THE STRATEGIC MANAGMENT

The Strategic Management

The Strategic Management

Question 1:

Our strategy for Values is to make sure that we operate our business so that the answer to that question is 'yes'. Our products are naturally inspired, free from animal testing and we design our processes to have as minimal an impact on the environment as we can. We aim to operate with care and respect for all those we affect, and everyone in the business is charged with ensuring that our business can be a force for social, as well as economic, good. (Bavaria, 1994, 102-111)

We are committed to running a commercially successful, sustainable business, and using resources responsibly with due regard for the needs of future generations. We do not believe that there is any conflict between commercial success and social or environmental responsibility. The greater our economic performance the more credible example we can set for other businesses, the wider ethical choice we can offer to consumers and the stronger our voice for the causes we champion. Strategy and principles

The Values strategy identifies the areas where we make the greatest social and environmental impact. It gives the direction, and identifies actions that we need to prioritise such as the increased efforts we are currently putting into addressing our impacts on climate change. (Bavaria, 1994, 102-111)

In 2006 a new set of Values Principles was published that clarify the Company's commitment to sustainable business. Workshops are being held for all global employees during 2007 and 2008 that will make sure all employees are fully conversant with the spirit as well as the detail of these principles. Our four regions are actively embracing this. For example, in the UK & ROI region stores are launching a principle a month linked to product launches and events to make sure that the Values come alive for all those who are talking to our customers. (Bavaria, 1994, 102-111)Choosing the issues to address

For a company with such a strong commitment and Values heritage, our stakeholders have high expectations. It is therefore crucial that we clearly communicate and prioritise the issues that we will address. If we try to do everything we will fail, but if we focus, we believe that we can make a real difference. We have therefore set a strategic direction that ensures that we do what we say and we say what we do, guided by the following criteria:

We use our global high street presence to champion causes which can make a real difference to our employees, customers and suppliers

We address issues where our operations have a direct negative impacts or can have a positive impact on people, animals or the environment

We look to our five Values to ensure we always live up to our historical commitments, but work towards holistic solutions, for example by balancing conflicting social benefits and environmental impacts where necessary

We do not believe in double standards. (Body, 1997, 33-41) Our initiatives are therefore determined by global frameworks, but implemented at the local level to ensure relevance ...