New Balance case study

Review the New Balance case study in the Resources folder.
This case study focuses on New Balance, a privately held company and the fourth largest athletic footwear
manufacturer in the world. New Balance has a strong social res
ponsibility culture and mission. The overall
goal of the case is to use the provided information from this comprehensive company assessment to identify
a few key areas where New Balance can focus on and demonstrate industry leadership while also supporting
the bottom line.
In this case study analysis, you are to address the following, utilizing the headings below in the body of the
paper. You must cite all facts from the case study itself. In addition to citing from the case study, you must
also cite
a
t least two other resources. Suggested assignment length (not including cover page and reference
page):

Introduction
•
Provide a synopsis of the company and the case.
Strengths and Weaknesses
•
Identify key strengths and weaknesses in each of the following categories:

Overall Governance

Products and Services

Operations

Community Support
Analysis
•
Analyze the strengths and weaknesses identified; select two to three areas for New Balance to focus
on and develop a CSR strategy that is integrated with the
business strategy.
Implementing CSR
•
List the key steps for implementing an integrated CSR strategy. Who should be involved? What should
the communication plan consist of? What resources are needed? What is the timeline? What are the
measures of success? W
hat are other important items to include?
Conclusion
•
Summarize in 2–3 paragraphs the most important elements addressed in this analysis.
References
•
Include a separate page of APA-formatted references. At the minimum, the case study should be included, as well as the two outside references. There should be no items listed in the references that
were not included in the body of the paper as in-text citations

Richard lvey School of Business I E
The University of Western Ontario
9B1 OMo1 1

NEW BALANCE: DEVELOPING AN INTEGRATED CSR STRATEGY

Dr. Vesela Veleva wrote this case solely to provide material for class discussion. The author does not intend to illustrate either
effective or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying
information to protect confidentiality.

lvey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of
this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to
reproduce materials, contact lvey Publishing, lvey Management Services, c/o Richard lvey School of Business, The University of
Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208,‘ fax (519) 661-3882; e-mail cases@ivey.uwo.ca.
Copyright © 2010, lvey Management Services Version: (A) 2010-01-28
Katherine Shepard, social responsibility manager at New Balance, understood that New Balance faced new
challenges in terms of corporate social responsibility (CSR):1 how to maintain its social responsibility
culture when acquiring new brands, how to become more transparent and thus increase stakeholder trust
and support and how to position itself as a responsible leader in the industry to obtain business benefits
without having to “chase” peers, as Nike and Timberland. She was struggling with some issues due to her
intimate familiarity with the company, and she recognized its high potential and the changing operating
environment for business. Shepard also knew that New Balance needed someone outside the company to
look at the current level of CSR management and performance and provide an independent and credible
evaluation and list of recommendations. The Boston College Center for Corporate Citizenship (BCCCC)2
came to mind as it was an organization with which New Balance was familiar and comfortable.

Both chief executive officer (CEO), Rob DeMartini, and vice-chairrnan and co-owner, Anne Davis, liked
the idea and, in December 2008, the company engaged the BCCCC research team to conduct an
assessment and provide recommendations for developing an aligned CSR strategy to the Responsible
Leadership Steering Committee and senior leadership. That strategy could also serve as the basis for
developing New Balance’s first publicly available CSR report. In 2009, New Balance began a process to
assess, redefine and integrate its CSR strategy with the core business strategy.

NEW BALANCE MISSION

“Demonstrating responsible leadership, we build global brands that athletes are proud to wear, associates
are proud to create and communities are proud to host.”

7 In this case, the term corporate social responsibility is used interchangeably with corporate citizenship, responsible
leadership and sustainability.

2 The Boston College Center for Corporate Citizenship (BCCCC) is a membership-based research organization associated
with the Carroll School of Management. New Balance had been a member of the Center since 1999.

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