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«VOLUM E 1 1, N UM B E R 1 I S SN 2 1 6 8 - 0 6 1 2 F L ASH DR I V E I S SN 1 9 4 1 - 9 5 8 9 ON L I N E T h e In s t it ut e f o r Bu s i n e s s an ...»

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The project was intended to establish integrated reporting–covering the non-financial capital aspects of a business as well as the usual financials–within mainstream business practice with the aim of aligning capital allocation and corporate behaviour to the wider goals of financial stability and sustainable development through the integrated reporting cycle. (Izza, 2015, para. 1) In June, 2014, the IIRC launched the Corporate Reporting Dialogue (CRD), a platform to coordinate and align corporate reporting, that will “promote greater coherence, consistency and comparability between corporate reporting frameworks, standards and related requirements, leading to improved efficiency and effectiveness” (para. 2). The organizations participating in the CRD are Carb CDP, Climate Disclosure Standards Board, Financial Accounting Standards Board, Global Reporting Initiative, International Accounting Standards Board, IIRC, International Public Sector Accounting Standards Board, International Organization for Standardization and Sustainability Accounting Standards Board. As sustainability becomes more central to the business, companies should align internally on what they stand for and what actions they want to take on these issues, whether it’s economic development or changing business practices. Whatever approach companies take, they should develop a strategy with no more than five clear, well-defined priorities—one of the key factors for successful sustainability programs. (McKinsey & Co.

2014, p. 10) These priorities could be part of an integrated report, rather than being priorities that are lost in a sea of other standards. It would also encourage all companies to report their CSR and sustainability priorities and progress so that stakeholders could compare goals and achievements by country and sectors.

Forbes writer Enrique Dans (2015) said that the reason Volkswagen got into trouble is reporting.

The problem with CSR pretty much comes down to this: we are asking companies to self-regulate.... The Volkswagen case shows in stark contrast that we must reinvent CSR. The people who head these departments must be made responsible for their companies’ actions, even if that means going to jail....

The Volkswagen crisis highlights the failings of capitalism, of a system that has closed its eyes to the reality of the future, and a clearly unsustainable future. (p. 7) GCBF ♦ Vol. 11 ♦ No. 1 ♦ 2016 ♦ ISSN 1941-9589 ONLINE & ISSN 2168-0612 USB Flash Drive 386 Global Conference on Business and Finance Proceedings ♦ Volume 11 ♦ Number 1

CONCLUSION

An integrative reporting platform with third-party assessors will at least allow regulators and consumers to have a format that is understandable across all industries that can be compared. It will make it easier to allow regulators to check veracity so that companies do not self-regulate. Growing support for the business case among academic and practitioners is evident. Generally, the business case for CSR is being made by documenting and illustrating that CSR has a positive economic impact on firm financial performance. The broad view of the business case, however, brings attention to the details of the relationship between CSR and firm financial performance. Mediating variables and situational contingencies affect the impact of CSR on firm financial performance. Therefore, the impact of CSR on firm financial performance is not always favorable. Rather, firms should understand the circumstances of the different CSR activities and pursue those activities that demonstrate a convergence between the firm’s economic objectives and the social objectives of society. Only when firms are able to pursue CSR activities with the support of their stakeholders can there be a market for virtue and a business case for CSR. (Carroll & Shabana, 2010, p.

102)

REFERENCES

AccountAbility. (2014). Standards. Retrieved from http://www.accountability.org/standards/ index.html Carroll, A. (1979). A three-dimensional conceptual model of corporate social performance. Academy of Management Review. 4(4) pp. 497-505.

Carroll, A. (1987). In search of the moral manager. Business Horizons. 30(2), p. 7.

Carroll, A., & Shabana, K. (2010). The business case for corporate social responsibility. International Journal of Management Reviews. 12(1), pp. 85-105.

