To complete this assignment:
Identify three key topics from the course that you want to explore further. For example:
How do various functional areas or departments individually and collectively contribute to the CSR outlook of a company?

How can analyzing financial statements of a company help reveal its commitment toward CSR?

How can a company become a frontrunner in making ethical choices while staying within legal restrictions?

Apply the chosen three topics to re-evaluate the company you chose in Module One (you can consult the list of companies).
Your re-evaluation should address one of the following considerations:
Related to the topic, what was your first impression of the company you chose? What is your current impression of the company? How has it changed? Explain your reasoning.

What drives the direction for the company in its sustainability efforts?

What are the key features of the CSR efforts of the company?
Do you believe the company has a sustainable approach to the triple bottom line?

What are the critical financial, social responsibility, or ethical challenges facing the company in today’s global environment?
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Applying Strategic and Operational Thinking
LaKisha R. Harris
Southern New Hampshire University
MBA 500: Building Business Leaders 24TW3
Instructor Stephen Molchan, MST, EA
March 16, 2024
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Applying Strategic and Operational Thinking
TO: CEO
FROM: Marketing and Sales Department Manager
Date: November 08, 2021
Subject: Analyzing strategic points of KPIs for TBL
According to Jr., J. R., S., & Bachrach (2020), a number of indicators are closely related to
an organization’s profits and revenues. An organization’s net profit, or income, is the key
performance indicator of its financial performance. As the business migrates to the TBL of
people, profit, and the planet, we must ask ourselves a lot of questions. Some of these include:
Where do we want to go in 3-5 years? Where are we now in terms of achieving these goals?
What are the hurdles to overcome, and how should we approach them? How will we track our
progress and determine whether we’ve attained our goal? These are the questions we want to
address today. Therefore, the memo indicates the strategic Key Performance Indicators (KPIs)
for measuring the impact of transitioning to a Triple Bottom Line (TBL) focus on the sales and
marketing departments of our company. The KPIs align with the company’s commitment to
Corporate Social Responsibility (CSR) as outlined in your initiative letter and will be used to
track progress towards achieving our TBL goals.
Strategic question element of TBL: people, planet, and profit.
The company’s sales and marketing department boasts of resilient and robust referral
rates despite the failure to institute an employee reward mechanism for several years. The
primary concern emerging from this is the question: Are we adequately compensating our
employees? The people part of the TBL is primarily concerned with customer retention.
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Marketing may be costly, leading to a deepening financial outlook, which hinders the
organization from long-term strategizing and growth. The appropriate strategic question for this
factor is: What initiatives can the firm use to increase client retention and create recurring
income from existing customers?
Next, we needed to consider our organization’s carbon impact and explore ways to lessen
it. The ideal strategic question for this element is: How are our efforts to generate sustainable
packaging accessed and communicated to stakeholders?
Consumers prioritize ecologically or environmentally sound products, like decreased
packaging and natural ingredients. How are we reducing our “carbon” footprint and affecting
locally and globally? TBL aims to shift the focus away from increasing profits and cutting
expenditures. How can we boost profitability while also promoting “green” measures that benefit
consumers, vendors, shareholders, and the environment?
KPIs for Effective Development and Implementation of Strategic Questions
Key Performance Indicators (KPIs) monitor an organization’s performance over time and
help determine progress toward goals (Hernandez, 2021). In order to keep the salespeople on track
as far as the company’s long-term strategic goals are concerned, we must ensure that our sales and
marketing divisions reflect the variety of our client base. Additionally, we must pay them at
the market value rate. We will only collaborate with firms and individuals who use
environmentally conscious and reusable materials in their manufacturing as well as their
packaging. To cut energy costs and transportation waste, we plan to ship directly from suppliers
instead of using storage space. Reducing sales turnover saves money on training and churn.
Minimizing the consumption of energy not only benefits the organization’s energy cost but also
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attracts repeat sales from clients who value social responsibility, which boosts revenues
significantly.
Measuring the KPIs
As previously stated, the company’s long-term TBL goal and vision is: “To establish itself and
become the global leader in business‐to‐consumer sales alongside engaging in clean production
and promoting products and initiatives that support sustainable exploitation of the natural
environment.” The organization will track progress aimed at attaining the above goal through the
following mechanisms:
•
We will diversify the company’s sales and marketing teams to better understand our
