英國留學生工商管理碩士dissertation：Ethical Strategies
UNIVERSITY OF STIRLING
Master in Business Administration
Department of Management
2007-2008
“Ethical Strategies in the UK Alcohol Industry,
focusing on Diageo Corporate Social Responsibility:
A Stakeholder analysis”
By
Alexandros V. Papaioannou
UNIVERSITY OF STIRLING
Master in Business Administration
Department of Management
2007-2008
i
Declaration
This work has not previously been accepted in substance for any degree and it is notbeing concurrently submitted for any other degree.
This dissertation is the result of my own independent work and investigation exceptwhere otherwise stated.
All verbatim extracts have been distinguished by quotation marks and the sources ofmy information have been specifically acknowledged.Signature:
Date: 29 August, 2008
Abstract
Corporate Social Responsibility can be seen as a sophisticated communication toolin the alcohol industry. Due to the nature of products, the alcohol industry operatesin a consumer led environment. CSR 英國留學生工商管理碩士dissertationpractices and policies are challengingtraditional strategic management by offering opportunities to approach consumers
and society in a more “enlightened” way.Diageo’s strategy is based on the concept of Corporate Social Responsibilitypromoting “sensible drinking”. Diageo is operating in a sensitive and rapidly changingenvironment influenced by dynamic forces.
The alcohol industry is self regulated and in the near future, dramatic changes areexpected to take place in the alcohol industry.
The corporation of Diageo has to plan and find a balanced solution between thegovernments’ new restricted strategy, the shareholder financial expectations and theconsumer purchasing behaviour when considering increases on prices.
The research project involved qualitative research interviewing “key informers” fromwithin Diageo’s stakeholder team. The investigation involved further analysis with theuse of various management models.
The research concluded that the main stakeholders that affect Diageo’s CSRstrategies are management, government, consumers and shareholders.
CSR is a learning process though scanning the company’s environment for gaps &problems which might have been generated by the company’s actions.
The research has shown that Diageo holds a leadership position into the alcoholindustry. This fact supports the enhancement of its brand image and adds value tothe business, increasing the shareholder dividends value. However, there arecontradicting voices within the firm which challenge Diageo’s Management and CSRmission.
The CSR communication channels should be integrated, sensitive and relationshipmarketing oriented, when targeting consumers and shareholders.
Table of Contents
Title..................................................................................................................... i#p#分頁標題#e#
Declaration ......................................................................................................... i
Abstract ............................................................................................................. ii
Table of Contents ..............................................................................................iii
List of Tables ..................................................................................................... v
List of Figures................................................................................................... vi
List of Apendices ..............................................................................................vii
List of Abbreviations........................................................................................viii
Acknowledgments ...........................................................................................ixv
Dedication ......................................................................................................... x
Chapter 1 Introduction.................................................................................... 1
1.1 Introduction ......................................................................................... 1
1.2 Research area .................................................................................... 1
1.2.1 Background……………………………..……………………………....1
1.2.2 The Alcohol issues ........................................................................2
1.3 Motivation for the study....................................................................... 2
1.4 Research scope and aim.................................................................... 2
1.5 Research Objectives........................................................................... 3
1.6 Structure of the Study......................................................................... 3
Chapter 2 Literature Review……………………………………………………..4
2.1 Introduction ......................................................................................... 4
2.2 Ethic Strategies................................................................................... 4
2.3 Corporate Social Responsibility.......................................................... 5
2.3.1 Corporate Social Responsibility – Definition................................. 6
2.3.2 Corporate Social Responsibility in the Alcohol Industry ............. 12
2.4 The Alcohol Spirit Industry in the UK.................................................. 7
2.5 Diageo’s Corporate Social Responsibility .......................................... 7#p#分頁標題#e#
