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Business plan

ADDITION TO PRODUCT/ SERVICE SUITE

PILLAR 5: ETHICS AND CORPORATE SOCIAL RESPONSIBILITY

Assessment 3: Managing your communication business

COMM2337 Managing a communication business

Bachelor of Communications – Public Relations

Word count: 2178

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CONTENTS

Addition to product/ service suite Pillar 5: Ethics and corporate social responsibility ........................... 1

1 Executive Summary ........................................................................................................................ 3

2 Scenario description and business objectives ................................................................................. 4

2.1 Objectives (refer to 8.1 for other objectives) .......................................................................... 5

3 Marketing plan & market analysis .................................................................................................. 6

3.1 Characteristics of SMEs, entrepreneurs and business owners-managers of SMEs ................. 6

3.2 Effective ethics and CSR instruments in SMEs ...................................................................... 6

3.3 Impact of product or service on SMEs and organisations in general ...................................... 8

3.4 Impact on BC by introducing ethics and CSR as part of their product and service suite ....... 9

3.5 Competitor analysis .............................................................................................................. 10

3.6 Marketing of new product/ service at BC ............................................................................. 11

4 Management and operational plan ................................................................................................ 13

4.1 Logistics ................................................................................................................................ 13

5 Adapted BC model of processes and procedures outlined for ethics and CSR product/service. .. 15

5.1 Personnel and orgranisational structure ................................................................................ 17

6 Financial analysis and plan ........................................................................................................... 18

6.1 Financial statements and additional expenses plan. .............................................................. 18

6.2 Financial analysis .................................................................................................................. 20

6.3 Financial risks and product/ service risks– profitability, liquidity and insolvency ............... 20

6.4 Proposed project-based fee schedule incorporating ethics and CSR practices and

reintroducing sandra. ......................................................................................................................... 22

7 Other risks analysis and contingency plan .................................................................................... 27

7.1 Ethics and compliance with Australian Law and operating within an Australian context .... 27

7.2 Contingency plan. ................................................................................................................. 27

7.3 Risk Management. ................................................................................................................ 28

8 Appendices .................................................................................................................................... 30

8.1 Other objectives: ................................................................................................................... 30

8.2 Appendix 2: Adapted BC model of processes and procedures outlined for ethics and CSR

product/service. ................................................................................................................................. 31

8.3 Appendix 3: Original BC processes and procedures outlined............................................... 33

8.4 Appendix 4: Original financial statements ............................................................................ 34

8.5 Appendix 5: Other risks: Confidentiality, privacy and copyright explanation. .................... 36

9 Reference list ................................................................................................................................ 38

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1 EXECUTIVE SUMMARY

This report examines the impacts, risks and benefits of marketing, planning and financing for

a new product/ service, ethics and corporate social responsibility (CSR)1, to be introduced

into Backstage Communications’ (BC) product suite. Its purpose is to alleviate common

characteristics and misconceptions of ethics and CSR amongst SMEs entrepreneurs and

business owners-managers. BC has carefully identified these as weaknesses and threats to

the business and has established a unique BC model of processes and procedures for

delivering ethical and CSR internal communication strategies to clients in response.

Due to the growing social and environmental impact of SMEs2, BC will develop with them, a

strategic CSR internal communications strategy that advances the organisation’s ethical

standards and performance. This new product/ service is expected to be implemented within

the first 6 months of business commencement from January 2017.

Research in Spence and Painter-Morland (2010) argues that there are many benefits to

adopting an ethical and CSR approach in organisations beyond enhancing financial position3.

Further, Spence and Painter Morland (2009, p. 6) emphasise that ethics and CSR are “an

essential part of any business activity” and SMEs’ entrepreneurs and business managers-

owners in particular need support and resources to do so within the Australian market, given

their unique characteristics and lack of ethical management legislation.

By developing this new model and new product/ service, BC aims to continue positioning

itself as the most competitive internal communications specialisation in Australia.

1 Ethics are defined as moral decisions that guide an individual to choose between what’s right and wrong

conduct or behaviour within a particular context or within society (Carroll 1991, cited in Joyner, Payne &

Raiborn 2002).

