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Nevertheless, it appears that ECCO’s operations strategy is its main competitive
advantage. ECCO’s CSR efforts regarding its employees seem to have an enormous impact on company’s internal marketing strategy: “continuous learning ensures that all employees are familiar with the core values and high ethical standards of ECCO formulated in our Code of Conduct and also helps teach our employees how to prevent and minimise the risk of accidents” (ECCO, 2012). For the practical aspect of the present work, ECCO Shoes Company will be examined and pertinent examples provided. Having great control over the shoemaking process permits ECCO to carefully monitor and control the impacts of all its operations, giving ECCO the “opportunity and obligation to make a difference” (ECCO, 2012). It is interesting that Scott Otte (Otte,
2011), ECCO EMEA’s Marketing Director, explained at GRASP conference (where I met him personally) ECCO’s Corporate Social Responsibility strategy and mentioned that the company do not have a separate department for CSR and that it is handled with the marketing department, yet it takes care to issue CSR reports and create CSR strategies and plans.
Moreover, at a further workshop it was discussed the manner in which ECCO chooses the get involved into CSR. Hence, As a result, ECCO is visibly engaging in CSR actions
(Walk for Life charitable programmes: Walkathon, Walk in Style). For instance, opposite to ECCO, its direct competitor Clarks is proudly expressing its CSR activities and tries to achieve competitive advantage through the ethical products (i.e.
ECCO’s Corporate Social Responsibility efforts are not used as a USP (or point of differentiation) within the marketing communication strategy. Initially, this strategy might appear to be wasteful and missing the opportunity to leverage CSR in building competitive advantage.
ECCO’s is chosen by its customers due to renowned shoes quality (ECCO-Consumer-
Profile, 2008), and as justified by the founder of the company – Karl Toosbuy: “It has always been our philosophy that quality is the only thing that endures” (ECCO, 2012).
This inside-out strategy, based on company’s resources and capabilities within its operations, allows ECCO to deliver innovative and high-quality products to its customers.