2.6 Diageo’s Marketing Strategy .............................................................. 8
2.7 Diageo’s Stakeholder Analysis ........................................................... 9
2.7.1 Government, CSR & Alcohol.......................................................10
2.7.2 Consumers ..................................................................................10
2.7.3 Shareholders Perspective ...........................................................11
2.8 Conclusions on literature .................................................................. 12
2.9 Choice of the Literature .................................................................... 12
2.10 Nature of the authors........................................................................ 13
2.11 Nature of the Literature..................................................................... 13
2.12 Conclusions on previous academic research................................... 13
Chapter 3 Methodology…...…………………………………………………….14
3.1 Introduction .......................................................................................14
3.2 Research purpose and objectives .................................................... 14
3.3 Research approach ..........................................................................14
3.3.1 Secondary research ....................................................................14
3.3.2 Primary research .........................................................................15
3.4 Sample design ..................................................................................15iv
3.5 Target population..............................................................................15
3.6 Research Territory ............................................................................16
3.7 Research Design ..............................................................................16
3.8 Pilot Research ..................................................................................16
3.9 Data Collection Methods .................................................................. 16
3.9.1 The choice of the method............................................................ 17
3.9.2 The interviews .............................................................................18
3.9.3 The interview guides ................................................................... 18
3.9.4 Data Collection Instruments ........................................................18
3.10 Data Analysis....................................................................................19
3.11 Alternative Research ........................................................................19
3.12 Research Limitations ........................................................................19#p#分頁標題#e#
3.13 Research Conclusions...................................................................... 19
Chapter 4 Research Findings…………………………………………………..20
4.1 Introduction .......................................................................................20
4.2 Structure of the findings.................................................................... 20
4.3 Interviewees – key informers............................................................ 20
4.4 Diageo’s Stakeholders’ Analysis ...................................................... 20
4.4.1 Diageo’s Management perspective.............................................20
4.4.1.1 Diageo's Future CSR Strategy………………………..20
4.4.1.2 Diageo’s Future CSR Marketing Strategy..........................22
4.4.2 Government Perspective……………………………………………..23
4.4.3 Consumers Perspective………………………………………………24
4.4.3.1 Consumers’ CSR definition................................................25
4.4.3.2 Consumers’ perspective on CSR strategies......................25
4.4.4 Shareholders Perspective ...........................................................27
4.4.4.1 Shareholders’ CSR definition..….......................................27
4.4.4.2 Shareholders perspectves on Diageo’s CSR.…………….27
Chapter 5 Discussion - An Overall approach……………………………29
5.1 Introduction..………………………………………………………………29
5.2 Discussion an overall approach………………………………………...29
5.2.1 Management…………………………………………………………..30
5.2.2 Government……………………………………………………………32
5.2.3 Consumers…………………………………………………………….33
5.2.4 Shareholders ...............................................................................35#p#分頁標題#e#
Chapter 6 Conclusions & Recommendations...……………………….…..38
6.1 Final Conclusions............................................................................. 38
6.2 Recommendations…..…….……………………………………………...39
6.3 Direction for Future Research...…………………………………………40
Bibliography………….……………………………………………………………41
Appendix 1 ……………………………………………………………………….47
Appendix 2 ……………………………………………………………………….48
Appendix 3 ……………………………………………………………………….49
Appendix 4 ……………………………………………………………………….58
v
List of Tables
Table 1: DataAnalysis ..................................................................................... 47
Table 2: Pilot Research................................................................................... 47
vi
List of Figures
Figure 1: CSR Pyramid, Caroll (1979)………………………………………….....5
Figure 2: Stakeholder Map, Freeman (2002)…………………..………………...9
Figure 3: Ethical stance, Johnson et al. (2006) ……………………….………..12
Figure 4: Stakeholders Power Index matrix, Johnson et al. (2006).…….……....
