Cadbury

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DOW University of Health Sciences, Karachi *

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1101

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Business

Date

Nov 24, 2024

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docx

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Uploaded by SargentJayMaster687

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Table of Contents Introduction .......................................................................................................................... 3 Challenges/Problems the Client is facing ............................................................................ 3 Purpose of the Report .......................................................................................................... 4 Stakeholder Analysis ........................................................................................................... 4 Customers ........................................................................................................................ 5 Employees ........................................................................................................................ 5 Investors ........................................................................................................................... 5 Suppliers .......................................................................................................................... 5 Local communities ........................................................................................................... 6 Importance of Strategy in Business ..................................................................................... 6 Impact on Stakeholders ........................................................................................................ 6 Conclusion ........................................................................................................................... 7 References ............................................................................................................................ 8

Introduction The primary focus of this investigation is on Cadbury, which has been a well-known brand in the confectionery business ever since it was established in 1824. Cadbury has developed into a serious competitor in the manufacturing industry as a result of the widespread popularity of its well-known brands (Millard, 2021). Because it fosters the development of new technologies and generates opportunities for new employment, the manufacturing sector is an essential component of the expansion of the global economy (Mookerjee, 2019). The results of this investigation help set Cadbury's mind at ease with regard to two primary concerns. First, the company has a problem with the use of child labour on cocoa farms in Ghana, where the company is located. The second problem is that the internal distribution network that Cadbury uses raises questions about the company's commitment to fair trade and whether or not it actually does it. Both ethical business practises and long-term success in the marketplace require a complete awareness of these challenges and the development of strategic solutions. Challenges/Problems the Client is facing Cadbury acknowledges that one of its most pressing concerns is the use of child labour on cocoa farms in Ghana. Child labour is a huge problem in the cocoa business since there is evidence that youngsters are working in dangerous conditions. This makes it a problem worldwide. As a direct consequence of this technique, the rights of children are being violated, and threats are posed to the children's health, education, and overall safety (Odijie, 2021). Given that Ghana is one of Cadbury's most important cocoa suppliers, the problem of child labour is particularly pertinent to the company's supply chain. Because it uses cocoa that was produced via the use of child labour, Cadbury faces significant ethical problems. Not only is

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it unethical for Cadbury to use cocoa produced through the use of child labour, but it also has the potential to damage the company's brand in the eyes of the public (Williams, 2022). Cadbury's already demanding task is made considerably more difficult by the presence of fair trade concerns throughout its supplier chain (Luckstead et al., 2021). The concept of fair trade encompasses a wide range of distinct practises, including but not limited to providing employees with just compensation and protecting their rights along the supply chain. For the sake of achieving social justice, environmental sustainability, and moral business conduct, these techniques are of the utmost importance. It is possible that undesirable outcomes will result for farmers, workers, consumers, and the environment if fair trade standards are not adhered to (Bailey & Alexander, 2017). Purpose of the Report This study's objective is to analyse the difficulties that Cadbury encounters in its supply chain, particularly those that pertain to fair trade and the abuse of children on cocoa plantations in Ghana. The purpose of this study is to offer ideas that can be put into practise in order to address these concerns. The purpose of this study is to emphasise how important it is for a company's business practises to be in line with ethical standards and the expectations of its stakeholders. Specifically, this study assesses the influence that Cadbury's CSR initiatives have had on child labour and fair trade. The end goal of this research is to provide Cadbury with information that will assist the company in making decisions that will lead to more ethical and environmentally responsible business practises. Stakeholder Analysis The level of zeal shown by the organization's stakeholders is proportional to its chances of survival and success in the future. The concerns of child labour and fair trade, which are

currently receiving a lot of attention, have a variety of different effects on different groups of people (Jones et al., 2019). Customers The dedication of a company to ethical practises and concerns about the quality of products are becoming more important to customers in today's market. Consumers' perceptions of Cadbury's commitment to ethical sourcing will be shaped by the manner in which the company addresses issues such as the use of child labour and fair trade (Luckstead et al., 2021). Employees Employees often have the expectation that their employers would foster an ethical and responsible culture in the workplace. Cadbury has the ability to promote mood in the workplace and boost employee participation if the company addresses concerns such as fair trade and child labour (Bailey & Alexander, 2017). Investors Concerns about the environment as well as social responsibility ESG (environmental, social, and governance) aspects are being taken into consideration by an increasing number of investors. Investor confidence, the stock price, and the long-term financial health of the corporation are all impacted by the manner in which Cadbury addresses ethical and environmental challenges, such as fair trade and child exploitation (Williams, 2022). Suppliers Many of Cadbury's suppliers are confident that the company will uphold ethical business practises across every step of the company's supply chain. When issues like as child labour and unfair trade are addressed and handled, connections with suppliers become stronger, there is an increase in transparency, and equitable partnerships are fostered.

