Business Plan Child Care

I would like to research best practices and frameworks of CSV (Creating Shared Value concept by Michael Porter) from small-medium to large sized companies around the world; the process of strategic planning, the mechanisms created, barriers broken, and the economic results. I believe CSV, as a strategy to achieve an economic success by creating shared value, is calculative and well adopted to the era of modern business. Although it is sometimes criticized and as yet not as well-known as CSR, because of perceived difficulties with its implementation, it should be discussed beyond the areas of social responsibility or philanthropy mindset. Unless people take risks to break outdated approaches to value creation and competition, and unless it is designed as a core strategy instead of as a strategy at the periphery, it easily ends up as a pie-in-the-sky idea.

Japanese business people are familiar with “Rongo to Soroban” by Eiichi Shibusaza who devoted himself to developing the Japanese economy based on The Analects of Confucius. Having introduced Western capitalism to Japan, he declared a clear line to be drawn against the Western business ideals of profit supremacy. The vulnerability of his business philosophy at the present time is a missing assumption that there is keen global competition among countries with different religions and moral standards, and a growing number of agile international firms who have lost touch with local communities with a short-term goal of financial performance. However, Shibusawa also emphasized the importance of fighting with people or obstacles to pursue our goals. To survive in the competitive world economy, companies have to be smarter at developing calculative strategies, instead of taking short-sighted tactics, such as shifting activities to locations with lower wages, lower corporate taxes, or less strict environmental standards.

Due to cutthroat global competition, the feasibility of CSV for companies with limited

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