Figure 5: Stakeholders Mapping, Johnson et al. (2006)……………….………30
Figure 6: Drivers for Diageo’s CSR: Diageo’s Stakeholders…………..………31
Figure 7: Diageo’s Future Strategy…………………………………....…………32#p#分頁標題#e#
Figure 8: Initiatives in CSR: Government & Diageo, Albareda et al. (2005)…33
Figure 9: Alcohol Consumers……………………….…………………………….34
Figure 10: Diageo’s Ethical Stance, Johnson et al. (2006)……………………36
Figure 11: Initiatives in CSR…………………………………………………………
vii
List of Appendices
Appendix 1: Tables………………………………………………………………...47
Appendix 2: Figures………………………………………………………………..49
Appendix 3: Research Initial Message and Question Guides………..……….51
Appendix 4: Data Analysis………………………………………..………………53
x
Dedication
This is for my brother
Michael the great
1
Chapter 1 Introduction
1.1 Introduction
This chapter gives an overall outline of the study. The research area, background historyand issues of the study are analyzed and discussed in the following chapters. Furthermore,the motivation, the aim, the objectives and the structure of the study are presented andexplained.
1.2 Research area
The research area of the dissertation is strategic management, focusing on business ethicsin the alcohol industry in the UK. This dissertation focuses on Diageo’s ethical strategy in theUK. Diageo’s strategy is based on the concept of Corporate Social Responsibility promoting“sensible drinking”. According to Kotler (2005), Corporate Social Responsibility is “an
enlightened strategy for change and development”. However, there are many parameterswhich should be taken into consideration. The study will evaluate the value of implementingCSR in Diageo, in order to maintain and increase its market share, brand image and brandvalue. At the same time, this paper will research the main stake holder’s businessperspectives that influence the industry (Government, consumers, shareholders).
1.2.1 Background
Today the alcohol industry is operating in a sensitive and rapidly changing environment. TheAlcohol industry should take into consideration all different aspects before designing any
http://www.400190.com/dissertation_writing/MBA/#p#分頁標題#e#strategies. The United Kingdom government has decided to support stricter rules and newbarriers to the industry by pushing all TV and cinema ads for alcoholic drink brands to run
with end frame promoting responsible drinking (Charles, 2008).At the same time consumers and society are aware of the problems of the abuse of alcoholand excessive drinking. Consumers and society as whole are asking for a solution to theproblems arising from the misuse of alcohol.
Today the alcohol industry is also coming under increasing pressure from regulators andlobby groups (Alarcon, 2008). Diageo has introduced the new strategy promoting “sensibledrinking” to youth and adult_ audiences. However, there are many issues which need furtherinvestigation.
According to Tech (1996) 2500 years ago the great Chinese commander Sun Tzu in his
book the Art of War recognized the dangers inherent in slow response to environmental
changes and competitive threats.
This paper examines the environment around the business of Diageo. Moreover, a stake
holder analysis is conducted, investigating the main issue affecting Diageo’s corporation.
Diageo’s Stakeholders analysis:
1. Management angle: Present and future CSR and marketing strategies
2. Consumers’ perspective: culture and behavior
3. Shareholders’ perspectives
4. Competitors’ strategies and policies2
5. Government perspective: Present and future policies and practices, legislation
framework, taxation and new advertising regulations.
In recent years, many MNE have repositioned themselves as ethical, by implementing CSR
strategies, changing their mission statements and promoting their responsibility. However
there are many corporations who fail to apply it, with disastrous consequences (Hill and
Jones, 1998). The Ethics of business using corporate social responsibility as a vehicle is a
booming strategy.
1.2.2 The Alcohol issues
Alcohol has played a vital role in all human cultures since about 4000 BC (Lucia, 1963).
When used responsibly, it can be a part of a balanced social life (ICAP, 2008). However,
when misused, it can cause harm.
The alcohol industry in the UK has come under increased pressure for failing to tackle bingedrinking
(MacAvoy and Mackenzie, 2005). In 2008 Slack reported that the incidents of
violence as a result of excessive drinking have increased by 11 per cent. Moreover,
according to BBC (2008), research has proved that heavy alcohol consumers have
developed a range of diseases (strokes, cirrhosis of the liver, brain and nervous system
damages) and abnormal behavior, (arrests for drunkenness, road traffic accidents and#p#分頁標題#e#
arrests for driving while under the influence of alcohol. etc.).
