Warby Parker's CSR Program: An Analysis of Strategy and Impact

This report provides a comprehensive analysis of Warby Parker's Corporate Social Responsibility (CSR) program, focusing on its 'Buy a Pair, Give a Pair' initiative. It begins by establishing the context of CSR, tracing its evolution from philanthropy to a strategic business approach. The report then examines Warby Parker's CSR model, highlighting its commitment to providing affordable eyewear and its partnership with non-profit organizations to distribute glasses to those in need. The analysis delves into the program's impact, including the number of glasses distributed and the company's eco-friendly practices. However, the report also critically evaluates the 'Buy a Pair, Give a Pair' model, questioning whether it qualifies as genuine CSR or primarily serves as a marketing tool. The report concludes with recommendations for Warby Parker to refine its CSR efforts, suggesting a shift towards initiatives that directly benefit the needy without requiring a purchase and emphasizing public awareness campaigns on eye health. The report references key academic sources to support its claims and provides a balanced perspective on the strengths and weaknesses of Warby Parker's CSR approach.

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Corporate Social Responsibility Program
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Corporate Social Responsibility Program
Since the 1950s, businesses and organizations have embraced corporate social
responsibility (CSR) models and frameworks. The idea of CSR was raised by early business
scholars that aimed at investigating the responsibilities that business people can have on their
immediate societies. Rahman (2011) identifies Howard R. Bowen as one of the earlier
pioneers and contributors to the CSR theory. The CSR concept revolves around the idea that
businesses and business people should serve their immediate societies. When individual
businessmen practice CSR, the concept is usually referred to as philanthropy. In the United
States of America, CSR started in the form of philanthropy as seen from the actions of
prominent businessmen like John D. Rockefeller and Andrew Carnegie. Bill Gates and Oprah
Winfrey are examples of contemporary business people that practice philanthropy. CSR is
widely used by modern-day businesses as a strategic approach to attract and maintain a
consistent flow of customers. Appropriate CSR strategies are attributed to the sustainable
growth of many businesses.
Nareeman and Hassan (2013) assert that customers have a perception that companies
practicing CSR measures will not only satisfy their wants but also satisfy to serve the needs
of society. Nareeman and Hassan acknowledge that firms are increasingly focusing on CSR
through various means such as by protecting the environment, obliterating poverty both at the
global, national, as well as local levels along with advocating for women’s rights. From an
optics perspective, organizations that are socially responsible tend to have an attractive image
to the consumers as well as to its shareholders, thus serving to positively impact their bottom
lines. The scholars link CSR activities to customer satisfaction and loyalty. According to
Lins, et al., (2017), CSR activities lead to the development of trust from stakeholders and the
general public and thus forcing companies and organizations to improve their performances.

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In essence, CSR activities enable firms to paint positive images to their companies. CSR
activities also function by eliminating possible conflicts that may occur between an
organization and its immediate society. Considering that CSR activities ensure that the
society is involved in decision-making processes, possible wrangles between firms and the
society are eliminated.
To exploit the benefits associated with the concept of CSR, Warby Parker saw it
prudent to initiate the CSR program. Since the company’s conception in 2010, the company
has enjoyed growth in revenues and customer base. The organization pledges to bring to its
customers high-quality, vintage-inspired frames at affordable prices compared to other
conventional vendors. Despite that the company has received praise over the years due to its
trendy, innovative business model, as well as cost-friendly frames, the greatest things that
make Warby Parker stand out among its competitors is its CSR along with giving back to the
society. As is the case with TOMS Shoes, the conception of Warby Parker was based on the
principle of Buy a Pair, Give a Pair. In its CSR strategy, the company considers the "buy one,
give one" model which would serve to help individuals with eye problems in society (Jean &
Yazdanifard, 2015). This means that for each pair of glasses purchased, the company
distributes a similar pair to a person that is in need.
The eye-glass company acknowledges to achieve corporate sustainability; there is a
need to practice corporate social responsibility by giving back to the community. Although
Warby Parker's eye-glasses are sold at relatively affordable prices, the company recognizes
that a large proportion of the individuals have eye problems but cannot access eyeglasses.
The company looks forward to funding non-profit organizations to produce affordable
sunglasses. Specifically, on its website, the organization acknowledges that at least one
billion individuals globally do not have access to glasses. Hence, a large population across

