CSR- A Demand of Global Market - IJATTMAS Faridabad Volume III, Special Issue I April 2017 Page 96...

IMT Faridabad Volume III, Special Issue I April 2017 Page 96

CSR- A Demand of Global Market

Dr. Geeta Shiromani*, Ms Meenu Dembla **

ABSTRACT:

Corporate Social Responsibility is emerging as a new field in the management research. But today

the word has become a part of people living in India. Initiating or executing CSR program, in present

scenario is mushrooming across the country’s landscape at a faster way among the industries.

The purpose of this study is to explore the role of FMCG companies towards corporate social

responsibility and its impact on the society as well as the impact of society on their business.

This paper will present a study of various conditions by examining the behavior of the parameters and

also suggests policy to determine ethical and CSR elements for each type of enterprise in the FMCG

sector in India.

This paper will also include a case study of Patanjali Ayurved Ltd. in which we will try to explore the

reasons of the wonderful growth in the last 5 years. The case tracks, how ethics and CSR worked in

the hyper competitive Indian FMCG sector, specially-

1. Home care products companies

2. Dairy products companies

3. Food and beverages companies

4. Cosmetics and health products companies.

5. Soft drinks and health drinks companies.

Keywords: Business – FMCG, Corporate Social Responsibility, Patanjali Ayurved, Global Standards,

========================================================================

*Associate Professor, [email protected]

Institute of Management & Technology, Faridabad

mailto:[email protected]


An Introduction

Corporate Social Responsibility is emerging as a new field in the management research. But today the

word has become a part of people living in India. Initiating or executing CSR program, in present

scenario is mushrooming across the country’s landscape at a faster way among the industries.

The purpose of this study is to explore the role of FMCG companies towards corporate social

responsibility and its impact on the society as well as the impact of society on their business.

This paper will present a study of various conditions by examining the behavior of the parameters and

also suggests policy to determine ethical and CSR elements for each type of enterprise in the FMCG

sector in India.

This paper will also include a case study of Patanjali Ayurved Ltd. in which we will try to explore

the reasons of the wonderful growth in the last 5 years. The case tracks, how ethics and CSR worked

in the hyper competitive Indian FMCG sector, specially-

Home care products companies

Dairy products companies

Food and beverages companies

Cosmetics and health products companies.

Soft drinks and health drinks companies.

About FMCG or CPG

FMCG or CPG is known as “fast- moving consumer goods” or “consumer packed goods”. These are

quickly purchased, low margin of profit for retailers and fast consumable. FMCG engulfs those,

basically, household products which are less durable but purchased and consumed the most by

consumers. The most common in the list are toilet soaps, detergents, shampoos, toothpaste, shaving

products, shoe polish, packaged foodstuff, and household accessories and extends to certain electronic

goods. These items are meant for daily of frequent consumption and have a high return. Simply

speaking, these are the goods which we need and use every day in our life. We categorize these

products –

1. Home care products

2. Dairy products


3. Food and beverages

4. Cosmetics and health products

5. Soft drinks and health drinks 1

6. Household accessories and certain electronic goods.

In FMCG industries there is a situation where in the retailers of FMCGs have low margin when it

comes to the sale of one single unit of product, however, because of the high level of demand for these

goods it ultimately gratifies the seller’s endeavor of getting the high range of profit as it sold in a large

volume. It is safe to say, that probably FMCG industries are the best example to illuminate the

situation “Low margin-high profit”.

About Corporate Social Responsibility (CSR)

In the words of Mallen Baker- “CSR is about how companies manage their business process to

produce an overall positive impact on society”.

Corporate Social Responsibility refers to the impact of initiative an activities taken by companies in

respect of welfare of the workforce (human resource), community living around (society).

In the earlier stage, the social responsibilities of a companies was inculcate just confined to proper

return of tax payable by the company established. However, CSR is now encompassing initiatives

taken in respect to welfare of the workers and their family as well as providing quality up to the

standard, rational pricing, contribution in women-children empowerment and awareness, steps for

providing an ideal environment to live in. Striving towards social welfare may or may not be lucrative

in terms of profitability to the firm but it’s company’s turn to pay back to the society for playing the

role of production factor by providing their work effort to the company and also by consuming the

goods and services as a customer that plays the most important role in profit as well as wealth

maximization.