Research by the Prime Minister’s Strategy Unit estimated that 17million working days each
year have been lost because of alcohol consumption. With a total cost of 6.4 billion GP and
to the National Health department 1.7 billion GP (Alcohol Harm Reduction Strategy for
England, 2004).
Midford and McBride (2001) reviewed alcohol education projects in schools,: these projects
either failed or, at best, have produced very small effect. Therefore there is a need for an
overall approach in order to tackle the alcohol issue.
In 2005 Peele emphasized that more than 140 million people suffering from alcohol
dependence and Mason (2003) presented alcohol consumption in the UK as directly
responsible for 4,000 deaths per year and indirect, for more than 28,000. Therefore alcohol
misuse in the UK is a main issue for society.
1.3 Motivation for the study
The research motivation derives from the researcher’s awareness and access to information
through his working experience within the hospitality industry. There is an increase in the
number of businesses using CSR as a strategy to increase market share. The responsible
marketing strategy has been identified as a future need for many businesses in the alcohol
(and not only) industry.
1.4 Research scope and aim
The scope of this paper is to examine the level of understanding, interest and practice of
corporate social responsibility as an ethical marketing and management strategy within the
alcohol industry.
This dissertation thus will study the parameters which should be taken into account when
developing CSR policies and practices. More over this study will analyze CSR and how it is
3
defined and implemented in the alcohol industry. Then it will explore the industry structure
with emphasis on Diageo’s marketing strategy, and finally will measure the value of
implementing CRS on Diageo.
1.5 Research Objectives
Consequently, the aim of this dissertation is to explore the role and the importance of
Diageo’s Corporate Social Responsibility as an overall marketing strategy. Accordingly, this
research comprises four specific objectives.
1. To analyze Corporate Social Responsibility and how it is defined in the Alcohol Industry.
2. To explore the Alcohol industry structure with emphasis on Diageo’s marketing strategy.
3. To measure the value of implementing CSR on Diageo: a stakeholder’s analysis with
emphasis on management, customers, shareholders and the government.
4. To recommend the future strategy of Diageo’s within the alcohol industry.
1.6 Structure of the Study
This dissertation project is divided into five chapters.
The first chapter presents the research area, the background, the main issues and the topic#p#分頁標題#e#
analysis. Furthermore, this chapter discusses the motivation, the aim, the research
objectives and the structure of this study.
The second chapter presents an overview of the existing literature which is related to Ethical
英國留學生工商管理碩士dissertationStrategies and Corporate Social Responsibility in the alcohol industry. Moreover the
literature review analyzes successful marketing and management practices on corporate
social responsibility, in relation to the overall business of Diageo.
The third chapter clarifies the methodology of this study, as well as the research rational and
approach including secondary and primary data. This chapter also includes the data analysis
method that has been used and finally discusses the limitations and the alternative
approaches to research.
Chapter four presents the findings of the research in order to tackle the objectives and refers
in detail to the limitations and problematic areas.
The fifth Chapter presents the findings and the practical implications of CSR in the Alcohol
Industry, from marketing and management perspectives.
Finally, Chapter six presents the conclusions and recommendations of this study, as well as
suggestions for further study.4
Chapter 2 Literature Review
2.1 Introduction
The aim of this chapter is to deliver a critical account of previously published work on the
subject of ethical strategies in the alcohol industry. This chapter begins with an analysis of
the concept of CSR as an ethical strategy, and then builds on this, analyzing the structure of
the alcohol industry in the UK. More over this chapter focuses on the corporation of Diageo
analyzing its CSR and its marketing strategy from a stakeholder angle. Therefore the
literature review is based on the objectives of the dissertation exploring carefully all previous
research areas.
2.2 Ethical Strategies
Society is no longer a passive actor in relationship to businesses (Messina, 2007). Ethical
issues are making society, consumers, and the political agenda to exert increased pressure
on large and powerful organizations to become more active. Thompson and Martin (2005)
believed that firms can be socially responsible (proactive) or socially responsive (reactive to
pressure). Therefore corporations can fulfill obligations to society following a proactive
ethical strategy, targeting than the standards.