consumers and stakeholders.
•
Implementing the direct-to-customer sales strategy that effectively shortens the supply
cycle by cutting short transportation and packing costs and minimizing carbon greenhouse
gas emissions and non-reusable packing waste.
•
The company will be able to measure its success by donating 20% of its net profits to a
nonprofit organization that supports diversity and environmental issues aligned with our
vision.
When looking at the people element of the TBL, it’s important to note that paying well
the sales representatives, implementing other strategies aimed at retaining top talents at the
organization, and expanding the target market are key to ensuring the long-term
success of the company. Evaluating data related to employee turnover rate, the number of
new customers against repeat customers, and expansion rate data is crucial for measuring the
effectiveness of any strategy. The data representing these metrics will be based on the
commencement date of new projects. After the adjustments are implemented, we will be able
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to quantify precisely how many clients we are losing due to customer churn, how often our
consumers are repeat purchasers, and even how frequently these new efforts have helped us
win new customers. This information will assist the sales and marketing divisions in
changing their aims and adapting activities.
As previously stated, the company will ensure its brand is associated with a significant
reduction of carbon footprint in all its activities, including production and supply chain.
Using the KPI outlined above, cutting carbon footprint by 15% within three years will help
the organization achieve its long-term goal of ensuring sustainability by minimizing the
number of non-sustainable items utilized to manufacture our products and implementing
direct-to-consumer sales. We would quantify this factor by reviewing our order history and
ensuring that we order fewer things that have a detrimental impact on the environment.
Paper, ink, and plastics that do not include a high percentage of recyclables are all things
where we expect to see a significant decline in consumption. Subsequently, the percentage of
recyclables utilized to achieve our target, as well as the usage of sustainable packaging,
would be excellent indicators of our goal of reducing the organization’s footprint. This metric
may be calculated by comparing the proportion of recyclable materials used in the present
operation to that in the past. Most worldwide and local markets would benefit from this sort
of endeavor because most sectors have a sizable demography of people who want
environmentally conscious items. So, this KPI will assist in meeting goals with regard to
individuals and the planet elements.
Finally, the organization will measure its total bottom line and donate an equivalent of
20% of its net profits to a charity supporting diversity and environmental issues that align
with its vision. This indicates that the organization’s profit margins will surpass estimates for
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the fiscal year of these new projects. If clients are satisfied, they will spend more time with
our company and more frequently. This may be quantified through the deployment of
consumer loyalty and incentive programs. Both would generate the statistics for average
revenue per user and revenue rate data sets.
Functional Considerations Related to TBL
While evaluating the functional considerations pertaining to TBL, several internal and external
elements play an important role in the final outcome. Staffing issues, client reactions,
government regulations, and a variety of other factors all have an impact on an organization’s
TBL. Each area needs attention and collaboratively generated solutions to achieve TBL’s
successful strategic implementation. Some KPIs quantify a firm’s relationship with its customers
(Plowman, K. (2018); our KPIs will also assess how successful we are in converting into a whole
TBL organization. There is the likelihood that the organization will be unable to keep current
clientele or get new ones until the outfit can show a diverse current and future client base and an
inclusive organization that retains top talent and nurtures a diverse sales and marketing
workforce. We can expand our brand to a new global and diversified audience by providing
products and services that directly answer the demands of our increasing customer base, whether
through digital marketing or more ethnically diverse product offerings. As most firms in our
sector shift to goods with a higher environmental effect, we will differentiate ourselves by
marketing as the “green” alternative for health and beauty.
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References:
Hernandez, A. (2021, November 8). CSR Initiative Letter. Retrieved March 17, 2024, from
https://learn.snhu.edu/content/enforced/878006-MBA-500-X1131-OLTRADGR.21TW1/Course%20Documents/MBA%20500%20Project%20One%20CSR
%20Initiative%20Letter.pdf?
_&d2lSessionVal=lO0UFMMvDkKoWfI6F3x2TxVB6&ou=878006’
Plowman, K. (2018) Strategy and Tactics in Strategic Communication: Examining their
Intersection with Social Media Use. Retrieved March 17, 2024
https://doi.org/10.1080/1553118X.2018.1428979
Jr. J. R. S., & Bachrach D. G. (2020). Management. [VitalSource Bookshelf]. Retrieved March
17, 2024, from https://online.vitalsource.com/#/books/9781119497721/ Harper, G. D. J. .
Ms. (2019). Porter’s Five Forces. Salem Press Encyclopedia. Kivak, R. (2020). Key
performance indicator (KPI). Salem Press Encyclopedia.

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