CSR in India

CSR History India has a long rich history of close business involvement in social causes for national

development. In India, CSR is known from ancient time as social duty or charity, which through


different ages is changing its nature in broader aspect, now generally known as CSR. From the origin

of business, which leads towards excess wealth, social and environmental issues have deep roots in the

history of business. India has had a long tradition of corporate philanthropy and industrial welfare has

been put to practice since late 1800s. Historically, the philanthropy of business people in India has

resembled western philanthropy in being rooted in religious belief. Business practices in the 1900s that

could be termed socially responsible took different forms: philanthropic donations to charity, service

to the community, enhancing employee welfare and promoting religious conduct. Corporations may

give funds to charitable or educational institutions and may argue for them as great humanitarian

deeds, when in fact they are simply trying to buy community good will. The ideology of CSR in the

1950s was primarily based on an assumption of the obligation of business to society. In initial years

there was little documentation of social responsibility initiatives in India. Since then there is a growing

realization towards contribution to social activities globally with a desire to improve the immediate

environment (Shinde, 2005). It has also been found that to a growing degree companies that pay

genuine attention to the principles of socially responsible behavior are also favored by the public and

preferred for their goods and services. This has given rise to the concept of CSR. After Independence,

JRD Tata who always laid a great deal of emphasis to go beyond conducting themselves as honest

citizens pointed out that there were many ways in which industrial and business enterprises can

contribute to public welfare beyond the scope of their normal activities. He advised that apart from the

obvious one of donating funds to good causes which has been their normal practice for years; they

could have used their own financial, managerial and human resourced to provide task forces for

undertaking direct relief and reconstruction measures. Slowly, it began to be accepted, at least in

theory that business had to share a part of the social overhead costs of. Traditionally, it had discharged

its responsibility to society through benefactions for education, medical facilities, and scientific

research among other objects. The important change at that time was that industry accepted social

responsibility Vol. 2, No. 1 Global Business and Management Research: An International Journal 46

as part of the management of the enterprise itself. The community development and social welfare

program of the premier Tata Company, Tata Iron and Steel Company was started the concepts of

“Social Responsibility.” (Gupta, 2007) The term corporate social performance was first coined by

Sethi (1975), expanded by Carroll (1979), and then refined by Wartick and Cochran (1985).


In Sethi’s 1975 three-level model, the concept of corporate social performance was discussed, and

distinctions made between various corporate behaviors. Sethi’s three tiers were ‘social obligation (a

response to legal and market constraints); social responsibility (congruent with societal norms); and

social responsiveness (adaptive, anticipatory and preventive) (Cochran, 2007).

The last decade of the twentieth century witnessed a swing away from charity and traditional

philanthropy towards more direct engagement of business in mainstream development and concern for

disadvantaged groups in the society. This has been driven both internally by corporate will and

externally by increased governmental and public expectations (Mohan, 2001).

This was evident from a sample survey conducted in 1984 reporting that of the amount companies

spent on social development, the largest sum 47 percent was spent through company programs, 39

percent was given to outside organizations as aid and 14 percent was spent through company trusts

(Working Document of EU India CSR, 2001). In India as in the rest of the world there is a growing

realization that business cannot succeed in a society which fails. An ideal CSR has both ethical and

philosophical dimensions, particularly in India where there exists a wide gap between sections of

people in terms of income and standards as well as socio-economic status (Bajpai, 2001). According to

Infosys founder, Narayan Murthy, ‘social responsibility is to create maximum shareholders value

working under the circumstances, where it is fair to all its stakeholders, workers, consumers, the

community, government and the environment’. Commission of the European Communities 2001

stated that being socially responsible means not only fulfilling legal expectations, but also going

beyond compliance and investing ‘more’ into human capital, the environment and the relation with

stakeholders(Bajpai, 2001). Over the time four different models have emerged all of which can be

found in India regarding corporate responsibility (Kumar et al., 2001).