Maon et al (2008) presented ethical strategies as an opportunity for change and
development. This change brings together the business and society, creating a long term
beneficial relationship. At the same time, Lynch (2003) emphasized that both profit and notfor-
profit organizations can exercise significant power both inside and outside their
organization when they adapt business ethics strategies. Therefore MNE should focus on#p#分頁標題#e#
issues that are related to society.
Thomson and Martin (2005) underlined that business ethics is an important issue for all
MNEs which requires strategic decisions and long term planning. At the same time, in 1998
Key and Popkin noticed the importance of integrating ethics into the strategic management
process for all MNEs. Therefore ethical strategies require long term planning and should be
integrated into the firm’s decision making process.
Porter and Kramer (2007) pointed out that Ethical Strategy is a unique strategic drift. Fitting
into the market with a unique selling proposition creating a deferential business proposition.
In 2002 Whetten et al, claimed that corporations with strong ethical values create and
maintain a clear positioning of business differentiation from their competitors. Stanwick and
Stanwick (2007) recognize that an ethical strategy creates a strategic human resource
competitive advantage for its employees. Thus firms could gain the competitive advantage
through setting higher ethical regulatory standards on the industry or by encouraging harder
regulation of their competitors. Therefore an ethical strategy could lead to leadership
positioning within the its operating market or the industry.
Key (1998) believes that ethics have to be integrated into the decision making process,
focusing on the moral, social and legal obligations of a corporation. Planning and decision
making can focus on corporate strategies to meet these interests, in order to maximize a
firm’s profits and improve strategy development and implementation. Therefore MNEs
should consider the ethical implications of strategic decisions in a systematic way.
Hill and Jones (1998) point out that firms must make decisions thinking ethically and weigh
the ethical implications before proceeding with into action. According to Lynch (2003) in a
5
strategy development three issues must be taken into consideration: The extent of ethical
considerations, the cost and the recipient of the responsibility. These considerations should
be communicated through the mission statement and the CSR policy. Therefore ethical
strategies use CSR as a tool to communicate firm’s values and principles to the public.
2.3 Corporate Social Responsibility
Every corporation operates in a competitive environment which drastically affects its ability to
accomplish its strategy. According to Whetten et al (2002), a corporation’s CSR should focus
beyond society’s expectations, because that provides competitive advantage over social
“slackers”.
Thomsen (2006) defined CSR as a way to define a firm’s values and behavior in society.
Drucker (1974) supported that Corporations should operate always in parallel with society
and Caroll (1979) noted that CSR is a decision made by society. Moreover Caroll defined#p#分頁標題#e#
four CSR approaches: Economical1, legal2, ethical3 and social4.
In 2006 Porter and Kramer highlighted that “CSR can be more than a cost and a barrier, it
can be a basis of opportunity, innovation and competitive advantage”. Therefore, Porter
proposes a new approach between business and society and indicates the need to integrate
social considerations into core business operations and strategy.
From a different perspective Milton Friedman (1970) believed that a Corporation’s decision
making process should not take into consideration social responsibility issues. MNE’s should
use resources in order to increase profits. Friedman presents the corporations as
transactional institutions with their only goal to increase shareholders’ dividends.
1 Maximize Shareholder wealth.
2 Obey in Laws and Regulations
3 Moral: Discharge moral duties
4 Social: Go beyond fulfilling basic obligations to society40
6.3 Direction for Future Research
Future researchers could investigate Diageo’s main competitors, Bacardi-Martini and
Pernod-Richard Plc. through a strategic management angle. Furthermore, the researchers
could focus on possible future collaborations, mergers, acquisitions within the alcohol
industry.
41
Bibliography
Alarcon, C., (2008). Drink firms face clampdown over code-breaking web pics, Marketing
Week, 17 April 2008.
