Home About IUP Magazines Journals Books Archives
     
A Guided Tour | Recommend | Links | Subscriber Services | Feedback | Subscribe Online
 
Global CEO Magazine:
Corporate Philanthropy as a New Business Model : A Case Study on ITC
 
:
:
:
:
:
:
:
:
:
 
 
 
 
 
 
 

There is a cycle of relationship between the society and business, in which the society sustains the business and business should sustain the society. Business owners have vehemently pushed aside philanthropy to the margin to such an extent that philanthropy and business are viewed as two different activities pursuing two discrete goals. Capitalism leaves no space for social spend and it propounds that the rat race for surplus in business, guides the society for its ultimate good and anything contrary would harm the society. This case study analyzes whether corporate philanthropy can be a new business model for ITC.

 
 
 

The important direct benefits of philanthropic activities that accrue to a business are goodwill in the neighborhood, good human resources (literacy and health programs), good ecosystem capable of bestowing renewable resources, building the source for raw material (like in social forestry), partnership (networking of farmers), data support for planning and management, etc. Indirect benefits to business are satisfaction for the owners and executives, goodwill with government and society, resource and synergy building for distant future, staying connected with the outside environment, dispelling a feeling of guilt accumulating out of prosperity, etc. While some philanthropic activities give direct benefits, others give indirect benefits. Social forestry for paper companies, health and literacy programs for labor-intensive manufacturing companies, craft training for craft companies, awareness building and information sharing for trading companies, watershed and resource conservation programs for agri-business companies, etc., are the activities that give direct benefits. Healthcare for the aged and disabled and tribes, literacy programs for women in tribal areas, donations for rare surgeries for the poor, donations for calamity-stricken communities, etc., are activities that give indirect benefits. Philanthropic activities can be classified into two categories, i.e., those with strategic importance (building network of producers and buyers) and the others without strategic importance (health programs for the old). The companies choose a mix of philanthropic activities, both of strategic and non-strategic nature, and those that give direct and indirect benefits. The sharp-headed management of companies that spend on philanthropy as a strategy for their future can be appreciated, since this approach is a win-win mode with high pay-offs. Those who spend without strategic orientation are actually in the lose-win mode. In the lose-win mode, the company loses and community benefits, that too to a moderate level. Corporate punchlines worldwide in a few of the following handpicked examples reflect the current orientation towards philanthropy. (Refer Exhibit I)

 
 
 

Global CEO Magazine, Corporate Philanthropy, Political Organs, Philanthropic Activities, Integrated Watershed Development, Women Empowerment, Community Development Program, Environmental Council, Indian Corporate Firms, Art and Literature, Emerging Trends, United Nations Development Program, UNDP, Integrated Watershed Development, Strategic Business Iinvestment.