CSR needs to be understood within this context captured in the development oriented CSR framework

given below:


Table 1: The four models of Corporate Responsibility (Arora & Puranik 2004)

Model Focus Champions

Ethical Voluntary commitment by companies to public welfare M.K Gandhi

Statist State ownership and legal requirements determine Corporate

responsibility

Jawahar Lal Nehru

Liberal Corporate responsibilities limited to private owners

(shareholders)

Milton Friedman

Stakeholder Companies respond to the needs of stakeholders customers,

employees, communities, etc.

R. Edward Freeman

So the concept of CSR is underpinned by the idea that corporations can no longer act as isolated

economic entities operating in detachment from broader society. Traditional views about

competitiveness, survival and profitability are being swept away.

DRIVERS TOWARDS CSR

Some of the drivers pushing business towards CSR include:

1. The shrinking role of government

In the past, governments have relied on legislation and regulation to deliver social and environmental

objectives in the business sector. Shrinking government resources, coupled with a distrust of

regulations, has led to the exploration of voluntary and non-regulatory initiatives instead.

2. Demands for greater disclosure

There is a growing demand for corporate disclosure from stakeholders, including customers, suppliers,

employees, communities, investors, and activist organizations.

3. Increased customer interest

There is evidence that the ethical conduct of companies exerts a growing influence on the purchasing

decisions of customers. In a recent survey by Environics International, more than one in five

consumers reported having either rewarded or punished companies based on their perceived social

performance.

4. Growing investor pressure

Investors are changing the way they assess companies' performance, and are making decisions based

on criteria that include ethical concerns. The Social Investment Forum reports that in the US in 1999,


there was more than $2 trillion worth of assets invested in portfolios that used screens linked to the

environment and social responsibility. A separate survey by Environics International revealed that

more than a quarter of share-owning Americans took into account ethical considerations when buying

and selling stocks. (More on socially responsible investment can be found in the 'Banking and

investment' section of the site.)

5. Competitive labour markets

Employees are increasingly looking beyond paychecks and benefits, and seeking out employers whose

philosophies and operating practices match their own principles. In order to hire and retain skilled

employees, companies are being forced to improve working conditions.

6. Supplier relations

As stakeholders are becoming increasingly interested in business affairs, many companies are taking

steps to ensure that their partners conduct themselves in a socially responsible manner. Some are

introducing codes of conduct for their suppliers, to ensure that other companies' policies or practices

do not tarnish their reputation.

Positive Outcomes of CSR

Some of the positive outcomes that can arise when businesses adopt a policy of social responsibility

include:

1. Company benefits:

Improved financial performance;

Lower operating costs;

Enhanced brand image and reputation;

Increased sales and customer loyalty;

Greater productivity and quality;

More ability to attract and retain employees;

Reduced regulatory oversight;

Access to capital;

Workforce diversity;

Product safety and decreased liability.


2. Benefits to the community and the general public:

Charitable contributions;

Employee volunteer programmes;

Corporate involvement in community education, employment and homelessness programmes;

Product safety and quality.

3. Environmental benefits:

Greater material recyclability;

Better product durability and functionality;

Greater use of renewable resources;

Integration of environmental management tools into business plans, including life-cycle

assessment and costing, environmental management standards, and eco-labelling.

Nevertheless, many companies continue to overlook CSR in the supply chain - for example by

importing and retailing timber that has been illegally harvested. While governments can impose

embargos and penalties on offending companies, the organizations themselves can make a

commitment to sustainability by being more discerning in their choice of suppliers.

The concept of corporate social responsibility is now firmly rooted on the global business agenda. But

in order to move from theory to concrete action, many obstacles need to be overcome.

A key challenge facing business is the need for more reliable indicators of progress in the field of

CSR, along with the dissemination of CSR strategies. Transparency and dialogue can help to make a

business appear more trustworthy, and push up the standards of other organizations at the same time.

