Case Study: Aramex

Question1 :

In order to strategically approach CSR and sustainability in Aramex, an evaluation has been made as well as a reflection on the theoretical conceptualization of strategic CSR considering Aramex’s current position.

Mr Fadi Ghandour put a huge effort to establish Aramex which was inspired from an American courier company. His intelligent, socialite personality helped him in his journey as he managed to meet the American courier. These skills accelerated the establishment of Aramex, in 1982 Ghandour had it running in Jordan by joining the American courier company.

After positioning Aramex in the middle East as DHL’s competitor, Ghandour started looking for a strategy to direct Aramex over the long term (Heath, 2010). In order to

In addition, they launched a corporate university to develop and invest in them in order to encourage creativity, innovation , and entrepreneurship through academic trainings. Because the more we develop our employees the more they belong to the company and the more they put into development and earning of knowledge (Pivec, Potocan,2015) Moving to customer centricity , Aramex’s qualified employees have studied the market’s need especially with all the technological development happening around. Thus the expansion of its services in the Middle East and Northen Africa region as more companies need warehousing. The creation of shop and ship service to the customers who need to purchase online goods from countries that do not ship to the ME . Through this innovative solution, Aramex made it possible for retailers to send packages to Aramex stations where the delivery process to the ME is completed by it, and this the way companies increase their profit by giving attention to best customers, and look for similar potential customers and avoide investing in the rest(Clerk, 2015). If we look at Aramex’s service excellence, it shows that it provides its services to the customers in the best way to meet their requirements so when Aramex participates in solving the community’s problems, it does not donate to charity by paying in cash or cheques which is the common practice among

We can apply more in democratic, less authoritarian, open communication organization (Beardwell and Holden,1997) as Aramex’s structure was flat, decentralized, and entrepreneurial so it was a tool to empower employees at the frontline who are dealing directly with the customers to innovate and be able to make decisions with the issues related to the customers. Another crucial core value is social responsibility where Aramex Activities’ areas are designed to benefit all stakeholders who can influence or is influenced by the achievement of the organization (Moir,2001) as we can see in the sustainability report Firstly, it showed an acceleration in the rate of the employees’ innovation where their satisfaction reached up to 80%. Secondly, customer’s satisfactions exceeded 90% in regards to the products, services and on-time delivery. Thirdly, it impacted positively on communities and society, it reached to 300,000 marginalized people as well as an increase impact by 10% per year due to youth empowerment. Each regional office donates 1% of pre–tax profits annually to corporate social responsibility activities. In addition, 50% reduction in accident rate. Fourthly, in regards to environment, Aramex has many achievements such as reduce emission by 50% per shipment and fuel consumption by 20% per