In 2006, Alpina operated in Colombia, Ecuador and Venezuela, and its products reached 34 countries. With nearly US$ 275 million in annual sales, Alpina was one of the largest private dairy by-product manufacturer in the Andean sub-region. The company\u2019s social initiatives dated back to its early years, as Alpina\u2019s founders and their families, who were involved in company operations, built a workplace atmosphere that prioritized employees\u2019 needs. The company\u2019s growth brought ownership changes; however, by 2006, Alpina was still in the hands of a few Colombian investors. As the company grew, its social initiatives expanded as well. In 2002-2006, Alpina\u2019s HR Management embarked on a number of efforts to better engineer the company\u2019s social responsibility endeavors and to drive their impact. These efforts proved insufficient when, in 2006, once the corporate model was implemented, Alpina\u2019s Executive Committee questioned the company\u2019s social initiatives and their scope.<\/p>\n
This case requires students to take the role of Juan Pablo Fern\u00e1ndez, who, three years after joining the company, became its Marketing Vice President in 2006. Alpina\u2019s Executive Committee asked Fern\u00e1ndez to prepare a plan to enhance the company\u2019s social impact, setting a cap for social investments. The information supplied in the case provides for two possible options. The first one hinged on expanding initiatives underway, which, varying in alignment with Alpina\u2019s core business, were embedded in its value chain. This has been the path chosen by other industry players, as it enabled them to deal with some risks and inefficiencies jeopardizing their performance. The other option involved the creation of Alpina\u2019s Nutritional Foundation, which would prevent any criticism for exploiting the poor\u2019s need for better nutrition. Class participants, placed in Fern\u00e1ndez\u2019s shoes, must choose a path and find ways to materialize either option.<\/p>\n","protected":false},"excerpt":{"rendered":"
In 2006, Alpina operated in Colombia, Ecuador and Venezuela, and its products reached 34 countries. With nearly US$ 275 million in annual sales, Alpina was one of the largest private dairy by-product manufacturer in the Andean sub-region. The company\u2019s social initiatives dated back to its early years, as Alpina\u2019s founders and their families, who were […]<\/p>\n","protected":false},"featured_media":0,"template":"","meta":{"_acf_changed":false},"tipo_publicacion":[30],"product_brand":[],"product_cat":[184],"product_tag":[],"class_list":{"0":"post-6161","1":"product","2":"type-product","3":"status-publish","5":"tipo_publicacion-casos","6":"product_cat-cases","8":"first","9":"instock","10":"product-type-external"},"acf":[],"_links":{"self":[{"href":"https:\/\/sekn.org\/en\/wp-json\/wp\/v2\/product\/6161","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/sekn.org\/en\/wp-json\/wp\/v2\/product"}],"about":[{"href":"https:\/\/sekn.org\/en\/wp-json\/wp\/v2\/types\/product"}],"wp:attachment":[{"href":"https:\/\/sekn.org\/en\/wp-json\/wp\/v2\/media?parent=6161"}],"wp:term":[{"taxonomy":"tipo_publicacion","embeddable":true,"href":"https:\/\/sekn.org\/en\/wp-json\/wp\/v2\/tipo_publicacion?post=6161"},{"taxonomy":"product_brand","embeddable":true,"href":"https:\/\/sekn.org\/en\/wp-json\/wp\/v2\/product_brand?post=6161"},{"taxonomy":"product_cat","embeddable":true,"href":"https:\/\/sekn.org\/en\/wp-json\/wp\/v2\/product_cat?post=6161"},{"taxonomy":"product_tag","embeddable":true,"href":"https:\/\/sekn.org\/en\/wp-json\/wp\/v2\/product_tag?post=6161"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}