A Case Analysis of CSR Activities of Patanjali Group-

Patanjali started its operations with Patanjali yogpeeth in Hardiwar, Uttarakhand. Patanjali yogpeeth is

one of the largest yoga institutes in the country. Swami Ramdevji Maharaj and Acharya Balkrishanaji

Maharaj set up Patanjali Ayurveda Pvt Ltd for treatment, research and development and for the

manufacturing of ayurvedic medicines in Yoga and Ayurveda.

Patanjali Yogpeeth offers treatment and scientific research and has brought a revolution when it comes

healthcare in the country with the combined approach of Yoga and Ayurveda.


The infrastructural facilities at Patanjali Yogpeeth includes an OPD for free medical consultation, IPD

of thousand beds, laboratory for test investigation of radiology, cardiology and pathology, a yoga

research department, free yoga classes, high quality ayurvedic medicines manufactured by Divya

pharmacy, facilities of library and reading room along with a cyber café, a huge auditorium,

apartments for senior citizens, a grand museum and a sale outlet of 11,000 square feet for literature

related to yoga and Ayurveda.

Patanjali Ayurveda- Entry into FMCG

Patanjali started off manufacturing bulk Ayurvedic medicines later branching its operations into

FMCG markets as well. Since, the FMCG market has low entry barriers, Patanjali soon established

itself as a major consumer goods’ manufacturer. The recent trends clearly imply that the company’s

priorities are shifting from medicines to consumer goods, perhaps because the net revenues earned

through FMCG are on par with ayurvedic medicines.

Patanjali Ayurveda – Current Market Insights

Patanjali as a brand currently has more than 350 products from Soap to Toothpaste and from Oats to

Health drinks. The 2014-2015 revenue of Patanjali Ayurveda crosses Rs. 2000 crore figures. In

January 2016, IIFL said “Patanjali Ayurveda Ltd has, in a short span of less than a decade, recorded a

turnover higher than what several companies have managed to achieve over several decades. There is

no doubt that Patanjali is a disruptive force in the FMCG space and is a credible threat for the

incumbents.” The industrial data indicates that the brand has a market share of 4-5% Patanjali Sales

(2012-2016)

Graph 2: Growth of Revenue and Net Profit of Patanjali 2

IMT Faridabad Volume III, Special Issue I April 2017 5

Graph 3: Total Income Composition

Focus on Revenue over Profitability

As per the report by research “The company is well on course to achieve its targeted revenue of -

INR50‐60bn in FY16 (INR20.2bn in FY15). Even though the thrust is not on profitability, the

company managed to clock ~20% EBITDA margin in FY15, aided by better cost management (latest

machinery and strong R&D capabilities) and lower A&P spends”

Proactive moves in Innovation

Patanjali Ayurveda is aggressively planning to enter into every consumer category. Currently Patanjali

Ghee is expected to be at INR 12 billion in the financial year 2016 and if it gains solid distribution

expertise, it could pose a serious threat to its competitors. An innovative R&D facility equipped with

latest technology, Patanjali has also launched a mobile app which helps the consumer to locate retail

outlets and for online ordering of Patanjali products


PRODUCT BASKET: PATANJALI GROUP

Product Group Product Items

1.Grocery and Staples Pulse, Flour, Staples, Edible Oil & Ghee.

2.Ready food Confectionary, Snacks and breakfast, Sauces and Pickles &

Sweets etc.

3. Personal Care Face care,Body care, Hair care, Oral care, Makeup, Soaps &

Hand wash, Shaving & Grooming etc.

4. Health Care Health drinks, Chawanprash, Nutrition & Supplements &

Digestives

5. Households Cleaning & Washing

6.Beverages Juice & Fruit Drinks, Sharbat & Squash

Patanjali’s Pipeline

Patanjali has a very strong pipeline, thanks to their innovative and huge R&D setup.