Corporate Social Responsibility (CSR) is when an organisation goes beyond their legal compliance and

integrates social, ethical and environmental activities into their business culture, strategy and operations,

adapted to the values and expectations of society and their employees (Andrews 1987, Carroll 1979 & Sethi

1975, cited in Joyner, Payne & Raiborn 2002).

2 Impacts of SMEs socially and environmentally include creating more employment in communities,

contributing to economic growth and introducing innovations (Lepoutre & Heene 2006).

3 Other benefits include creating reputational value, building internal and community networks and attracting

and retaining quality employees that contribute to business growth and performance.

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2 SCENARIO DESCRIPTION AND BUSINESS OBJECTIVES

With the growing impact of SMEs in Australia and pressure towards organisations to act in

an ethical, socially responsible and transparent manner4, (Baumann-Pauly 2013 et al.,

Cacioppe, Forster and Fox 2008 & Jenkins 2006), many are shifting towards inevitably

prioritising CSR practices into their corporate culture to meet changing demographic and

consumer expectations, advancements in technologies and environmental deterioration

(Ogrean & Herciu, cited in eds. Al-Shummari & Masri 2016).

Literature highlights the benefits of adopting CSR practices in SMEs (Ciani et al. 2015), as

enhanced profit, employee productivity and enhanced reputation, thus suggests, these

practices should not be perceived as additional costs, but as paramount to competitiveness

and achieving business objectives, however is often under-utilised5.

Therefore, it is appropriate for BC to introduce ethics and CSR as an additional product and

service for their secondary target market, as research in Jenkins (2006) argues that SMEs do

not have substantial support, finances, resources and knowledge to generate this new type of

business practice, therefore guidance from external stakeholders is mandatory6. With this

addition, BC is expected to reap tangible and intangible benefits. BC will collaborate with

potential clients7 and transpose business models and strategies in line with core business

objectives and competencies to develop a new ethical corporate culture via a strategic CSR

internal communications strategy that will benefit the organisation and solidify CSR in daily

business operations and culture.

4 There is a growing trend for all organisations to increase transparency and accountability with internal

stakeholders, in particular internal CSR reporting to employees and investors (Baumann-Pauly 2013 et al.). 5 Some of the most common CSR activities adopted by SME’s are employee training, local community

partnerships and environmental technologies (Lepoutre & Heene 2006).

6 Thus, expanding BC’s product suite and services to incorporate ethics and CSR services is appropriate in

relation to their secondary target market, as research emphasises some SMEs are concerned about integrating

internal CSR into business models, but lack the capabilities and certainties to do so.

7 BC will establish a systematic and innovative internal communications strategies for all organisations that aims

to implement strategic CSR initiatives into current processes, products and services and lobby progressive

business models and policies.

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2.1 OBJECTIVES (REFER TO 8.1 FOR OTHER OBJECTIVES)

To achieve an increase of clientele of at least two SMEs (thus revenue) to utilise the

ethics and CSR product/ service by the end of June 2017 to promote BC and this new

product/ service.

To change potential clients’ perceptions by 60% that ethics and CSR management

programs are an affordable and beneficial investment to their internal communications

by the end of June 2017 as an additional revenue stream for BC.

To achieve an 80% increase in awareness of ethics, CSR and internal communications

within local schools, universities and communal organisations and the benefits

attained, amongst potential clients and employees to enhance competitiveness by the

end of June 2017.

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3 MARKETING PLAN & MARKET ANALYSIS

3.1 CHARACTERISTICS OF SMES, ENTREPRENEURS AND BUSINESS OWNERS-MANAGERS

OF SMES

According to Lepoutre and Heene (2006), BC’s target market (SMEs) often lack financial

resources are time poor and have limited social awareness whilst obtain a “need to survive”

mentality8, often a barrier to engage in CSR activities.