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the globe are not able to work or effectively learn due to eye problem. This is a problem that
the company has been focused on addressing with every pair of glasses at a time. Since the
start of its CSR program, Warby Parker has already distributed more than one million pairs of
glasses to needy (Steenkamp, 2017). Moreover, Warby Parker is also determined to improve
its eco-friendly practices and become a 100% carbon-neutral company (Reiser & Dean,
2017). The company recognizes that it should ensure that its practices do not jeopardize the
health and welfare of its immediate society.
In their 2018 Annual Report, Warby Parker Company revealed that about 2.5 billion
people in the world need eye-wear in the work but cannot access sunglasses. The report
revealed that an estimate of 624 million individuals cannot work effectively due to the lack of
appropriate eyewear. The global economy loses $202 billion due to the lack of efficient
eyewear on persons with eye problems. These statistics act as the main drivers of Warby
Parker. The company works with its stakeholders to attempt to offer some form of solution to
the aforementioned challenges. In 2018, Warby Parker’s “Buy a Pair, Get a Pair” CSR
program distributed more than 4 million pairs. According to Taylor (2017), the “one-for-one”
CSR strategy not only functions to please customers but also serves to initiate bonds between
corporate firms and their stakeholders. In 2021, Warby Parker is determined to unlock $1
billion in its CSR program (Warby Parker | Sustainability Report, 2018). The budgeted
amount excludes a large amount of time and resources spent by the company in its diverse
CSR operations. For instance, Warby Parker is engaged in long-term CSR activities that aim
at advocating for carbon-neutrality, LGBT rights, and net neutrality.
Although Warby Parker is applauded for its effective CSR activities, the company’s
“Buy a Pair, Give a Pair” charity model is questionable, if not flawed. The “charity” model
fails by its fundamental definition. It is difficult to disambiguate the “Buy a Pair, Give a Pair”

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CSR strategy from a marketing tool. Considering that Warby Parker requires a person to
purchase a pair of its products, the strategy is disqualified to be a charitable CSR strategy. It
is common for companies to use the CSR concept as a win-win strategy (Singh, et al., 2015).
Oh, et al., (2017) assert that companies may even engage in sinful activities and veil them
using CSR activities. Warby Parker, for instance, uses the “Buy a Pair, Give a Pair” as a
marketing tool. Buyers are motivated to buy the Warby Parker products due to the extra pair.
Moreover, the "charity" model does not benefit the poor and needy people that be
incapacitated to purchase the eyewear products. Therefore, the company cunningly refers to
the “Buy a Pair, Give a Pair” as a CSR program, yet, it is a marketing strategy.
To conclude, Warby Parker should continue with its eco-friendly production, LGBT
and net neutrality advocacy and other CSR programs. However, the company should desist
from deceiving the public that its “Buy a Pair, Give a Pair" program is a CSR program. The
company should look forward to establishing a CSR program that does not demand the
beneficiaries to part away with their money. Legitimate CSR programs function by serving
their immediate community, without necessarily demanding for payback. Moreover, Warby
Parker may also consider creating public awareness about issues that regard eye problems.
The company may sensitize companies and organizations on the necessity of establishing
healthy conditions in their work environments such that, their workers are not subjected to
eye problems. The company may also endorse employers to purchase appropriate eyewear for
employees that have eye problems. This may help companies to eliminate risks that occur due
to employees’ poor eye-sight.

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References
Jean, W. A., & Yazdanifard, R. (2015). The review of shared value in contemporary CSR run
by two successful companies to sustain the business in recent years. International
Journal of Management, Accounting and Economics, 9, 1122-1129.
Lins, K. V., Servaes, H., & Tamayo, A. (2017). Social capital, trust, and firm performance:
The value of corporate social responsibility during the financial crisis. The Journal of
Finance, 72(4), 1785-1824.
Nareeman, A., & Hassan, Z. (2013). Customer perceived practice of CSR on improving
customer satisfaction and loyalty. International Journal of Accounting and Business
Management, 1(1), 30-49.
Oh, H., Bae, J., & Kim, S. J. (2017). Can sinful firms benefit from advertising their CSR
efforts? Adverse effect of advertising sinful firms’ CSR engagements on firm
performance. Journal of business ethics, 143(4), 643-663.
Rahman, S. (2011). Evaluation of definitions: ten dimensions of corporate social
responsibility. World Review of Business Research, 1(1), 166-176.
Reiser, D. B., & Dean, S. A. (2017). Social enterprise law: Trust, public benefit, and capital
markets. Oxford University Press
Singh, S., Singh, A., & Arora, Y. (2015). Is CSR a win-win situation? A study of Listed
Companies of India. International Research Journal of Business and
Management, 8(11), 31-41.
Steenkamp, J. B. (2017). Corporate Social Responsibility. In Global Brand Strategy (pp. 209-
238). Palgrave Macmillan, London.

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Taylor, G. A. (2018). One-for-One Companies: Helpful or Harmful?. IU Journal of
Undergraduate Research, 4(1), 63-72.
Warby Parker|Sustainability Report.(2018). Retrieved 11 April 2020, from
https://www.warbyparker.com/assets/img/sustainability/report-2018.pdf [Accessed
11/04/2020]