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Harvard Case - The Corporate Social Responsibility of TQLS Group in the Liangshan Prefecture (A)

"The Corporate Social Responsibility of TQLS Group in the Liangshan Prefecture (A)" Harvard business case study is written by Heli Wang, Bo He, Hongliang Zhang, Sin Mei Cheah. It deals with the challenges in the field of General Management. The case study is 14 page(s) long and it was first published on : Apr 22, 2019

At Fern Fort University, we recommend that TQLS Group implement a multi-pronged approach to its corporate social responsibility (CSR) strategy in the Liangshan Prefecture, focusing on sustainable development, community empowerment, and ethical business practices. This strategy should be deeply integrated into the company's core operations, leveraging its resources and expertise to create a positive impact on the region while fostering long-term business growth.

2. Background

This case study focuses on TQLS Group, a Chinese multinational corporation specializing in the production and distribution of textiles. The company is facing a dilemma regarding its CSR strategy in the Liangshan Prefecture, a poverty-stricken region in Sichuan Province. While TQLS Group has a long history of operating in the region, concerns about its impact on the environment and local communities have surfaced.

The main protagonists are Mr. Li, the CEO of TQLS Group, who is committed to the company's social responsibility but is also under pressure to deliver strong financial performance. He must navigate the complex landscape of stakeholder expectations, balancing the needs of the local community with the company's profitability and growth.

3. Analysis of the Case Study

Strategic Framework:

To analyze the case, we will utilize a Porter's Five Forces framework to understand the competitive landscape and a SWOT analysis to identify TQLS Group's internal strengths and weaknesses, as well as external opportunities and threats.

Porter's Five Forces:

  • Threat of New Entrants: Low, due to the high capital investment required for textile manufacturing and the established presence of TQLS Group.
  • Bargaining Power of Suppliers: Moderate, as TQLS Group relies on local suppliers for raw materials, but can leverage its scale to negotiate favorable prices.
  • Bargaining Power of Buyers: Moderate, as TQLS Group faces competition from other textile manufacturers, but its products are often differentiated by quality and sustainability.
  • Threat of Substitute Products: Moderate, as consumers have access to various clothing options, including synthetic materials and imported goods.
  • Competitive Rivalry: Moderate, with several domestic and international textile companies competing in the Chinese market.

SWOT Analysis:

  • Strengths: Strong brand reputation, established manufacturing infrastructure, access to local resources, and a dedicated workforce.
  • Weaknesses: Environmental concerns, potential for labor exploitation, limited social impact initiatives, and a lack of transparency in its operations.
  • Opportunities: Expanding into new markets, leveraging technology for efficiency and sustainability, strengthening community partnerships, and promoting ethical sourcing practices.
  • Threats: Environmental regulations, labor rights activism, competition from low-cost manufacturers, and fluctuations in global demand.

Key Findings:

  • TQLS Group has a strong foundation for sustainable growth in the Liangshan Prefecture, but it needs to address its environmental and social impact concerns.
  • The company can leverage its resources and expertise to create positive change in the region, leading to improved brand image, increased customer loyalty, and enhanced employee engagement.
  • Implementing a comprehensive CSR strategy is crucial for TQLS Group to navigate the complex landscape of stakeholder expectations and ensure long-term business success.

4. Recommendations

1. Develop a Sustainable Development Strategy:

  • Invest in cleaner production technologies: Implement energy-efficient equipment, reduce water consumption, and minimize waste generation.
  • Promote sustainable sourcing: Partner with suppliers who adhere to ethical and environmentally responsible practices.
  • Implement a comprehensive environmental management system: Conduct regular environmental audits, monitor pollution levels, and comply with all relevant regulations.
  • Collaborate with local communities: Engage in dialogue with stakeholders, address their concerns, and seek their input on environmental initiatives.

2. Empower the Local Community:

  • Invest in education and training programs: Provide vocational training opportunities to local residents, equipping them with skills for employment in the textile industry.
  • Support local businesses and entrepreneurs: Create opportunities for local businesses to supply goods and services to TQLS Group, fostering economic growth in the region.
  • Promote community development projects: Invest in infrastructure improvements, healthcare facilities, and social programs to improve the quality of life for local residents.
  • Implement a fair labor policy: Ensure fair wages, safe working conditions, and respect for workers' rights.