Further, SMEs are largely invisible therefore the trend for organisations to increase their

transparency via ethical and CSR activities are seen as “irrelevant” 9 and not often undertaken

or managed (Collins, Dickie & Weber 2009, p. 94). However with informal management

styles and structures increasing flexibility, innovation, trust and communication (Jenkins

2006), adopting CSR practices according to Baumann-Pauly et al. (2013, p. 252) is

“relatively unproblematic”10.

3.2 EFFECTIVE ETHICS AND CSR INSTRUMENTS IN SMES

Table 1 outlines some ways BC can market and integrate CSR activities into SMEs’ business

practice to empower work culture, support sustainability and drive competitiveness at

minimal cost with strong leadership (Loverock, Kool and Kajzer-Mitchell 2015, cited in eds.

Wolf, Issa & Thiel 2015)11.

8 “Need to survive mentality” - a mentality focused on ensuring there is immediate cash to fund other current

strategic and operational activities in the organisational before CSR activities.

9 Due to the small nature of SMEs compared to large organisations.

10 Many SMEs tend to embrace and champion CSR activities to enhance loyalty, diversity and community

networking due entrepreneurs and small business-owners personal traits of strong involvement with employees

and desire to be socially connected with their local community10, that align with the organisation’s culture,

business objectives and their own personal beliefs and values. 11 In is important that BC understands that SME’s compared to larger organisations are more inclined to utilise

less formal instruments to effectively implement into the organisation’s culture and communicate ethical and

CSR practices to employees (refer to Table 1) due to their distinct characteristics (Baumann-Pauly et al. 2013).

With many of these activities affecting the internal environment, for employees to embrace these potential new

changes within their organisation, leadership must communicate a strong social and environmental responsible

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awareness and accountability, positive peer pressure and positive self-image of the desired new activities and

corporate culture.

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3.3 IMPACT OF PRODUCT OR SERVICE ON SMES AND ORGANISATIONS IN GENERAL

Table 2 lists benefits for organisations who engage in CSR practices (outlined in Table 1)12.

12 Adopting CSR practices is beneficial to combat common business challenges such as increasing revenues,

competitive differentiation, developing skilful human resources and enhanced brand reputation.

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3.4 IMPACT ON BC BY INTRODUCING ETHICS AND CSR AS PART OF THEIR PRODUCT AND

SERVICE SUITE

Business implact analysis was conducted via a SWOT.

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3.5 COMPETITOR ANALYSIS

Currently there are no organisations providing strategic ethics and CSR consultation, training

and communication strategies within organisations within Australia like BC13.

13 Therefore BC offers a unique specialisation to organisations. However, the Best Practice Certification

Australia who train and provide courses online for organisations and their employees about ethics and CSR

focus on receiving certificate accreditation, but not necessarily devising a strategy and integrated ethics and

CSR within the organisation’s operations, values and corporate culture as a strategic tool to enhance reputation,

communication, collaboration and performance.

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3.6 MARKETING OF NEW PRODUCT/ SERVICE AT BC

In addition to current marketing and PR strategies14, BC will:

Approach local universities, schools and conference centres within the South

Melbourne area to present or host seminars and workshops about ethics and social

responsibility.

Employ people from the local community as interns and offer work experience

opportunities for secondary school students.

Propose to manage the internal communications of a local charity or communal

organisation at pro bono costs.

The concept behind these marketing techniques is that BC is also giving back to the

community whilst reaping a range of benefits15.

14 Currently BC utilises social media platforms Facebook, LinkedIn and Twitter, their website (Figure 1) and

word-of-mouth connections to secure new clients and therefore will be used to communicate the launch of the

new product/ service.

15 Benefits to BC include (adopted from Gordon 2004):

- New product/ service reach and client base with diverse preferences

- BC can use this product/service to upsell other existing product/services in the suite that closely align (e.g.

corporate culture).

- Increase profitability due to market segmentation

- Capitalise on established reputation

- Seasonal sales patterns

It is also a networking opportunity to connect with the local community, boost BC’s profile and impress

potential clients.

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Figure 1: Portion of updated BC website.

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4 MANAGEMENT AND OPERATIONAL PLAN

4.1 LOGISTICS

Figure 2 outlines how the new product/ service will be launched.

