Amanco Case Study
Is the Amanco strategy an example of “corporate social responsibility” or “corporate self-interest”?
Amanco’s strategy is an example of corporate social responsibility. Amanco came from a group who self-regulated social responsibility into its business model. Amanco’s business model is also self-regulated and has opportunity to be recognized as a company with social concerns. It almost cannot be seen as a corporate self-interest, because Amanco addressed every step of their operation. They employed a birth-to-grave approach when looking at the effects it had on the social well-being of the people and the environment.
Why has Roberto Salas chosen to develop a strategy map and Balanced Scorecard to represent Amanco’s triple bottom line objectives?
He chose to develop this strategic map, so that his top, middle, and bottom manager can understand the directions that the company wants to go it. By developing this map, it is easier to adapt this strategy in the different regions and business units.
Why did Salas choose to modify the traditional strategy map/BSC format?
Salas didn’t think that the traditional strategy map clearly presented the triple bottom line concepts as a foundation for any value creation and competitive advantage. He thought by modifying the map, it would make it a clearer and more logical representation of the company’s strategy.
What challenges does Salas face with implementing Amanco’s strategy?
Salas’s challenges will be getting the right people to champion such a strategy. This falls a little into the Red Strategy of getting the right people, who understands, and buys into the strategy. The problem doesn’t just lie with the people, but also with the different rules and regulations, and the languages in the different countries. Trying to standardize the strategy would be a huge challenge, but it sounds like the created Local SSCs first and tried to link it back to the company’s SSC.
In what ways is Amanco following a 'yellow' strategy?
Amanco
Amanco’s strategy is an example of corporate social responsibility. Amanco came from a group who self-regulated social responsibility into its business model. Amanco’s business model is also self-regulated and has opportunity to be recognized as a company with social concerns. It almost cannot be seen as a corporate self-interest, because Amanco addressed every step of their operation. They employed a birth-to-grave approach when looking at the effects it had on the social well-being of the people and the environment.
Why has Roberto Salas chosen to develop a strategy map and Balanced Scorecard to represent Amanco’s triple bottom line objectives?
He chose to develop this strategic map, so that his top, middle, and bottom manager can understand the directions that the company wants to go it. By developing this map, it is easier to adapt this strategy in the different regions and business units.
Why did Salas choose to modify the traditional strategy map/BSC format?
Salas didn’t think that the traditional strategy map clearly presented the triple bottom line concepts as a foundation for any value creation and competitive advantage. He thought by modifying the map, it would make it a clearer and more logical representation of the company’s strategy.
What challenges does Salas face with implementing Amanco’s strategy?
Salas’s challenges will be getting the right people to champion such a strategy. This falls a little into the Red Strategy of getting the right people, who understands, and buys into the strategy. The problem doesn’t just lie with the people, but also with the different rules and regulations, and the languages in the different countries. Trying to standardize the strategy would be a huge challenge, but it sounds like the created Local SSCs first and tried to link it back to the company’s SSC.
In what ways is Amanco following a 'yellow' strategy?
Amanco