The paper "Integrating Business Perspectives - Young Movers Company " is a perfect example of a business case study. This is a report that discusses the business concept of Young Movers Company established to trade in Fair Trade certified goods as a means to promote fairness and alleviate poverty. The company will also be involved in creative productions like plays and narratives to sensitize and create awareness about fair trade and its importance to poverty reduction. Fairtrade can be applied in empowering disadvantaged communities in an effort to fight poverty. The plight of workers, producers, and exporters in developing countries will also be highlighted during the production of creative works.
The report has seven distinct segments that elaborate on the inception, practices, and activities of Young Movers Company and the overall goal of the project. The introduction provides background information about the business concept and elaborates on the principles of fair trade. Part 2 provides the business concept analysis in detail by looking at various parts that make up the products being sold by the company which enhances fair trade. Part 3 looks at value proposition where positioning, customer targeted and needs of the customer are discussed.
Part 4 looks at delivering value where the creation of the business buzz and business value are discussed. Part 5 talks about the situation of the business where the organization form and the cost/benefit analysis have been explained. Part 6 is communicating value and Balance scorecard analysis has been used to discuss the business concept. The report winds up with recommendations explaining the importance of the business concept and how it can be expanded.
Sources consulted are found in the reference list. Introduction and background of the project report The majority of coffee beans in the world are produced in developing countries by small-scale farmers. The farmers possess very little bargaining power in the industry that is run by powerful and large international coffee companies hence they are compelled to accept and be contented by the unstable and low prices of the coffee beans. In the past ten years, prices have fallen to as low as 3 cents from the previous $ 3 with the farmer bearing the effect of this phenomenon.
Adams, C.; Neely A. & Kennerley M. 2007, Performance measurement frameworks: a review, Cambridge University Press, Cambridge, UK.
Boersma, F 2009, The urgency and necessity of a different type of market: the perspective of producers organized within the Fair Trade market, Journal of Business Ethics, 86:51-61.
Fraser, 2009, cited in Griffiths, P. (2012), Ethical Objections to Fairtrade, Journal of Business Ethics 105: 357–373
Gardiner, P. D., & Simmons, J. E. L 2003, Performance measurement tools: The balanced scorecard and the EFQM excellence model, Measuring Business Excellence 7 (1): 14–29.
Goodman, M.K., 2004, Reading fairtrade: political ecological imaginary and the moral economy of fairtrade foods, Political Geography 23(7): 891-915.
Irwin, D 2002, Strategy Mapping in the Public Sector, International Journal of Strategic Management, 35 (6): 563–672.
Jensen, M. C., 2001, Value maximization, stakeholder theory, and the corporate objective function, European Financial Management 7 (3): 297–318
Kaplan, R.S. & Norton, D. P 2008, The Execution Premium: Linking Strategy to Operations, Harvard Business School Press, Boston, MA.
Kellermans, WJ, Floyd F. W., Veiga S. W. & Matherne C., 2013, Strategic Alignment: A missing link in the relationship between strategic consensus and organizational performance, Strategic Organization 11 (3): 304–328.
Lawrie, GJG & Cobbold, I 2004, 3rd Generation Balanced Scorecard: Evolution of an effective strategic control tool, International Journal of Productivity and Performance Management 53 (7): 611–623.
Malina, M. A. & Selto, F. H., 2001, Communicating and Controlling Strategy: An Empirical Study of the Effectiveness of the Balanced Scorecard, Journal of Management Accounting Research 13: 47.
Moore, G., Gibbon, J., & Slack, R., 2006, The mainstreaming of Fair Trade: a macromarketing perspective, Journal of Strategic Marketing, 14, 329-352.
Moseley, W.G. 2008, Fair Trade Wine: South Africa’s Post-Apartheid Vineyards and the Global Economy, Globalizations, 5(2):291-304.
Muralidharan, R. 2004, A framework for designing strategy content controls, International Journal of Productivity and Performance Management 53 (7): 590–601.
Nicholls, A. & Opal, C. 2004, Fair Trade: Market-Driven Ethical Consumption, Sage Publications, London.
Porter, M. E., & Kramer, M. R. 2006, Strategy and Society: The Link between Competitive Advantage and Corporate Social Responsibility, Harvard Business Review 84, (12).
Raynolds, L.T., Murray, D.L., & Wilkinson, J. 2007, Fair Trade: The Challenges of Transforming Globalization, Routledge, London.
Reed, D. 2009, What do Corporations have to do with Fair Trade? Positive and normative analysis from a value chain perspective, Journal of Business Ethics, 86, (3-26) p. 12
Renard, M.C., 2003, Fair Trade: quality, market and conventions, Journal of Rural Studies 19: 87–96.
Utting, K., 2009, Assessing the impact of Fair Trade Coffee: Towards an Integrative Framework. Journal of Business Ethics, 86:127-149. p. 141.
Valkila, J.: 2009, Fair Trade organic coffee production in Nicaragua - Sustainable development or a poverty trap? Ecological Economics, 68, 3018-3025
Valkila, J., Haaparanta, P., & Niemi, N. 2010, Empowering Coffee Traders? The Coffee Value Chain from Nicaraguan Fair Trade Farmers to Finnish Consumers, Journal of Business Ethics, 97:257-270.