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5 ADAPTED BC MODEL OF PROCESSES AND PROCEDURES

OUTLINED FOR ETHICS AND CSR PRODUCT/SERVICE.

Figure 3 outlines how BC will implement the ethics and CSR product/service into

organisations. (Refer to Appendix 8.2 for full adapted BC model of processes and procedures

outlined for ethics and CSR product/service. Original in Appendix 8.3).

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5.1 PERSONNEL AND ORGRANISATIONAL STRUCTURE

No additional employees will be hired for the implementation of the new product/service and

the organisation structure will remain the same. All partners are professionals in ethics and

CSR practices and laws, as ethics usually underpins all work communication professionals

perform (Figure 4)16.

16 There will still remain all four partners/ managing directors and co-founders of BC at the same level of

hierarchy. All employees will specialise in delivering the ethics and CSR product/ service, unlike the other four

pillars of the product or service suite where each employee specialises in in a particular BC product/service.

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6 FINANCIAL ANALYSIS AND PLAN

6.1 FINANCIAL STATEMENTS AND ADDITIONAL EXPENSES PLAN17.

Figure 5: Budgeted Cash Flow Statement.

17 Financial statements have been devised incorporating the new expenses to operating and implementing the

new product/service. (Changes have been indicated in orange from original financial statements before

implementing the new product/service refer to Appendix 8.4).

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Figure 6: Budgeted Profit and Loss Statement.

Figure 7: Budgeted Balance Sheet.

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6.2 FINANCIAL ANALYSIS

Introducing a new product/ service to an organisation’s product suite inevitably will increase

expenses (and decrease cash, Figure 6)18.

However, considering the extra expenses to be paid, given that within the six months, BC

could potentially secure two clients and receive additional revenuei 19 in addition to the

expected four to be secured, the organisation is expected to only decrease in its net profit

moderately (based on the minimum revenue expected to be generated)20 .

6.3 FINANCIAL RISKS AND PRODUCT/ SERVICE RISKS– PROFITABILITY, LIQUIDITY AND

INSOLVENCY

The business’ ability to generate profit in comparison to its expenses is reduced, due to start-

up expenses for the new product/ service and risks in securing less clients than anticipated.

Therefore a project-based fee schedule (Figures 8 - 10) has been constructed as a template, as

a mean of ‘succession’ planning’ (Grau 2014), to generate consistent cash flow for BC. It has

been adopted on the adapted BC model of processes and procedures for ethics and CSR

product/service that aims to alleviate potential risks associated with characteristics and

18 The increase in expenses, particular marketing and operational expenses is due to the logistics of

implementation. Expenses were calculated using sources pricing from the previous budgeted financial

statements, maintaining inspiration from the ‘Lean Start-Up Model’18 by Ries (2011 cited in Trimi & Berbegal-

Mirabent 2012 & Nystuen 2002).

19 From Assessment 2, total revenue per client was expected to be $88,000 ($22,000 per client x 4) out of

overall project fee of $30,000 (including $5,000 external supplier costs and 20% commission fee). With the

additional product/service only (incorporating some corporate culture products/ services but not utilising other

products/ services from the product suite), we are expected to charge between $15,000 and $20,000 per client.

Total revenue calculated was expected to be between $10,000 and $15,000 (calculated at the minimum revenue

$10,000 per client x 1 was used in financial reports, $15,000 per client x 1 maximum as one client will be

charged pro bono) out of the overall project free per client estimated to be between $15,000 and $20,000

(including $5,000 external supplier costs and 20% commission fee). Total minimum revenue expected is

$98,000 within the first six months of service.

20 Feedback from Assessment 2 and Mcdowell and Turner (2011, p. 33) highlighted that it is not surprising to

see a net loss as a start-up business as “business owners often underestimate how much money is needed [when

introducing a new product/service]”. However in the next reporting period, it is expected that introductory

expenses of this new product/service can be reduced and with an increase in clients secured, the gap between net

profit and loss is expected to be reduced.

