Professional Documents
Culture Documents
Majestic Global Communication
Corporate Social Responsibility Implementation Program
(CIP)
Proposal for OmniComm Data Services
This is a business writing sample created as part of the Professional Development Program at the
University of Richmond’s Robins School of Business. It is written as a proposal for a Corporate Social
Responsibility implementation program, on behalf of a hypothetical company (Majestic Global
Communications), presented to another hypothetical company (OmniComm Data Services).
Executive Summary 2
The Problem 3
The Solution: CSR 4
The Plan: CIP (CSR Implementation Program) 5
The Steps to CSR Implementation 7
Qualifications 8
Costs 8
Schedule 9
Measuring Success 10
Conclusions and Our Proposal 11
References 12
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agree that soon, companies that hope to be seen as credible will have to have a strong
You are receiving this proposal because we know that OmniComm holds itself
to exceptionally high standards and already conducts some aspects of CSR. At MGC,
we recognize the growing need to expand, organize, centralize, and monitor CSR. Not
long ago, MGC was a small company with global aspirations.
Scale
Companies of a similar size may believe that CSR mainly concerns large
corporations with the resources to formulate and implement a large-scale plan.
However, it was precisely because of our embracement of CSR early on that we were
able to fuse it into our company’s DNA. In reality, OmniComm’s size is an advantage
over multinational firms trying to plow their way into CSR. We have tailored CIP to
the needs and resources of medium-sized companies, such as yours. Finally, we have
developed an industry-specific version of CIP, based on your existing platforms, which
will reduce the integration time and effort.
Objectives
During the three-year development process, several clear objectives have driven
our focus. First, a specially-assigned staff will educate your employees about social
responsibility. Before people change their behaviors, they must be intrinsically
motivated; they must believe in “the cause”. Our staff will conduct skill sessions as
part of the program. Further, CIP will help you build and/or maintain your
reputation. As described below, this includes transparency, outreach, accountability,
initiative, and obtaining positive media attention. The first two goals lead to the third:
improving internal and external relations. It has been shown that satisfied employees
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Costs
At MGC, the price of our service is determined by the results produced for you.
We would not want to pay for a service that does achieve what it promises, and
neither should you. Hence, the cost of CIP will be determined by its results. Your
MGC representative will meet with you to develop and quantify clear and realistic
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goals.
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Schedule (The following table summarizes the time of completion for each task)
Timeframe Task
At your earliest Meeting with CIP Consultant
convenience
Week 1 Evaluation of current operations
Developing goals with executive team
CSR seminars, top management (Monday through Wednesday)
CSR seminars, middle and lower management (Wednesday
through Friday)
CSR seminars, Departmental
CSR Publicity campaign, development
Week 2 Systems implementation (week 2 - 5)
Development of organizational values/ principles and self-imposed
standards
CSR Publicity campaign, implementation (perpetual)
Week 3 Obtaining and implementing stakeholder feedback (perpetual)
Week 4 Revising long-term plans to include CSR
Week 5 Program evaluation and improvement (perpetual)
End of Quarter Measuring Success
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Once the steps are implemented and the company has embraced and embodied
the core values, and once evaluation systems are in place, CIP will measure the success
of your CSR plan. At MGC, rather than using ROI, we refer to ROV (Return on
Value).
The values your company will exhibit are not quantifiable, but their results are.
Because you will have already set your company’s CSR goals, measuring the program’s
success will be made simple. In fact, your continuous CSR rating system will provide
you with weekly progress reports. OmniComm’s success will be based on the quarterly
goals you set. An anonymous employee survey will also be administered every quarter.
Your CIP representatives will meet with you for the first four quarters and help
evaluate your company’s progress. They will also make recommendations based on
your changing needs. This service is offered to you at no cost.
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We hope that we were able to convey to you the growing need for a correctly-
implemented Corporate Social Responsibility program in today’s consumer-centric
market. Our solution to this problem is our newest innovation: CIP (CSR
Implementation Program).
The benefits of CIP include its focus on medium-sized companies, complete
customizability, centralized and continuous data monitoring platform, weekly
summaries (based on many factors) and ease of use. We hope that we have
demonstrated MGC’s qualifications as a CSR plan provider, and that CIPs costs are
clear to you. In the final sections, we discussed the timeframe of CIP’s
implementation and the steps involved, which can be altered based on your needs. We
would again like to stress that CIP’s cost will be determined by its success; MGC’s
compensation will be based on its enhancement of your business.
As mentioned, it is clear to us that OmniComm is of the utmost integrity and
we are proud to be able to share our newest service with you. We recommend that you
respond to this proposal and schedule a meeting with a CIP representative specializing
in your industry. He or she will gladly address any questions you may have regarding
CSR in general or CIP, more specifically. While the benefits listed above are
numerous, there are other, unmentioned benefits that apply specifically to your
industry. We would also suggest that when you contact us, you request a DVD copy
or the CSR seminar that we held recently. We will gladly overnight you a copy of the
40-minute video and recommend you watch it with your executive board. According
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1. Nolan, H. (2005). Nike boosts CSR program by issuing factory report. PRweek. (U.S. ed.). 8 (17),
pg. 3
2. Middlemiss N. (2003) Authentic not cosmetic: CSR as brand enhancement. Journal of Brand
Management, 4 (5), pg. 353
3. Anonymous. (2003). CSR resources. Baylor Business Review 21 (1), 8
4. Dawkins, J. & Lewis, S. (2003) CSR in stakeholder expectations: And their implication for company
strategy. Journal of Business Ethics, 44 (2/3), pg. 185
5. Anonymous. (2004). CSR activities generate higher performance-official. Women in Management
Review, 19 (5/6), pg. 280
6. Henderson, J. (2004). The Best Laid CSR Plans Often Go... Well, You Get The Message.... PR News,
60 (47), pg. 1
7. Van Marrewijk, M. (2003). Corporate sustainability conference 2002: The impact of CSR on
management disciplines. Journal of Business Ethics, 44 (2/3), pg. 89
8. Anonymous. (2003). Gazing into the CSR crystal ball. Strategic Direction, 19 (6), pg. 36
9. Van Marrewijk, M. (2003). Concepts and definitions of CSR and corporate sustainability: Between
agency and Communication. Journal of Business Ethics, 44 (2/3), pg. 95
10. Nickbarg, S. (2005). Building A CSR Program from the Ground Up. PR News, 61 (21), pg. 1
11. Survey. (2004). CEOs take lead in CSR programmes. Employee Benefits, 8
12. Brown, A., Deetz, D., & Korn N.(2003) Partnerships, Buy-In, Clear Vision Vital to Effective CSR
Programs. PR News, 59 (25), pg. 1
13. Donohue, P., Getto, G., Gladu, J., Paine, K., & Lawrence M. (2003) Developing Internal Task Forces
to Promote Your CSR Programs. PR News, 59 (19), pg. 1
14. Anonymous. (2005). Putting CSR at the heart of business. European Business Forum, (21), 71
15. Nickbarg, S. (2005) How CSR Is Driving The Way Companies Conduct Business. PR News, 61 (22)
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