Local communities In the communities in which it operates, Cadbury's presence has both a social and an economic impact. Taking action on issues relating to fair trade and child labour demonstrates a concern for these communities and contributes to their economic, social, and environmental growth and development (Fincham, 2019). Cadbury may be able to optimise the number of positive outcomes while simultaneously limiting the number of unexpected consequences if it pays attention to the needs of its many stakeholder groups and responds appropriately (Writer, 2016). Importance of Strategy in Business The concept of corporate social responsibility (often known as CSR) is one of many company challenges that can be helped by careful strategic planning. Cadbury will have an easier time handling complex CSR problems if they have a plan that is well established. Cadbury may be able to improve its reputation, reduce its exposure to risk, and increase its long-term rewards if it aligns its corporate social responsibility efforts with its business aims. Cadbury is able to keep its market competitiveness while also having a good social and environmental impact thanks to a comprehensive approach that enables the company to proactively identify and manage CSR concerns, adopt responsible practises into its core operations, successfully engage stakeholders, and more (Yusnaidi, 2019). Impact on Stakeholders The initiative that is being developed will have far-reaching effects, particularly those regarding concerns such as child labour and unfair trade. It is possible that the commitment of Cadbury to ethical sourcing will result in benefits such as an enhanced perception of the brand and increased customer loyalty (Jones et al., 2019). It is feasible that people's dispositions and

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feelings of pride in their work would improve if they were employed by a company that actively supported local initiatives. This would also be beneficial to the community as a whole. Because Cadbury is making steps to better society as well as the environment, investors can see the firm favourably as a result (Fincham, 2019). Conclusion As a consequence of our investigation into Cadbury's supply chain, issues relating to the utilisation of child labour on cocoa plantations and concerns regarding fair trade have been brought to light. The ability of Cadbury to resolve these problems is critical to the company's long-term prosperity, as well as to the happiness of its shareholders and the protection of the reputation of its brand name. The need of obtaining input from stakeholders and the numerous advantages of carefully crafted CSR programmes are also emphasised in the essay. If Cadbury actively engages these stakeholders, it will have a better chance of successfully navigating these problems, gaining the trust of its stakeholders, and having a beneficial impact on the world as a whole. If Cadbury wants to have a lucrative and socially responsible future, it must demonstrate a serious attention to ethical sourcing, sustainable business practises, and social responsibility.

References Bailey, A. R., & Alexander, A. (2017). Cadbury and the rise of the supermarket: innovation in marketing 1953–1975. Business History , 61 (4), 659–680. https://doi.org/10.1080/00076791.2017.1400012 Fincham, A. (2019). Cadbury’s Ethics and the Spirit of Corporate Social Responsibility. Quakers, Business and Corporate Responsibility , 41–58. https://doi.org/10.1007/978-3- 030-04034-5_4 Jones, Tiffen, Balfour, & Mayo. (2019). Celebrating the life and work of Fair Trade pioneer, Robin Murray, 1940–2017. The Journal of Fair Trade , 1 (1), 6. https://doi.org/10.13169/jfairtrade.1.1.0006 Luckstead, J., Snell, H. A., Nalley, L. L., Nayga, R. M., & Sarpaning, J. (2021). A multi‐country study on consumers’ valuation for child‐labor‐free chocolate: Implications for child labor in cocoa production. Applied Economic Perspectives and Policy . https://doi.org/10.1002/aepp.13165 Millard. (2021). How Fair Trade can stay strong as companies scale up their social and environmental programmes. Journal of Fair Trade , 3 (1), 54. https://doi.org/10.13169/jfairtrade.3.1.0054 Mookerjee, M. (2019). Do we still need Fair Trade? Journal of Fair Trade , 1 (2), 1. https://doi.org/10.13169/jfairtrade.1.2.0001 Odijie, M. (2021, June 2). Why does child slavery persist in West Africa’s cocoa production? Africa at LSE. https://eprints.lse.ac.uk/111082/ Williams, H. (2022). Public Archaeology of Treasure. Public Archaeology of Treasure , 1–206. https://www.torrossa.com/gs/resourceProxy?an=5334157&publisher=FZR707#page=74

Writer, C. (2016, December 22). The Evolving Relationship Between Fair Trade and Cadbury - Good News or Bad? Fair World Project. https://fairworldproject.org/the-evolving- relationship-between-fair-trade-and-cadbury-good-news-or-bad/ Yusnaidi, Y. (2019). Case Study of The Ethical Issues of Child Labor in Chocolate Business in The West Africa Regions. Jurnal Bisnis Dan Kajian Strategi Manajemen , 2 (2). https://doi.org/10.35308/jbkan.v2i2.979

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