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preconceptions of SMEs’ entrepreneurs and small business owners-managers and attract them

to utilise this new product/service (Table 4 and 5).

However, a positive highlighted from Figure 5 is that additional cash flow from financing

activities to support these expenses was not needed and still warrants a positive cash position.

As the business risks securing clients and generating revenue to generate profit, the business

will have limited cash flow (although positive) to purchase new assets and pay debts21.

21 As start-up they will mostly not own a large amount of assets and with this limited cash flow impeding on

their ability to purchase new assets. Therefore, BC risks not being able to pay their current liabilities by

converting assets into quick cash, as BC will have limited assets.

Further BC risks becoming insolvent also. If there is limited cash flow generated from revenue, BC will be

unable to repay debts, therefore places pressure on the partnership to invest additional cash flow in financing

activities to cover these current liabilities, which may not be feasible if one partner or several partners cannot

source the funds for the investment and risks partnership disparity.

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Therefore BC risks liquidity issues and becoming insolvent. However, Mcdowell and Turner

(2011) argue this is expected from start-up businesses as nearly one-quarter of new

businesses fail because of insufficient financing and investment activities to cover current

liabilities.

6.4 PROPOSED PROJECT-BASED FEE SCHEDULE INCORPORATING ETHICS AND CSR

PRACTICES AND REINTRODUCING SANDRA.

Using Sandra (Figure 8), the secondary persona (small business owner-manager), a fee

schedule (Figure 9 and 10) has been adopted over a six month period, utilising BC’s

corporate culture, information systems and ethical and CSR management products/services22.

Sandra represents BC’s average client.

22 The proposed fee schedule has been expanded on the fee schedule proposed in Assessment 2 and utilising the

adapted BC model of processes and procedures for ethics and CSR product/ service. (Refer to Appendix 8.2).

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Figure 8: Secondary persona, re-introducing, Sandra a small business owner-manager.

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Figure 9: Stage 1 of proposed fee schedule for Sandra. 23

23 Disclaimer: Sandra’s boutique architect firm has been used to represent the type of organisation BC will most likely be

working with to establish strong internal communications. Her organisation’s fee schedule is only an example of how an

organisation might pay for BC’s services (and sub-contractors) and the time frame it may take to implement

recommendations incorporating also an estimated payment weekly schedule. BC understands that every organisation’s

finances and individual needs are different, especially start up organisations, a large target market, that may not have the

ability to comply strictly with this fee structure template at all stages of implementation. Therefore, BC must be flexible with

payment increments and time frames, which may need to be customised to organisations individually. This will help attract

and secure more organisations, as a result of flexible payment increments and time frames.

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Figure 10: Stage 2 of proposed fee schedule for Sandra.

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7 OTHER RISKS ANALYSIS AND CONTINGENCY PLAN

7.1 ETHICS AND COMPLIANCE WITH AUSTRALIAN LAW AND OPERATING WITHIN AN

AUSTRALIAN CONTEXT

Australia and the Australian Government ethical laws and regulations have experienced a

dramatic decline in influencing organisations to review its social and environmental

responsibilities by encouraging ethical and socially responsible business operations in line

with global industry best practices (Collins, Dickie & Weber 2009). Therefore the main risk

associated with this is that SMEs’ entrepreneurs and small business managers-owners will

dedicate limited commitment to action CSR and best practices (an anticipated additional

revenue stream for BC) within their organisation with the lack of ethical management not

legally enforceable, and therefore, could deter potential clients from utilising this product/

service as they are not promoted by law to do so.

7.2 CONTINGENCY PLAN.

Table 6 shows how risks can be minimised via a contingency plan.

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7.3 RISK MANAGEMENT.

The risk management matrix (Figure 11) shows that there is likely going to be a high risk in

introducing this new product/service into BC’s product suite24 however with the proposed

24 (In terms of it not appealing and attracting potential clients within the SME sector due to various

characteristics and misconceptions about ethics and CSR).

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contingency plan in place, it is expected that this risk will moderately impact the

organisation25.

Figure 11: Risk management matrix assumed from Tables 4-6.

