It seems as if the news surrounding Apple’s CSR conflicts are here to last for a while. The manufacturing giant just reported multiple cases of child labour in its supply chain, following increased audits of working conditions at major suppliers last year.
In the 1980s, a new customer satisfaction model, known as the Kano model, grabbed the attention of many marketing practitioners and researchers from a wide range of industries. Named after its creator, Noriaki Kano, a Japanese academic and consultant, the model challenged traditional customer satisfaction models that stated that more is better (i.e. the more you perform on each product/service attribute, the more satisfied customers will be).
Corporate Social Responsibility (CSR) is now a major item on the CEO’s agenda; no annual report is complete without making reference to CSR performance. And yet, we hear it time and again in our procurement community: CSR is complex and can mean different things, it can be expensive and is hard to measure, and why does it matter anyhow?
Those of you who have been following the scandals surrounding Apple's supply chain are probably aware of its recent decision to allow the largest investigation ever into a US company's operations abroad.
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