Introduction
The following business case considers an ethical dilemma regarding soft drink production in European countries and India. The issue arises from the governments permitting and promoting the sale of alternate drink versions based on their own laws and regulations. At the same time, the drink’s brand advocates an international and, therefore, cross-culturally identical production approach. Ultimately, the progressive nature of modern businesses and globalization suggest the reoccurrence of similar problems in the future. Hence, the case must be reviewed to outline its main ethical contradictions and form a perspective plan for dealing with such matters.
Soft Drink Production in European Countries and India
The issues of integrity, ethics, and law include fewer healthy versions of the soft drink sold in India than European products. Arguably, although the Indian government allows the inferior drink to be sold, its citizens can eventually suffer from the consequences, as its consumption can cause health complications. On the other hand, India’s corporation ethical policy has been associated with charity and social well-being, priorities evidently related to the country’s cultural and religious values (Berger‐Walliser and Scott). Therefore, the income from selling the soft drink might be used for a good cause, justifying the integrity of the Indian manufacturers. The beverage company and the Indian government can cooperate in presenting a healthier option for the population since the law does not restrict the implementation of new methods. The company can gather funding from its prospering business in developed countries. In that way, the recommended steps include rebranding the company to improve the quality of its products internationally through efficient financial distribution among its stores. Such measures will allow the ethical issue of varying product quality to prevail in developed and developing countries while not interfering with the countries’ legal regulations.
Conclusion
In conclusion, the ethical dilemma required consideration of India’s business values and opportunities and the soft drinks company’s globalization extent. While the alternate product sales contributed to the problem, the case could be reviewed from the perspectives of the economic and cultural values of the business. One solution could also be put forward, referring to globalization as a strategy to balance the quality of an international company’s products.
Work Cited
Berger‐Walliser, Gerlinde, and Inara Scott. “Redefining Corporate Social Responsibility in an Era of Globalization and Regulatory Hardening.” American Business Law Journal, vol. 55, no.1, 2018, pp.167-218. Web.
