The paper "Coca-Cola’ s Stakeholders" is a perfect example of a business case study. Recent research findings reveal that corporate sustainability and responsibility (CSR) is the major aspect that determines the survivability and performance of any modern organization. To maintain, develop and benefit from its wide market coverage, Coca-Cola invests a lot of time and finances in ensuring that it meets its yearly-drafted CSR objectives. For instance, the management of the company set a decade-long objective to restore the water used by the company in the production of soft drinks by the year 2020.
2014 business reports show that the company has replenished more than 50% of the water on a global scale through the process of developing community-based water projects (Balmer 2014, p. 3). Apart from the water initiative, the company is actively engaged in empowering its stakeholders, contributing to charities, producing healthy drinks, among other CSR approaches. However, the emission of greenhouse gases remains a major obstacle to the fulfilment of CSR objectives. As such, this paper aims to present a case study of Coca Cola’ s CSR with respect to the company’ s stakeholders.
It will achieve its objective by analyzing the company’ s stakeholders, describing the company’ s stakeholder engagement, contextualizing the Coca Cola-United Nations Millennium Development Goals (UN MDGs) relationship and presenting the company’ s SWOT analysis. Stakeholder analysis Analysis of stakeholders refers to the process of finding the effect of a given outcome that results from the implementation of a given company’ s CSR project. In this regard, according to the 2012 sustainability report, the original framework of Coca Cola’ s stakeholder model consisted of employees, customers, consumers, local and international non-governmental organizations (NGOs/INGOs), government, suppliers, communities, and investors.
However, due to the necessity of performance, the company restructured stakeholders into constituencies consisting of employees, customers, suppliers, consumers and communities; Pressure groups consisting of investors; regulators consisting of the government and INGOs/NGOs (Hastings & Domegan, 2013, p. 67).
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