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R-e-a-d- -t-h-e- -s-c-e-n-a-r-i-o- -a-n-d- -a-n-s-w-e-r- -t-h-e- -f-o-l-l-o-w-i-n-g- -q-u-e-s-t-i-o-n-s-: W-h-a-t- -a-r-e- -t-h-e- -e-t-h-i-c-a-l- -i-m-p-l-i-c-a-t-i-o-n-s- -i-n- -t-h-i-s- -e-x-a-m-p-l-e- -o-f- -c-o-r-p-o-r-a-t-e- -s-o-c-i-a-l- -r-e-s-p-o-n-s-i-b-i-l-i-t-y-? W-h-a-t- -i-n-f-o-r-m-a-t-i-o-n- -s-h-o-u-l-d- -t-h-e- -c-o-m-p-a-n-y- -p-r-o-v-i-d-e- -T-r-i-s-a- -a-n-d- -c-u-s-t-o-m-e-r-s-? C-a-r-r-o-l-l- -h-a-s- -i-d-e-n-t-i-f-i-e-d- -f-o-u-r- -c-o-r-p-o-r-a-t-e- -s-o-c-i-a-l- -r-e-s-p-o-n-s-i-b-i-l-i-t-i-e-s-:- -e-c-o-n-o-m-i-c-,- -l-e-g-a-l-,- -e-t-h-i-c-a-l-,- -a-n-d- -p-h-i-l-a-n-t-h-r-o-p-i-c-.- -W-h-i-c-h- -r-e-s-p-o-n-s-i-b-i-l-i-t-i-e-s- -a-r-e- -i-n-v-o-l-v-e-d- -w-i-t-h- -“-P-e-n-n-i-e-s- -f-o-r- -P-e-t-s-”- -o-r- -s-i-m-i-l-a-r- -f-u-n-d-r-a-i-s-i-n-g- -s-c-h-e-m-e-s-? H-o-w- -d-o-e-s- -T-r-i-s-a- -r-e-s-o-l-v-e- -h-e-r- -p-e-r-s-o-n-a-l- -e-t-h-i-c-a-l- -d-i-l-e-m-m-a-s-?

R-e-a-d- -t-h-e- -s-c-e-n-a-r-i-o- -a-n-d- -a-n-s-w-e-r- -t-h-e- -f-o-l-l-o-w-i-n-g- -q-u-e-s-t-i-o-n-s-: W-h-a-t- -a-r-e- -t-h-e- -e-t-h-i-c-a-l- -i-m-p-l-i-c-a-t-i-o-n-s- -i-n- -t-h-i-s- -e-x-a-m-p-l-e- -o-f- -c-o-r-p-o-r-a-t-e- -s-o-c-i-a-l- -r-e-s-p-o-n-s-i-b-i-l-i-t-y-? W-h-a-t- -i-n-f-o-r-m-a-t-i-o-n- -s-h-o-u-l-d- -t-h-e- -c-o-m-p-a-n-y- -p-r-o-v-i-d-e- -T-r-i-s-a- -a-n-d- -c-u-s-t-o-m-e-r-s-? C-a-r-r-o-l-l- -h-a-s- -i-d-e-n-t-i-f-i-e-d- -f-o-u-r- -c-o-r-p-o-r-a-t-e- -s-o-c-i-a-l- -r-e-s-p-o-n-s-i-b-i-l-i-t-i-e-s-:- -e-c-o-n-o-m-i-c-,- -l-e-g-a-l-,- -e-t-h-i-c-a-l-,- -a-n-d- -p-h-i-l-a-n-t-h-r-o-p-i-c-.- -W-h-i-c-h- -r-e-s-p-o-n-s-i-b-i-l-i-t-i-e-s- -a-r-e- -i-n-v-o-l-v-e-d- -w-i-t-h- -“-P-e-n-n-i-e-s- -f-o-r- -P-e-t-s-”- -o-r- -s-i-m-i-l-a-r- -f-u-n-d-r-a-i-s-i-n-g- -s-c-h-e-m-e-s-? H-o-w- -d-o-e-s- -T-r-i-s-a- -r-e-s-o-l-v-e- -h-e-r- -p-e-r-s-o-n-a-l- -e-t-h-i-c-a-l- -d-i-l-e-m-m-a-s-?