Catalyst Consortium and USAID. (2002). What is corporate social responsibility? Retrieved from http://www.rhcatalyst.org/site/DocServer/CSRQ_A.pdf?docID=103 Caux Round Table. (2014). About Caux round table. Retrieved from http://www.cauxroundtable.org/ index.cfm?&menuid=2 Cone LLC. (2010). 2010 Cone cause evolution study. Retrieved from http://www.conecomm.com/stuff/ contentmgr/files/0/6bc819050a7914fc99b99c205493d8bc/files/2010_cone_cause_evolution_study_report.pdf Cone LLC. (2015a). Global CSR study. Retrieved from http://www.conecomm.com/stuff/contentmgr/files /0/2482ff6f22fe4753488d3fe37e948e3d/files/global_pdf_2015.pdf Cone LLC. (2015b). New Cone research confirms millennials as American’s most ardent CSR supporters, but marked differences revealed among this diverse generation. Retrieved from http://www.conecomm.com/new-cone-communications-research-confirms-millennials-as-americas-mostardent-csr-supporters Dans, E. (2015). Volkswagen and the failure of corporate social responsibility. Forbes. Retrieved fromhttp://www.forbes.com/sites/enriquedans/2015/09/27/volkswagen-and-the-failure-of-corporatesocial-responsibility/ GCBF ♦ Vol. 11 ♦ No. 1 ♦ 2016 ♦ ISSN 1941-9589 ONLINE & ISSN 2168-0612 USB Flash Drive 387 Global Conference on Business and Finance Proceedings ♦ Volume 11 ♦ Number 1 Environmental disclosure, benchmarking tool online. (2015). Environment & Energy Management News.





Retrieved from http://www.environmentalleader.com/ 2014/06/17/iirc-launches-corporate-reportingdialogue/ Global Reporting Initiative. (2011). GRI application levels. Retrieved from http://www.globalreporting.

org/NR/rdonlyres/D48897B8-210D-4B7C-8FCA-85E480816854/0/G31ApplicationLevels.pdf Global Reporting Initiative. (2014). What is GRI? Retrieved from https://www.globalreporting.org/ information/about-gri/what-is-GRI/Pages/default.aspx Global Reporting Initiative. (2015a). An introduction to G-4. Retrieved from https://www.globalreporting.

org/resourcelibrary/GRI-An-introduction-to-G4.pdf Global Reporting Initiative. (2015b) GRI unveils new strategy to empower sustainable decision making.

Retrieved from https://www.globalreporting.org/information/news-and-press-center/Pages/GRI-unveilsnew-strategy-to-empower-sustainable-decision-making.aspx Governance & Accountability, Inc. (2014). Sustainability-what matters? Retrieved from http://www.gainstitute.com/sustainability-what-matters.html Governance & Accountability Institute. (2014). G&A Institute contributes to carrots & sticks III. Retrieved from http://www.ga-institute.com/research-reports/ga-institute-contributes-to-carrots-sticks-iii-2013edition.html Green Wash. (2015). The Economist. Retrieved from http://www.economist.com/news/business/ 21667944-most-soaps-are-eco-friendly-these-days-only-some-advertise-fact-green-wash IBLF Global. (2015). Promoting responsible business through collective action. Retrieved from http://www.iblfglobal.org/home Izza, M. (2015). IR and improving corporate reporting. Retrieved from http://economia.icaew.com/ opinion/september-2015/ir-and-improving-corporate-reporting#sthash.CjHiUiyv.XVfAMtjo.dpuf Kaye, L. (2015). VW scandal exposes what has gone awry with CSR. Triple Pundit People, Planet, Profit.

Retrieved from http://www.triplepundit.com/2015/09/vw-scandal-exposes-what-is-has-gone-awry-withcsr/ KPMG International. (2013). The KPMG survey of corporate responsibility reporting. Retrieved from https://www.kpmg.com/Global/en/IssuesAndInsights/ArticlesPublications/ corporateresponsibility/Documents/corporate-responsibility-reporting-survey-2013-exec-summary.pdf Lacy, P., Cooper, T. Hayward R., & Neuberger, L. (2010), A new era of sustainability: CEO Reflections on progress to date, challenges ahead and the impact of the journey toward sustainable economy. United Nations Global Compact-Accenture Sustainability Services Retrieved from http://www.accenture.com/ SiteCollectionDocuments/ PDF/Accenture_A_New_Era_of_Sustainability_CEO_Study.pdf Macower, J. (2015, June 9). Two Steps Forward: Inside GRI’s new ‘beyond reporting’ strategy.