3. Enhance Ethical Business Practices:

  • Establish a robust code of conduct: Clearly define ethical standards for all employees, suppliers, and business partners.
  • Implement a transparent and accountable governance structure: Establish independent oversight mechanisms to ensure compliance with ethical standards and responsible business practices.
  • Promote diversity and inclusion: Create a workplace culture that values diversity and fosters a sense of belonging for all employees.
  • Engage in proactive stakeholder engagement: Establish open communication channels with stakeholders, including local communities, NGOs, and government agencies.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core competencies and consistency with mission: TQLS Group's core competencies in manufacturing, distribution, and supply chain management can be leveraged to create a positive impact on the region. This aligns with the company's mission of sustainable growth and social responsibility.
  • External customers and internal clients: By addressing environmental and social concerns, TQLS Group can attract environmentally conscious customers and retain loyal employees who value ethical business practices.
  • Competitors: Implementing a comprehensive CSR strategy can differentiate TQLS Group from competitors, enhancing its brand image and attracting investors.
  • Attractiveness ' quantitative measures: The recommendations are expected to generate positive returns on investment through improved efficiency, reduced environmental costs, and enhanced brand value.
  • Assumptions: These recommendations assume that TQLS Group is committed to long-term sustainability and is willing to invest in its CSR initiatives.

6. Conclusion

By implementing a multi-pronged CSR strategy that prioritizes sustainable development, community empowerment, and ethical business practices, TQLS Group can create a positive impact on the Liangshan Prefecture while enhancing its long-term business success. This approach will foster a more sustainable and equitable future for the region and solidify TQLS Group's reputation as a responsible and ethical corporate citizen.

7. Discussion

Alternative Options:

  • Minimal CSR engagement: This option would involve TQLS Group focusing solely on maximizing profits with minimal attention to its social and environmental impact. This approach could lead to negative consequences for the company's reputation and long-term sustainability.
  • Limited CSR initiatives: This option would involve TQLS Group implementing a few isolated CSR programs without a comprehensive strategy or commitment to long-term impact. This approach could be seen as superficial and ineffective.

Risks and Key Assumptions:

  • Implementation challenges: Implementing a comprehensive CSR strategy requires significant investment, commitment from leadership, and effective communication with stakeholders.
  • Resistance to change: Some stakeholders may resist changes to TQLS Group's operations, particularly those who prioritize short-term profits over long-term sustainability.
  • Lack of transparency and accountability: Without a robust governance structure and transparent reporting mechanisms, TQLS Group's CSR initiatives could be perceived as disingenuous.

8. Next Steps

  • Form a CSR task force: Assemble a team of experts from various departments to develop and implement the CSR strategy.
  • Conduct a stakeholder analysis: Identify key stakeholders and their expectations regarding TQLS Group's CSR initiatives.
  • Develop a comprehensive CSR plan: Outline specific goals, objectives, and action plans for each aspect of the CSR strategy.
  • Allocate resources and budget: Secure funding and allocate resources for the implementation of CSR initiatives.
  • Monitor and evaluate progress: Track the impact of CSR initiatives and make adjustments as needed.

By taking these steps, TQLS Group can effectively implement its CSR strategy, creating a positive impact on the Liangshan Prefecture and fostering long-term business growth.

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Case Description

This case study describes Tieqilishi (TQLS) Group's corporate social responsibility initiative in the Liangshan Yi Autonomous Prefecture in Sichuan, China. Case A, set in 2016, describes the poverty-stricken Liangshan prefecture. Famous for 'cliff villages' (villages on top of high mountains accessible only via ladders on steep cliffs), Liangshan had the largest population of Yi ethnic people, who lived in the autonomous region governed by their own set of traditional customary laws. Inhabiting remote mountainous areas, the isolated Yi people were plagued by poverty, illiteracy, drug abuse and AIDS. Lei Wenyong, Chairman and Founder of TQLS, had to decide whether TQLS should participate in the poverty alleviation program at Liangshan. Headquartered in Chengdu, Sichuan, TQLS was a leading enterprise in China's agriculture industry, specialising in animal husbandry and the production of animal feed and processed food. TQLS had a history of making charitable contributions to society in the past, but investing in Liangshan would require careful consideration.Case B traces TQLS senior management's decision to proceed with the development of a pig farming industry in Liangshan in 2016, and the many challenges they faced along the way, such as stringent environmental regulations, delays in obtaining government loans, poor transport infrastructure and manpower shortages. Case C is set in 2017, and describes the short- and long-term measures undertaken by TQLS to overcome those challenges. The company's CSR projects in Liangshan proceeded well, and were marked by the co-founding of the Liangshan Commercial Poverty Alleviation Institute with the local government, collaborations with universities, setting up of training centres and Yi Cultural Study Centres, and plans to build primary schools in the villages. In this final part of the case, Lei came to the realisation that a more effective poverty reduction approach could be achieved through collaboration with other companies.

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