“When we think about product, we don’t think, ‘What can we make and sell,'” COO Joe Scirocco (from TOMS) said. “We think, ‘What does the world need, and how can we address it with a commercial endeavor?'” TOMS with its one-for-one business model arouse controversy in business market. However, I support one-for-one business model because it does bring benefits to the society.
Get rid of the thoughts of “why would the company use my money to support the poverty and the society”, because ask yourself, “will you really donate money to the poverty?” and more importantly, “do you know how and where to support those people?” Most of us don’t know what to answer the above questions. Good thing is, some of the companies like TOMS are doing these good deeds for us. Business world is rival and companies seek to maximize their profit. For example, real estate development companies in Vancouver keep exploring luxury market and the housing price among the city is also increasing. Most of the companies do nothing to give back to the society but just keep their money in their pockets. Compare to them, TOMS with its one-for-one business model is at least supporting the society in their way. TOMS’s model like providing clean water for a week to residents of those countries for every bag sold to you may not mean that much. But think about if you live in the country where lack of clean water or think of if you want to donate $30 to the people live in that country, how much would it cost you to go there and do this?
I support one-for-one business model because I respect those companies who are not only doing business for money but also for the world needs.
Resources: http://www.entrepreneur.com/article/232135
Reference:
“The One-for-one Business Model: Avoiding Unintended Consequences.” KnowledgeWharton The Oneforone Business Model Avoiding Unintended Consequences Comments. N.p., 16 Feb. 2015. Web. 16 Nov. 2015.
Weiss, Geoff. “TOMS Brings One-For-One Business Model to the Coffee Industry.” Entrepreneur. N.p., 12 Mar. 2014. Web. 16 Nov. 2015.
