figures. 4. CSR activity communicate do good and talk about it”is a well-known phrase and should not be underestimated. It is important that you communicate your activities actively. This can happen for example in product catalogues, customer news, homepage and press releases. According to a recent study by Kepler solutions are the most effective communication media customer newspapers and brochures. Also the own employees is suited very well as a mouthpiece to your customers. Information on homepages are rarely perceived according to the study. 5. dialogue with stakeholders perform dialogues with your stakeholders and to make constructive feedback. This can be done E.g. through events. So you can learn from mistakes and to steadily improve. Conduct regular meetings, where the cycle starts from the front and new topics are being discussed.

competitive pricing, customer-oriented pricing proceedings, double-oriented price formation process BPO service belongs to the service and is characterized by its General properties, therefore Immateriality, individuality and Integrativeness of course. Here the immateriality refers not only to the created or to be created BPO service itself, but also on the effort needed for this creation (such as time consumption of employees), whose price is influenced by a number of factors (such as the effectiveness of the work and the opportunity cost of working hours of employees on weekends or national holidays, the specificity and the forcefulness of the perform service order, etc.) and is thus difficult to quantify. Therefore, it seems a traditional cost or input-oriented procedures, mainly used in pricing of goods to the application, to be not so attached as a competition or customer-oriented process service goods. Below are the last 2 procedures on BPO service set out and explained. When the competitive process, the prices or the competitor as a reference price or behavior behaviour will be used.

Here 2 aspects must be especially observed: first, unlike material goods, which can be sown in uniform shape and size, the BPO service even with the same vendor and with the same effort is not standardized. The affected BPO service provider and eligible competitors must have a similarity or identity in many price forming factors, so that the behavior of the reference really makes sense. Secondly, the causes of specific behavior of the selected competitor must be in context with the macro environment (in the whole industry or country or even the world market) and micro-environment analyses (by this competitor even) and considering the own strength or weakness in comparison to the competitors is to take an action in the same or opposite direction. When using customer-oriented procedure the pricing is based on certain buying behaviour of customers, so price orientation, quality orientation, or double orientation.