Albareda, L., Ysa, T., Lozano, J., and Roscher, H., (2006). The role of governments in
Fostering CSR, in Kakabadse, A., and Morsing, M., 2006. Corporate Social Responsibility,
Palgrave Macmillan, Hampshire.
Alcohol Harm Reduction Strategy for England, (2004). Prime Minister’s Strategy Unit,
Cabinet Office, HMSO, March 2004.
Asthans, A. and Campbell, D., (2008). Binge drink scare tactics 'do not work', Guardian
[online], Available at:
http://www.guardian.co.uk/society/2008/may/11/drugsandalcohol.health , [accessed 02
August 2008].
Bacardi Martini Ltd (2008). Champions drink responsible, [online], Available at:
http://www.championsdrinkresponsibly.com/ , [accessed 25 July 2008].
Baggotti, R., (2006). Alcohol strategy and the drinks industry: A partnership for prevention?
Joseph Rowntree Foundation, [online], Available at:
http://www.jrf.org.uk/bookshop/eBooks/1955-drugs-alcohol-prevention-uk.pdf [accessed 25
July 2008].
BBC, (2008), Industry urges sensible drinking, BBC News, [online], Available at:
http://news.bbc.co.uk/1/hi/health/3058827.stm , [accessed 01 August 2008].
Brand Republic, (2008). Schumacher stars in Bacardi responsible drinking ads, Brand
Republic, 21 April 2008.
Britton, C., (2005). Setting the standards for responsible consumer marketing in beverage
alcohol, in Grant and O’Connor (2005), Corporate Social responsibility and Alcohol: The
need and potential for partnership, Routledge, Sussex.#p#分頁標題#e#
Brooks, M., (2008). Taking responsibility, Accountancy magazine, pp.20-21.
Brown, D., (2007). Hazardous drinking, the middle class vice. Times [online], Available at:
http://www.timesonline.co.uk/tol/news/politics/article2666587.ece , [accessed 01 August
2008].
Brown, M., (2007). CSR in not consumers’ priority, Marketing Week, 26 April, 2007.
Brownlie, D., Saren, M., Wensley, R. and Whittington, R. (1999). Rethinking Marketing:
Towards Critical Marketing Accountings, Sage Publications Ltd.
Carroll, A.B., (1979). A Three dimensional conceptual model of corporate performance,
Academy of Business Review, Issue: 4, pp. 497-505.
Carrigan, M., Marinova, S. and Szmigin, I., (2005). Ethics and international marketing:
Research background and challenges, International Marketing, Vol. 22 No. 5, pp. 481-493.42
Charles, G., (2008). Industry and retail unite for binge-drinking work, Marketing, 30 April
2008.
Charles, G., (2008). Government focuses on sex in anti-drinking push, Marketing, 22 April,
2008.
Charles, G., (2007). Diageo set for responsible-drinking activity, Marketing, 11 July 2007.
Churchill, G. and Iacobucci, D., (2005). Marketing Research Methodological Foundation:
Ninth edition, Ohio, Thomson.
Clark, N., (2008). How ethical is your brand? Marketing magazine, 30 April, 2008.
Cramer, J.M., (2005). Experiences with structuring Corporate Social Responsibility in Dutch
Industry, Journal of Cleaner Production, Vol. 13, Issue: 6, pp. 583-592.
Croft, M., (2005). ISBA hits out at curbs on “safe drinking” alcohol ads, Marketing Week,
April 21, 2005.
Croft, M., (2006). Everything in moderation, Marketing Week, 30 December 2006.
Department of Health, (2007). Safe. Sensible. Social. The next steps in the National Alcohol
Strategy, Annual Report, London Department of Health, 5 June 2007.
Diageo Plc (2007), Corporate Citizenship Report, CTD, London.
Drucker, P., (1974). Management: Tasks, Responsibilities, Practices, Harper & Row.
Eastwood, G., (2006). Raise a glass for responsibility, Marketing Week, 07 September,
2006, pp. 33-35.