GreenBiz. Retrieved from http://www.greenbiz.com/article/inside-gris-new-beyond-reporting-strategy McKinsey & Company. (2014). Sustainability’s strategic worth. Retrieved from http://www.mckinsey.

com/insights/sustainability/sustainabilitys_strategic_worth_mckinsey_global_survey_results GCBF ♦ Vol. 11 ♦ No. 1 ♦ 2016 ♦ ISSN 1941-9589 ONLINE & ISSN 2168-0612 USB Flash Drive 388 Global Conference on Business and Finance Proceedings ♦ Volume 11 ♦ Number 1 MSCI. (2015). MSCI KLD 400 social index (USD). Retrieved from https://www.msci.com/resources/ factsheets/index_fact_sheet/msci-kld-400-social-index.pdf S&P Dow Jones Indices. (2015). Volkswagen AG to be removed from the Dow Jones Sustainability Indices. Retrieved from http://www.sustainability-indices.com/images/150929-statement-vwexclusion_vdef.pdf Skroupa, C., (2015). Nasdaq cares about performance--financial and social. Forbes. Retrieved from http://www.forbes.com/sites/christopherskroupa/2015/04/10/nasdaq-cares-about-performance-financialand-social/

BIOGRAPHIES

Dr. Kathleen M. Wilburn, a professor of management at St. Edward’s University, teaches courses in Foundations of Ethical Leadership, Building Ethical Organizations and Global Leadership Perspective in the Master of Science in Organizational Leadership and Ethics program, courses in Managerial Problem Solving, Managing the Global Organization, and Global Scenario Planning in the MBA program, and undergraduate courses in leadership and in problem solving and decision making. She has 25 years of management experience in the private and public sectors. She holds a doctorate from the University of Southern California.

Dr. H. Ralph Wilburn, an assistant professor of management at St. Edward’s University, teaches Managerial Problem Solving, Managing the Global Organization, and Organizational Behavior in the MBA program and an undergraduate course in Global Responsibility and Ethics. He holds a Ph.D. from The University of Texas at Austin. His work experience includes managing training functions in the USAF as well as consulting work.

They have presented at conferences and published papers on Corporate Social Responsibility, Stakeholder Theory and Global Problem Solving, Social License to Operate, Benefit Corporations, and Certified B Corps. Their paper “Using Global Reporting Initiative indicators for CSR programs” is currently among the most frequently downloaded in Journal of Global Responsibility. On invitation, they wrote the introductory chapter “Corporate Social Responsibility: Journey into the Mainstream” in Corporate Social Responsibility: Challenges, Benefits and Impact on Business Performance published in April 2014.

“Evaluating CSR Accomplishments of Founding Certified B Corps” and “Social Purpose in a Social Media World” were published in Journal of Global Responsibility in 2015. “Asking What Else? to Identify Unintended Negative Consequences” will be published in Business Horizons in 2016.

GCBF ♦ Vol. 11 ♦ No. 1 ♦ 2016 ♦ ISSN 1941-9589 ONLINE & ISSN 2168-0612 USB Flash Drive 389 Global Conference on Business and Finance Proceedings ♦ Volume 11 ♦ Number 1

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Today tourism businesses offer a variety of products and services where consumers have a wide range to choose from, therefore there is a concern of the entrepreneurs when identifying which products or services are most preferred. Xcaret Park has a variety of recreational activities; however it is necessary to know which itineraries of these activities are predilections for the consumer, in order to determine the best service strategies. The objective of this research is to know what is the itinerary that consumers (residents of Cancun and Playa del Carmen) prefer of the Xcaret park, through a quantitative study using the technique of conjoint analysis, which measures the relative value of every attribute of a product or service, and determines the perfect combination of the attributes of choice for consumers, thus determined may establish competitive strategies of services.

JEL: M, M3, M31 KEYWORD: Strategic, Service, Tourist, Preference, Conjoint Analysis

INTRODUCTION

One of Cancun’s attractions is the eco archeological Park Xcaret, which offers shows, gastronomy and a diversity of flora and fauna. Xcaret is located beside the sea, in the Riviera Maya near to Cancun it has attractions for all types of clients, it is entirely a family park distinguished by the conservation of the Mexican culture (Xcaret,2015). Xcaret offers a wide variety of services, making it necessary to ask ¿which is the best set of products or service to choose? To be able to create more competitive and accurate strategies, the objective of this investigation is to know which products or services consumers (residents from Cancun and Playa del Carmen) prefer from the Xcaret Park. The study is organized in the following way, for a better understanding if the investigation: In first instance the relevant literary review is done in which the basic aspects related to tourism, products and services are studied; in second instance the methodology applied is described in which conjoint analysis were used; in third instance the results obtained in which the most representative attributes are described from the analysis; and in forth instance the conclusions or the future investigations.

LITERARY REVIEW



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