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R-e-a-d- -t-h-e- -s-c-e-n-a-r-i-o- -a-n-d- -a-n-s-w-e-r- -t-h-e- -f-o-l-l-o-w-i-n-g- -q-u-e-s-t-i-o-n-s-:

  • W-h-a-t- -a-r-e- -t-h-e- -e-t-h-i-c-a-l- -i-m-p-l-i-c-a-t-i-o-n-s- -i-n- -t-h-i-s- -e-x-a-m-p-l-e- -o-f- -c-o-r-p-o-r-a-t-e- -s-o-c-i-a-l- -r-e-s-p-o-n-s-i-b-i-l-i-t-y-?
  • W-h-a-t- -i-n-f-o-r-m-a-t-i-o-n- -s-h-o-u-l-d- -t-h-e- -c-o-m-p-a-n-y- -p-r-o-v-i-d-e- -T-r-i-s-a- -a-n-d- -c-u-s-t-o-m-e-r-s-?
  • C-a-r-r-o-l-l- -h-a-s- -i-d-e-n-t-i-f-i-e-d- -f-o-u-r- -c-o-r-p-o-r-a-t-e- -s-o-c-i-a-l- -r-e-s-p-o-n-s-i-b-i-l-i-t-i-e-s-:- -e-c-o-n-o-m-i-c-,- -l-e-g-a-l-,- -e-t-h-i-c-a-l-,- -a-n-d- -p-h-i-l-a-n-t-h-r-o-p-i-c-.- -W-h-i-c-h- -r-e-s-p-o-n-s-i-b-i-l-i-t-i-e-s- -a-r-e- -i-n-v-o-l-v-e-d- -w-i-t-h- -“-P-e-n-n-i-e-s- -f-o-r- -P-e-t-s-”- -o-r- -s-i-m-i-l-a-r- -f-u-n-d-r-a-i-s-i-n-g- -s-c-h-e-m-e-s-?
  • H-o-w- -d-o-e-s- -T-r-i-s-a- -r-e-s-o-l-v-e- -h-e-r- -p-e-r-s-o-n-a-l- -e-t-h-i-c-a-l- -d-i-l-e-m-m-a-s-?
WOULD YOU LIKE TO DONATE...? Trisa had been noticing an increasing number of businesses asking their customers to donate to charities when they make a purchase. One example was the Shoppers Drug Mart's "Tree of Life" campaign, which encourages customers to purchase a $1 leaf, a maple leaf for $5, or an apple for $50. All proceeds go directly to the women's health charity organization chosen by the Associate-owner of that particular store. In 2009, 249 community women's health charities benefited from the campaign. Loblaws has a similar approach. Customers are asked to contribute to charity at the checkout through the "Give a Little Help a Lot" campaign. The Canada Post Foundation for Mental Health supports mental health organizations through sales of special commemorative postage stamp booklets and donations directly at post office sales counters. Trisa was directly affected by this type of corporate social responsibility fundraising. She worked part-time as a cashier at her neighborhood grocery store and the owner established a donation scheme, "Pennies for Pets." The owner was a strong supporter of animal causes and the donations were to support the local animal shelter. All cashiers were instructed to ask customers if they wanted to donate $1 or $2 to the shelter. Trisa followed instructions but she had several reservations about the scheme. She felt awkward asking customers for the donation, particularly those who looked like they could not afford it. Some customers might be intimidated by the request and she did not believe that they should be put on the spot and say "No." Some customers may not wish to support this particular charity. As well, she was not convinced that the particular shelter deserved funding, as there had been some articles in the media about its poor management and treatment of animals. Lastly, she was not sure how much of the money collected was forwarded to the charity, and whether or not the owner matched the customer donations.
Transcribed Image Text:WOULD YOU LIKE TO DONATE...? Trisa had been noticing an increasing number of businesses asking their customers to donate to charities when they make a purchase. One example was the Shoppers Drug Mart's "Tree of Life" campaign, which encourages customers to purchase a $1 leaf, a maple leaf for $5, or an apple for $50. All proceeds go directly to the women's health charity organization chosen by the Associate-owner of that particular store. In 2009, 249 community women's health charities benefited from the campaign. Loblaws has a similar approach. Customers are asked to contribute to charity at the checkout through the "Give a Little Help a Lot" campaign. The Canada Post Foundation for Mental Health supports mental health organizations through sales of special commemorative postage stamp booklets and donations directly at post office sales counters. Trisa was directly affected by this type of corporate social responsibility fundraising. She worked part-time as a cashier at her neighborhood grocery store and the owner established a donation scheme, "Pennies for Pets." The owner was a strong supporter of animal causes and the donations were to support the local animal shelter. All cashiers were instructed to ask customers if they wanted to donate $1 or $2 to the shelter. Trisa followed instructions but she had several reservations about the scheme. She felt awkward asking customers for the donation, particularly those who looked like they could not afford it. Some customers might be intimidated by the request and she did not believe that they should be put on the spot and say "No." Some customers may not wish to support this particular charity. As well, she was not convinced that the particular shelter deserved funding, as there had been some articles in the media about its poor management and treatment of animals. Lastly, she was not sure how much of the money collected was forwarded to the charity, and whether or not the owner matched the customer donations.
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