European Commission, (2001). Promoting a European framework for corporate social
responsibility. Green paper, Luxembourg: Office for official publications of the European
Communities, July 2001.
Fox, A., (2007). Corporate Social Responsibility Pays off, HR Magazine, August 2007, pp.
42-47.
Frankental, P., (2001). Corporate Social Responsibility a PR invention, Corporate
Communications: An International Journal, Volume 6, No. 1,. pp. 18-23.
Freeman, RE., (1984). Strategic Management: A Stakeholder Approach. Boston MA,
Pitman.
Freeman, R.E., (2002). Stakeholder theory of the modern corporation, In Donaltson, T.,
Werhane , P. and Cording, M. Ethical issues in business (7th ed., pp.38-49).
Friedman, M., (1970). ‘The social responsibility of business is to increase its profits’. The#p#分頁標題#e#
New York Times Magazine. 13 September 1970.
Global 100 (2008), The global 100 sustainability index, [online], Available at:
http://www.global100.org/2008/index.asp, [Accessed 05 august, 2008].
Grant, M. and O’Connor, J., (2005). Corporate Social responsibility and Alcohol: The need
and potential for partnership, Routledge, Sussex.
43
Griffin, J., and Weber, J., (2006). Industry Social Analysis: Examining the beer industry,
Business & Society, Vol: 45, Number: 4, pp.413-440.
Gummesson, E., (2000). Qualitative Methods in Management Research: second Edition
(Foreword by John Van Maanen), Sage Publications, London.
Hill, C. and Jones, G. (1998). Strategic Management Theory: an Integrated approach, USA,
New York, Houghton Mifflin Company.
Hill, C., and Jones, T. (1992). Stakeholder – agency Theory. Journal of Management
studies. Issue: 29, pp. 131-154.
Hilton, S., (2004). Responsible drinking is all so much hot air, Ethical Corporation. [online],
Available at: http://www.ethicalcorp.com/content.asp?ContentID=3075 , [accessed 24 July
2008].
Hedberg, A., (2001). Ad industry slams alcohol ad plans, Marketing Week, 13 December
2001.
IAS (2007), Institute of Alcohol Studies. Drink aware trust, [online], Available at:
http://www.ias.org.uk/resources/publications/alcoholalert/alert200602/al200602_p8.html ,
[Accessed 28 July 2008].
International Center for Alcohol Policies -ICAP (2008), Corporate Citizenship and the Alcohol
Beverage Industry, [online], Available at:
http://www.responsiblepractice.com/english/insight/icap/ , [Accessed 28 July 2008].
Johnson, G., Scholes, K., and Whittington, R., (2006). Exploring Corporate Strategy: Text
and cases, 7th edition, Prentice Hall, Essex.
Kakabadse, A., and Morsing, M., (2006). Corporate Social Responsibility: Reconciling
Aspiration with Application, European Academy of Business in Society, New York.
Kent, R., (2007). Marketing Research: approaches, methods and applications in Europe.
London: Thomson Learning.
Key, S., and Popkin, S. J., (1998). Integrating ethics into the strategic management process:
doing well by doing good, Management decision, Year: 1998, Volume: 36, Issue: 5, pp.331 –
338.
Kotler, P., (2005). Principles of Marketing: Fourth European edition, Pearson Education
Limited, Essex.
Khoo, H. H., and Tan, K. C. (2002). Using the Australian Business excellence Framework to
英國留學生工商管理碩士dissertationachieve sustainable business excellence, Corporate social responsibility and environmental
management, Vol. 9, No. 4, pp. 196-205.
Lantos G.P., (2001). The boundaries of strategic corporate social responsibility, Journal of
Consumer Marketing, Vol. 18 No. 2, pp.595 – 630.
Lantos G.P. (2003). Corporate socialism masquerades as CSR: the difference between#p#分頁標題#e#
being ethical, altruistic and strategic in business", Strategic Direction, Vol. 19 No. 6, pp. 31 –
35.