The context
This business simulation features a craft carpentry company with 20 employees generating revenue between 1 and 5 million euros. The company has gradually developed around an experienced team where the manager, a master craftsman, works with a client relations manager and qualified carpenters who have all climbed the internal ladder.
The company maintains a privileged commercial relationship with a local authority, a contract that represents a significant portion of its activity. This trust-based relationship, built over several years, constitutes a pillar of the company's financial stability but also creates important strategic dependency.
The problem
The local authority officially announces that all contracts will be conditional from September 2026 on obtaining a recognized CSR label. This requirement disrupts the company's balance since this public contract represents 30% of total revenue.
The craft company faces a major challenge: quickly adapting to new corporate social responsibility requirements without having the resources and expertise typically deployed in large organizations. The manager must orchestrate this transformation while maintaining operational activity and service quality that built her reputation.
The challenges
The economic challenge is crucial: losing 30% of revenue would question the company's viability and the employment of 20 workers. Beyond economic survival, this presents an opportunity for modernization and competitive differentiation.
The organizational challenge is equally important. The company must rethink its processes, train its teams and integrate new practices into daily operations. This transformation implies profound cultural change in a structure where human relationships and traditional expertise predominate. The company must also anticipate market evolution where CSR criteria are progressively becoming essential.
Skills developed
Comparative analysis
Evaluate different CSR frameworks and labels to identify the most suitable solution for the company context
Strategic planning
Design a realistic CSR deployment plan integrating time, financial and organizational constraints
Change management
Support the transformation of a small traditional structure toward innovative CSR practices
Project management
Coordinate different implementation stages while involving all internal stakeholders
Learning progression
Round 1
Conduct comprehensive comparative analysis of available CSR labels, evaluate their relevance, costs and specific requirements for a craft company
Round 2
Develop detailed CSR deployment plan including stages, necessary resources, timeline and monitoring indicators for obtaining the chosen label
Target audience
This business simulation targets bachelor-level students in management, business administration or human resources. It particularly suits those interested in SME management and change management in human-sized organizations.
The case study is designed for students with basic business management knowledge who wish to explore contemporary CSR challenges. The moderate difficulty allows addressing complex concepts while remaining accessible to intermediate-level audiences.
Key takeaways
CSR is no longer optional: craft companies must adapt to new public and private market requirements
Comparative analysis is essential: not all CSR labels suit the specificities of small craft companies
Planning must be realistic: CSR deployment in SMEs requires a pragmatic approach adapted to available resources
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