(Please refer to Appendix 8.5 for other risks).

25 (In terms of profitability, time and resources).

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8 APPENDICES

8.1 OTHER OBJECTIVES:

To secure five new employees from the local community to undertake a work

experience or internship program at BC to optimise BC product/service awareness

and ethics and CSR product/service, potential client reach and community networks

by end of June 2017.

To host or attend at least three workshops or seminars about ethics and social

responsibility in business operations, its benefits and changing market trends, within

the business industry, as a networking opportunity to connect with and attract niche,

modern and innovative potential clients in the industry, by the end of June 2017.

To secure one charity or communal organisation to manage their internal

communications at pro bono costs, with a focus on their internal ethics and CSR

activities to expand client base and BC promotion of products/services and develop a

more reputable image within the local community, by the end of June 2017.

To achieve an increase in BC’s website and social media traffic and telephone

enquiries by 50% by the end of June 2017 regarding internal communication

strategies and the new ethics and CSR product/service.

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8.2 APPENDIX 2: ADAPTED BC MODEL OF PROCESSES AND PROCEDURES OUTLINED FOR

ETHICS AND CSR PRODUCT/SERVICE.

(Adopted using Kotter’s Change Management Theory (2016), Jenkins’ ‘Steps for

championing CSR in SMEs’ (2006), Zadek’s Organisational Learning Model (2004) cited in

Baumann-Pauly et al. (2013) & Boone & Kurtz (2013) ‘Basic requirements for ethics

compliance programs’ cited in eds. Al-Shummari & Masri (2016).

Step 1: Denial.

Understanding denial for ethics and CSR in organisations and pitching to organisations

possibly ignorant to ethical and CSR activities.

- Organisations often lack understanding, reject or withhold from accepting

responsibility for their business activities, and the impact they may have socially and

environmentally. Therefore, BC is accountable for progressively advancing the

implementation of CSR activities in more organisations, in particular SMEs.

Step 2: Compliance.

Understanding and analysing the organisation’s legal, social and environmental compliance.

- Understand how organisations are currently complying with legal rules that may

affect the implementation of some ethics and CSR activities. BC will also analyse

and advise current social and environmental compliance activities accordingly with

compliance standards and procedures.

Step 3: Managerial.

Building a rapport with organisation entrepreneurs, business owners-managers and/or senior

management (“CSR Champions”).

- Consulting with all relevant stakeholders about the need and benefits (particularly in

terms of competitive edge and internal functions) of corporate social and

environmental responsibility.

- Liaise with these stakeholders to evaluate the organisation’s mission, vision and

values statements, business principles and corporate culture and align appropriate

CSR activities to support these, as it is their responsibility to do so.

- Train these stakeholders (who will then train other middle and front line employees)

about ethics, CSR, ethical dilemmas and the benefits of customised ethical

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management programmes and equip them with the necessary decision-making skills

to improve the organisations integration of core values and commitments to CSR to

lead the program and responsibility as a whole.

- Form a team to assist in the implementation of the ethical management program.

- Establish contract.

Step 4: Strategic and Civil CSR internal communications strategy.

BC and CSR Champions will develop an array of CSR activities that supports other business

principles and operations customised to every client. BC will communicate this to client CSR

Champions via a CSR internal communications strategy and prepare a fee schedule outline of

proposed activities, cost and implementation time.

- Organisations are genuinely concerned about social and environmental issues and are

seeking support to achieve CSR objectives. BC will be a support tool for the client,

training, mentoring and guiding all implementation of new ethics and CSR activities

via strategy.

Step 5: Employees and CSR.

The new strategy will be shared and communicated to employees to increase commitment,

engagement and application of CSR activities in their daily routines and business decisions.

- Appropriate communication channels will be selected to share the new strategy,

standards and procedures with employees through applicable terms. Mostly informal

channels for many of BC’s clients will be used (e.g. face-to-face meetings, emails and

phone calls) and feedback from employees is encouraged.

- Training and development opportunities will be offered to employees to update their

knowledge and skills in order to apply these core values into everyday practices.

