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SecB Grp11 SharedVAlue
SecB Grp11 SharedVAlue
STRATEGIC MANAGEMENT
CREATING SHARED VALUE
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Introduction
Shared value is not about sharing the value already created by firmsa redistribution approach. A shared value perspective, instead, focuses on improving growing techniques and strengthening the local cluster of supporting suppliers and other institutions in order to increase farmers efficiency, yields, product quality, and sustainability. - Michael Porter Shared value, contrary to its literal meaning of sharing (redistributing) the profits, is about expanding the pie for all the stakeholders .It has been defined as a set of policies and operating practices that enhance the competitiveness of a company, while simultaneously advancing the socio-economic conditions in the communities in which it operates [1] . Traditionally, the interaction of businesses with the society has been of a transactional nature .It is considered as a zero sum game. Businesses are considered as creating value to the society by the products they create, and the employment provided to society (the circular economy model). And over reliance on short term and narrow performance measures has led not only to sustainability issues, but ethical issues as well [2] . In such a business model with increasing commoditization of products and services, companies look towards creating value for the society as an expense in P&L account. Some companies may prefer to outsource the work to NGOs and use PR techniques such as Corporate Social Responsibility (CSR, which, as shown ahead, is very different from shared value approach). Governments also punish companies for not doing enough, by imposing taxes and regulations (a process referred to as internalizing the externalities [1]) ,which further reduces profitability . The philosophy of shared value is based on the fact that it is possible for companies to turn the threat of social value into an opportunity for gaining competitive advantage. Under this approach, creating socioeconomic value is not perceived as a trade-off to profitability, but a means to create a distinctive value proposition .It emphasizes that
addressing social constraints ,when properly channelized for profitability can deliver benefits greater than the costs . It focuses on increasing the size of the pie, rather than just attempting to grab a larger slice of it. 3 generic strategies have been suggested for creating shared value [1]:
1. Reconceiving products and markets: This approach involves
creating new or improved products, and enabling access to these. An example would be the Microfinance industry .Originally started as a not-for-profit initiative by M. Yunus, it has spawned an NBFC industry in India (e.g. SKS Microfinance). 2. Redefining productivity in the value chain: It emphasizes operational efficiency, or increased return from existing resources (such as HR) to yield cost savings and increased productivity. A prominent example is HULs project Shakti. 3. Enabling Local Cluster Development: This approach emphasizes building a pool of capability to improve the operating environment .For example, ITC was able to reduce its transaction costs of dealing with farmers (for procurement) by its e-Choupal initiative, which became the worlds largest rural digital infrastructure by 2012 .It was an IT enabled marketplace, which helped in reducing information asymmetry and enabled ITC to procure from the farmers directly. It was estimated that it saved approximately $6 per metric ton of produce for farmers and ITC.
publicizing it internally and externally, and embedding it in core processes such as strategic planning and budgeting. This establishes a culture that unleashes the best in employees and helps mobilize external partners that have similar goals. Thus, while the company gains publicity and coverage from conducting various CSR activities, shared value can help the company gain sustainable competitive advantage over its rivals.
violated, any negative financial impact on the firm of cultivating social value will be muted. The ability to collaborate and innovate are often the true drivers of cultivation.
OUTSIDE-IN APPROACH In the Outside - In approach to shared value creation, the company looks at its external environment to look for shared value opportunities and then utilizes such opportunities to create a strategic impact. HULs Project Shakti is one such example where the company which realized the immense potential of rural India and leveraged it to create an efficient distribution network which is still a source of competitive advantage for the company.
Fair Competition Regulatory climate Transparency Meritocracy IP Protection
Competitive Context
Efficient infrastructure Efficient access to capital Availability of tech Availability of sustainable resources Availability of HR
Local demands Characteristic of Market HUL Exploited this dimension for project Shakti
Input Conditions
educators work closely with village leaders and local non governmental organizations to educate residents of rural communities about the benefits of healthy lifestyles, raising awareness and simultaneously creating demand for effective medicine. To ensure continuity of supply to local pharmacies, Novartis has established new distribution networks that are capable of supplying even the most remote locations. In addition to reconceiving its products and markets, Novartis is also strengthening its competitive context by working with international and local financial institutions to make infrastructure loans available to rural healthcare practitioners. Such loans allow local health practitioners to set up facilities, increasing the number of patients who can seek quality healthcare services and thus the market for medicine. Before Nestle launched Maggi Masala-ae-Magic, a micronutrientreinforced spice product priced for low-income consumers in India at three rupees, researchers at the company studied the nutritional situation and the most prevalent micronutrient deficiencies in the country. They discovered that 70% of children under the age of three and 57% of women suffered from anemia. They then visited 1,500 poor households to understand cooking customs and diets, and realized that spicesthe most commonly used itemoffered an optimal vehicle for hiding the bad taste of crucial micronutrients: iron, iodine, and vitamin A. Following an intense period of development and the upgrading of manufacturing lines, Nestl launched the product. In just three years, the company sold 138 million servings of Masalaae- Magic, using both existing and new nonprofit distribution channels to reach the most remote and affected areas of India. In 2009, General Electric (GE) launched Healthymagination, a bold commitment to invest $6 billion by 2015 to develop 100 new, more affordable, and simpler products that address severe health issues. In India, one of the severe health issues the company aimed to address was infant mortality. GEs R&D engineers spent months reinventing their incubator and managed to bring the price down to an impressive $2,000 10 percent of the original. However, this was still too expensive. It was then that
GE chanced upon Embrace, a social enterprise born out of a Stanford Design class that had radically rethought the solution to the problem. Bearing no resemblance to a traditional incubator, Embraces solut ion was fashioned as a sleeping bag with a pouch for a heating pad. The pad which could be warmed by an electric or water warmer in 20 minutes could keep the baby warm for 4-6 hours. Most importantly, this came at just $200 or 1 percent the price of GEs original incubator. Portable, affordable and practical, it was the perfect solution to the problem.
HUL share price since 2000 when Project Shakti was launched
issues overnight. Its use would be important to create value for companys shareholders. Also the approach towards Shared Value would vary from company to company, while some would depend on innovative ideas and solutions, others would use existing resources to create such an impact.
CRITICISMS
While many corporates have enthusiastically taken to the idea of Shared Value but many critics doubt over its ability to be the next big idea. There is also a striking similarity between shared value and Jed Emerson' s concept of blended value, in which firms seek simultaneously to pursue profit and social and environmental targets. There is also an overlap with Stuart Hart' s 2005 book, Capitalism at the Crossroads. While shared value as the critics point out is a buzzword, a lot of work still has to go into it to make it a winning business strategy.
References
1. Porter, Michael E., and Mark R. Kramer. " Creating shared value." Harvard business review 89.1/2 (2011): 62-77. 2. Handy, Charles. " What is a business for?" Harvard business review 80.12 (2002): 48-55. 3. Maltz, Elliot; Schein, Steve, Cultivating Shared Value Initiatives: A Three Cs Approach, Journal of Corporate Citizenship, Volume 2012, Number 47, September 2012 , pp. 55-74(20)