The new products include:

Patanjali yoga wear (Vastram)

Dant Kanti Advance

Sugar free Chyawanprash

Power Vita

Sea buck thorn dietary supplement

Pricing of Patanjali Products v/s Its Competitors

Product Name Quantity Patanjali

Price(Rs)

Competitor’s

Price

Competitor

1. Cow Ghee 1ltr 450 710 Parsi Dairy

2. Saundarya Creams 60gm 60 80 Pears Face Wash

3.Honey 500gm 135 199 Dabur Honey

4.Kesh Kanti Shampoo 200gm 110 159 Head&Shoulder


5.KantiNeem Soap 75gm 15 24 Himalaya Neem

Soap

6.Super Dish Wash

Bar

175gm 10 15 Vim Dish War

7.Corn Flakes Mix 500gm 145 182 Kelloggs Corn

Flakes

8.Detergent Powder 250gm 13 19 Rin Detergent

Powder

9.Pineapple Juice 1ltr 85 99 Dabur Real Juice

10.Special Chyawan

Prash

500gm 115 160 Dabur

Chyawanprash

SWOT Analysis of Patanjali

Strength

Spiritual connect with the consumer en masse.

Herbal products with natural ingredients

Strong and Innovative R&D

Baba Ramdev – face of the brand

Weakness

Controversies like noodles not approved by FSSAI at the time of launching

Products like putrajeewak which creates negative impact on the brand

Strong competitors and low exports

Opportunity

There is a large domestic market for FMCG Products

Low entry barrier for new and innovative herbal products

Threats

Competitors keeping a close eye on the growth of Patanjali Ayurveda

Controversies around the Patanjali group

Weak supply chain as compared to the competitors.


Patanjali CSR Objective

The Company firmly believes that CSR is primarily, the responsibility of the Company in relation to

the impact of its decisions and activities on the society and also the Environment, through a

transparent and ethical behavior which is:

(a) Consistent with sustainable development and welfare of Society,

(b) Takes into account the expectations of stakeholders,

(c) Is in compliance with applicable law

Patanjali Group’s CSR Scopes

Eradicating hunger, poverty and malnutrition, promoting preventive health care and sanitation and

making available safe drinking water;

Promoting education, including special education and employment enhancing vocation skills

especially among children, women, elderly, and the differently abled and livelihood enhancement

projects;

Promoting gender equality, empowering women, setting up homes and hostels for women and

orphans; setting up old age homes, day care centers and such other facilities for senior citizens and

measures for reducing inequalities faced by socially and economically backward groups;

Enduring environmental sustainability, ecological balance, protection of flora and fauna, animal

welfare, agro forestry, conservation of natural resources and maintaining quality of soil, air and water;

Protection of national heritage, art and culture including restoration of buildings and sites of

historical importance and works of art; setting up public libraries; promotion and development of

traditional arts and handicrafts;

Measures for the benefit of armed forces veterans, war widows and their dependents;

Training to promote rural sports, nationally recognized sports, Paralympics sports and Olympic

sports;

Contributions to the Prime Minister’s National Relief Fund or any other fund set up by the Central

Government for socio-economic development and relief and welfare of the Scheduled Castes, the

Scheduled Tribes, other backward classed, minorities and women;

Contribution or funds provided to technology incubators located within academic institutions

which are approved by the Central Government;


Rural development projects and

Any other activity as may be prescribed by the Central Government from time to time.

CSR Activities:

1. Acharyakulam

2. Kushthrogi

3. Research and development

4. Patanjali Gramodyog

5. Patanjali Food Research

Focus Area:

1. Modern Education through Gurukul System

For Girl Child

For Poor Students

2. Healthcare

Ayurved Facilities

Research and Development

Patanjali & CSR: Sustainability

To support Patanjali production is a promising policy for increasing sustainability in the economy,

which would affect both customer attitude and purchase intention. Patanjali Ayurved assists in

environmental protection, health, animal welfare, biodiversity preservation, natural resource

conservation, food safety etc. Many scholars acknowledged that all these sustainability issues

somehow motivate customers to purchase and recommend of. This means that the majority of

customers are aware of the gains of sustainability and due to this, have a positive attitude towards off,

but do not prefer to purchase natural foodstuffs regularly. Based on the above arguments, the

hypotheses framed are these:

H1.

Sustainability is positively associated with customer attitude.


H2.

Sustainability is positively but less associated with purchase intentions.

