Case Study: New Balance

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Introduction New Balance Athletic Shoe, Inc. (New Balance) is a company that sells and manufactures athletic shoes, apparels and accessories for men, woman, and children. It is the fourth largest shoe manufacturer in the world. The company was founded by William Riley and known as New Balance Arch Company. In 1972, James S. Davis purchased the company and renamed it to New Balance Athletic Shoe Company. The New Balance is a privately-held company headquarters is located in Brighton, Massachusetts and the company employs 4,100 people throughout the world. New Balance products are sold internationally through their operating divisions in the United Kingdom, Europe, Asia, and Canada. James S. Davis is current chairman and Robot DeMartini is the current President and Chief Executive Officer (CEO) of New Balance. (Market Line. 2014) In this New Balance Case study, it will discuss the company’s CSR strategy by using the corporate citizenship management framework (CCMF), analysis the strengths and weaknesses of some strategy and how the New Balance does is implementing Corporate Social Responsibility (CSR) strategy. Strengths and Weaknesses In order to understand the company’s corporate citizenship, New Balance Company use corporate citizenship management framework (CCMF) to understand the company’s strengths and weaknesses. It includes four interrelated domains which are overall governance, products and services, operations and community support. (Veleva V. 2010) Overall Governance The overall governance, the New Balance’s strength is value and integrity. People who work in the New Balance are proud what they are doing, and the company is committed to being responsible to their employees. Employees also feel personal accomplishment and pride in what the New Balance is doing. The company’s core value and mission are very apparent, but the company’s employees
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