Amanco Case Study

Amoco strategy an example of “corporate social responsibility’ or “corporate self-interest”? Mango’s strategy is an example of corporate social responsibility.

Amoco came from a group who self-regulated social responsibility into its business model. Mango’s business model is also self-regulated and has opportunity to be recognized as a company with social concerns. It almost cannot be seen as a corporate self-interest, because Amoco addressed every step of their operation. Hey employed a birth-to-grave approach when looking at the effects it had on the social well-being of the people and the environment. Why has Roberto Salsas chosen to develop a strategy map and Balanced Scorecard to represent Mango’s triple bottom line objectives? He chose to develop this strategic map, so that his top, middle, and bottom manager can understand the directions that the company wants to go it. By developing this map, it is easier to adapt this strategy in the different regions and business units.

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Why did Salsas choose to modify the traditional strategy map/BBS format? Salsas didn’t think that the traditional strategy map clearly resented the triple bottom line concepts as a foundation for any value creation and competitive advantage. He thought by modifying the map, it would make it a clearer and more logical representation of the company’s strategy. What challenges does Salsas face with implementing Mango’s strategy? Salsa’s challenges will be getting the right people to champion such a strategy.

This falls a little into the Red Strategy of getting the right people, who understands, and buys into the strategy. The problem doesn’t Just lie with the people, but also with the different rules and isolations, and the languages in the different countries.

Trying to standardize the strategy would be a huge challenge, but it sounds like the created Local CSS first and tried to link it back to the company’s SC. In what ways is Amoco following a yellow’ strategy?

Amoco is a yellow strategy company, since they look to be considerate of the people. Their purpose and practice goes a long way in making sure that their actions address the needs of its community. Things like product awareness; they adapted a birth-to- grave approach on their products, vetting each step in the cycle to make sure that heir outputs weren’t detrimental to the community. With the people, they started Nothing, in ensuring that their employees were taken care of.

Even when they had to close a factory, the employees were given ample notice, so that the employees could find new Jobs.

We know in business that productivity goes down when you know that [Our days are numbered at a particular place, but the company doesn’t care about that dip in productivity, as far as the people are going to be k. Amoco, follows the Hollow strategy by being hugely considerate of the people, their surroundings, and their general well-being.