Sustainability has three pillars:

1. Social Impact -(Market impact, Product Impact & Brand Impact)

2. Environment Impact -(Industry, Client,& Suppliers)

3. Economic Impact -(Governance, Compliance & Transformation)

Demographic and socioeconomic environment

Demographic and socioeconomic variables are key metrics, which predict buying behaviour of

consumers in a particular place or region, education level has a significant impact on consumption

level. Similarly, in the context of age and gender-companies need to evaluate the demographic and

socioeconomic environment to attain paramount business performance. Although young people are

more conscious about ecological issues, they have less of a willingness to pay for of because of their

lower purchasing power, while older people are more health-conscious and have a higher willingness

to pay the extra cost. Additionally, cultural differences lead customers to perceive different values at

the time of purchases. However, in the literature, there is an ongoing debate on the importance of

ENVIRONMENTAL

IMPACT

SUSTAINABILITY

SOCIAL IMPACT

ECONOMIC

IMPACT

Market

Produc

t

Brand

Client Industr

y

Supplie

rs

Transformatio

n Complianc

e Governanc

e


demographic and socioeconomic indicators in of consumption. Thus we expect the demographic and

socioeconomic variables to affect attitude and intentions. Hence, we proposed the following

hypotheses:

H3: Demographic and socioeconomic factors have an effect on Patanjali Products customer attitude

H4: Demographic and socioeconomic factors have an effect on Patanjali Products purchase intentions.

Attitude

Attitude predicts customer's purchase intentions.

Consumers have a positive attitude towards purchasing of because of its better taste, health benefits

and environment-friendly nature .but also that its premium price, lesser variety and scarcity restrict

consumer attitude and not allow them to purchase these products.

So there is a gap between attitude and actual buying behavior of Patanjali product consumers.

Considering the above viewpoints, we contemplated the following hypothesis:

H5: Customer attitude has positive effect but one less associated with organic food purchase

intentions.

On the basis of these Pillars & Hypothesis -Our questionnaire is based on –

1. People – Consumers

2. Planet- Ethical Values & Morality

3. Profit- Business profit and social welfare

For testing hypothesis We have collected primary data by sending questionnaire to 300 people

(Including – costumers, distributer, employees and others) & got respond about 247 respondents. In

this questionnaire – we used 3 parameters for exploring information for testing given hypothesis.

H1.

Sustainability is positively associated with customer attitude.

H2.

Sustainability is positively but less associated with purchase intentions.

Result-After observing the sample results we find that the first null hypothesis is true but the second hypothesis

is rejected. For studying such hypothesis we have used a comparative price list of Patanjali Products and


competitive company’s products & find that customer’s positive attitude is not a result of quality of the products

but also the price of the products in comparison of other products.

H3: Demographic and socioeconomic factors have an effect on Patanjali Products customer attitude.

Most of the costumer’s attitude towards patanjali products is very positive, because they are attached

with this group by heart due to its swadeshi movement & impact of CSR activities.

H4: Demographic and socioeconomic factors have an effect on Patanjali Products purchase intentions.

The result shows that this hypothesis is also come true; socio and economic factors also affect the purchasing

intentions of the Indian costumers.

H5: Customer attitude has positive effect but one less associated with organic food purchase

intentions.

The result shows that this hypothesis is somehow rejected but on the other hands it is accepted by

some rich customers, because organic foods are very costly so poor & middle class people are not able

to purchase these products although they have very positive attitude towards patanjali product.

Conclusion

Patanjali successfully infused western products with the ‘Desi’ branding to gain the trust of the

audience who were looking for a reason to despise necessary but expensive foreign brands.

The quality of the Patanjali Ayurved products is a debatable matter relating with controversies they

found for themselves; First FSSAI license fiasco followed by the future expiry date labels on the

Patanjali products. But with the robust pipeline of new products ready to join the plethora of Patanjali

Ayurved products already selling in Indian malls and bazaars, they are ready to give a plenty of

reasons to worry to global FMCG brands in India.

So The Patanjali Ayurved is currently winning the capitalist race with Nationalism.


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