Contact us
 |
customer@davidpublishing.com |
 |
3275638434 |
 |
 |
| Paper Publishing WeChat |
Useful Links
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License
Article
Shared Value in Practice: TOMS Business Model
Author(s)
Katarzyna Bachnik, Justyna Szumniak-Samolej
Full-Text PDF
XML 3777 Views
DOI:10.17265/1537-1506/2013.09.005
Affiliation(s)
Katarzyna Bachnik, Ph.D., Assistant Professor, Department of Corporate Management, Warsaw School of Economics.
Justyna Szumniak-Samolej, Ph.D., Assistant Professor, Department of Management Theory, Warsaw School of Economics.
ABSTRACT
The article deals with the idea of building a company around the corporate social responsibility (CSR) principles and designing a business model that is simultaneously economically viable, lucrative, and of social benefits. TOMS is analyzed as an example of a company that took this approach and succeeded. The main research questions try to examine the basic assumptions of TOMS business model in light of shared value concept and uncover the reasons of company’s success. The authors claim that two factors played there a crucial role. Firstly the leader whose passion was so contagious that he/she managed to build the team and set up a company based on his/her ideas. Secondly TOMS business model concept (One for One) is convincing for customers who eagerly join the movement. This business case illustrates how a company that is based on social values can grow.
KEYWORDS
corporate social responsibility (CSR), business model, TOMS, shared value, leadership
Cite this paper
References
Casadesus-Masanell, R., & Ricart, J. E. (2007). Competing through business models. Working Paper WP-713, IESE Business School, University of Navarra, Navarra.
Chesbrough, H. (2007). Business model innovation: It is not just about technology anymore. Strategy and Leadership, 35(6), 12-17.
Drayton, B., & Budinich, V. (2010). A new alliance for global change. Harvard Business Review, 12(5), 56-64.
Magretta, J. (2002). Why business models matter. Harvard Business Review, 80(5), 86-92.
Markides, C. C. (2008). Game-changing strategies: How to create new market space in established industries by breaking the rules. San Francisco: John Wiley & Sons.
Mycoskie, B. (2011). Start something that matters. New York: Spiegel & Grau.
Normann, R., & Rammirez, R. (1993). From value chain to value constellation: Designing interactive strategy. Harvard Business Review, 71(4), 65-77.
Osterwalder, A., & Pigneur, Y. (2009). Business model generation. Amsterdam: Self Published.
Parolini, C. (1999). The value net: A tool for competitive strategy. Chichester: John Wiley & Sons Ltd..
Płoszajski, P. (2011). Management theory. Presentation from Lecture at Warsaw School of Economics, Warsaw, Poland.
Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89(1/2), 62-77.
TOMS About TOMS. (2012). Retrieved from http://www.myspace.com/tomsshoes
TOMS Founder Blake Mycoskie: Start Something That Matters. (2012). Retrieved from http://www.youtube.com/watch?v=0yJFv3gnJrU
TOMS How We Give. (2012). Retrieved from http://www.toms.com/how-we-give
TOMS One Day Without Shoes. (2012). Retrieved from http://www.toms.com/onedaywithoutshoes
TOMS One for One Giving Report. (2012). Retrieved from http://www.toms.com/media/files/8.24.11_GivingReport_Update.pdf
TOMS One for One. (2012). Retrieved from http://www.toms.com/our-movement/movement-one-for-one
TOMS Our Movement. (2012). Retrieved from http://www.toms.com/our-movement?icid=us-home-092011_134&icid=us-home-092011_175
TOMS Why Shoes. (2012). Retrieved from http://www.toms.com/our-movement-why
Zott, C., Amit, R., & Massa, L. (2010). The business model: Theoretical roots, recent developments, and future research. Working Paper WP-862, IESE Business School, University of Navarra, Navarra.