- Employees will directly participate in the new strategy in relation to their job and

personal values.

Step 6: Physically implement and monitor new strategy.

Review compliance mechanisms, ethical fit of employees and solidify policies and

performance requirements if necessary according to new strategy.

Step 7: Evaluation report of strategic CSR internal communications strategy.

Devise evaluation report measuring the effectiveness of the strategy.

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8.3 APPENDIX 3: ORIGINAL BC PROCESSES AND PROCEDURES OUTLINED.

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8.4 APPENDIX 4: ORIGINAL FINANCIAL STATEMENTS

Budgeted Cash Flow Statement

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Budgeted Profit and Loss Statement

Budgeted Balance Sheet

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8.5 APPENDIX 5: OTHER RISKS: CONFIDENTIALITY, PRIVACY AND COPYRIGHT

EXPLANATION.

An advantage of integrating ethics and CSR practices into business practices is that they aim

to increase the organisation’s competitiveness within the market26. Therefore BC will have

access to confidential business and private employee information when undertaking their

ethics and CSR product/service with clients and will need to manage risks associated with

this. To ensure BC maintains competitiveness, internal communication strategies will also be

protected to prevent copyright infringement.

Confidentiality and privacy

BC is obliged by law (The Australian Law Reform Commission 2016, Obligations of

Confidence Section and APP 11, OAIC 2016, Chapter 11: APP 11) to ensure measures are

taken within their processes and procedures that aim to protect client personal information

and maintain confidentiality to ensure competitors and third- parties do not have access to

their strategic CSR activities or the information disclosed in confidence. Measures that BC

will take to maximise confidentiality and privacy whilst liaising with clients and their

information include establishing and signing a non-disclosure agreement with every client

and external supplier (unless they request disclosure of their ethical and CSR practices to be

shared online via their website with external stakeholders (e.g. via annual social and

environmental report). Further, cloud sharing services and online collaboration systems will

be avoided to communicate and store information and a Management Liability Policy will be

installed. More traditional communication channels will be employed such as face-to-face

meetings, phone calls and direct emails and BC employees will be educated about the risks of

using non-traditional communication methods to communicate with clients and store client

information. This will ensure clients, such as Sandra, trust BC with their information and

minimises post-disaster operational and cyber risks.

26 (In terms of an organisations finance, human resources and environmental and community engagement).

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Copyright

BC aims to develop original and customised internal communication strategies for clients and

therefore BC’s ideas and strategies will need to be protected via a contract to avoid being

copyright infringement. Further, external suppliers BC may use may have trademarks or

patents and therefore BC will have to subscribe to use these systems or request permission to

use supplier systems or procedures for the specific purpose outlined in the contract (e.g.

Intranet system software).

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9 REFERENCE LIST

Al-Shummari, M & Masri, H (eds) 2016, Ethical and Social Perspectives on Global Business

Interaction in Emerging Markets, Business Science Reference, Hershey, PA, viewed 27 May

2016, IGI Global eBooks, pp. 1 – 24 & 165 – 183.

Baumann-Pauly, D, Wickert, C, Spence, L & Sherer, AG 2013, ‘Organizing Corporate Social

Responsibility in Small and Large Firms, Size Matters’, Journal of Business Ethics, vol. 115,

no. 4, pp. 693 – 705, viewed 27 May 2016, SpringerLink Journals.

Best Practice Certification 2015, Assessment and Certification, Beat Practice Certification,

viewed 27 May 2016, < http://www.bestpracticecertification.com.au/product-and-

services/assessment-and-certification>

Brear, P, Week 8: Finance basics in communication business, lecture notes distributed in

Managing a Communication Business COMM2337 at RMIT University, 29 April 2016.

Brear, P, Week 9: Finance and risk, lecture notes distributed in Managing a Communication

Business COMM2337 at RMIT University, 6 May 2016.

Cacioppe R, Forster, N & Fox, M 2008, ‘A Survey of Managers’ Perceptions of Corporate

Ethics and Social Responsibility and Actions that may Affect Companies’ Success’, Journal

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