Little Sun has continued to promote the most desirable corporate social responsibility (CSR) initiatives. The company can use different strategies and approaches to strengthen its CSR agenda. The first recommendation focuses on the concept of innovation. The company’s research and development (R&D) team can work hard to produce superior lamps. Such products will change the lives of more people in the developing world (Carroll & Shabana 2010). The goal of the R&D team should be to produce superior but cheaper lamps. This approach will make solar lamps affordable to more lower-class individuals in Sub-Saharan Africa.
Little Sun’s can improve its corporate responsibility by collaborating with local communities and non-governmental organizations (NGOs). These NGOs understand the unique challenges affecting local communities in every targeted region. This collaboration will make it easier for the organization to produce customized solar products that address the unique needs of these communities (Little Sun 2016). The move will improve the company’s CSR strategy.
The organization can also empower its marketing teams to educate more people about the relevance of its products. Powerful campaigns can be organized to educate more potential consumers about the best ways to use different solar products. The marketers will encourage more individuals to use the products and eventually improve their lifestyles (McWilliams, Siegel & Wright 2005). Such campaigns will support the needs of many people and improve the firm’s image.
The fourth recommendation is for the firm to use its financial strength to support more individuals in different countries. The company can decide to pay school fees for children from poor families. This move will empower these children and equip them with new competencies (Smith 2011). As well, the company can design and support various health programs. Such programs can focus on the major health issues affecting more people in different African nations. Some of the common diseases include malaria and diabetes. This practice will play a positive role in strengthening Little Sun’s corporate responsibility image.
Little Sun has been marketing its innovation in different parts of the globe. The company has focuses on countries such as Ethiopia, Senegal, Kenya, Ghana, and Zimbabwe. It can market its products to more individuals in Tanzania, Somalia, Botswana, and South Sudan. This move will strengthen its CSR image and support the needs of underserved populations in these countries (Kitzmueller & Shimshack 2012). As well, Little Sun can target more nations in Asia and Latin America. This approach is necessary because many people in different parts of the world are promoting the idea of sustainability.
This company can attract more philanthropists and well-wishers to support its CSR initiatives. The move will make it easier for Little Sun to develop and support more charities in different parts of the globe (Bronn & Vrioni 2001). The targeted charities might focus on natural disasters such as droughts, floods, and disease outbreaks. These initiatives will address the major challenges affecting more people in the developing world.
Finally, the company’s management can empower and encourage its employees to undertake various volunteering activities. Such employees will work together with community members to promote sustainable practices (McWilliams et al. 2005). For example, employees can plant more trees and improve drainage systems in every community. Members of the community should also be empowered to promote similar practices and support one another. These recommendations will strengthen Little Sun’s social responsibility performance and make it one of the most admirable companies in the globe.
List of References
Bronn, P & Vrioni, A 2001, ‘Corporate Social Responsibility and Cause-Related Marketing: An Overview’, International Journal of Advertising, vol. 20, no. 1, pp. 207-222. Web.
Carroll, A & Shabana, K 2010, ‘The Business Case for Corporate Social Responsibility: A Review of Concepts, Research and Practice’, International Journal of Management, vol. 1, no. 1, pp. 85-105. Web.
Kitzmueller, M & Shimshack, J 2012, ‘Economic Perspectives on Corporate Social Responsibility’, Journal of Economic Literature, vol. 50, no. 1, 51-84. Web.
Little Sun 2016. Web.
McWilliams, A, Siegel, D & Wright, P 2005, ‘Corporate Social Responsibility: Strategic Implications’, Working Papers in Economics, vol. 1, no. 2, pp. 1-31. Web.
Smith, R 2011, ‘Defining Corporate Social Responsibility: A Systems Approach for Socially Responsible Capitalism’, Penn Libraries, vol. 1, no. 1, pp. 1-111. Web.