Maple Leaf Foods Management Report: Creating Shared Value Analysis

This report examines the concept of creating shared value for Maple Leaf Foods, a company focused on plant-based protein production. It analyzes the application of the Porter and Kramer model, emphasizing the importance of going beyond trade-offs and enhancing corporate social responsibility. The report suggests strategies like introducing employee insurance and considering financial flexibility to meet target segment needs. It also discusses the significance of an ethical code of conduct, including revised recruitment policies and adherence to the Equality Act. Furthermore, the report explores Freeman's perspective on offshore marketing and the benefits of email marketing for strengthening client relationships. It also delves into strategic approaches for innovating the production process, value chain mapping, and market research, with a focus on community development and data protection. The report highlights the importance of involving the community in strategic plans and evaluation processes to strengthen the customer base, ensuring mutual interest in community development.

Running head: MANAGEMENT
Creating shared value
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As per the arguments of Kramer and Porter, (2011), with the advent of capitalism, the
policies for economic growth have stalled. In terms of extracting the maximum benefits,
Maple Leaf Foods needs to envision value creation in the process of producing the plant
based proteins. One of the solutions can be thinking beyond trade-offs. Thoughts in this
direction would enhanced the corporate social responsibility of the company. Typical
example of this can be introducing insurances for the employees suffering from some kind of
disability. Financial flexibility is assistance in terms of catering to the needs of the target
segments. Within this, Kramer and Porter, (2011), mentions the budget, which would
enhance the awareness about the expenses behind the resources and the capabilities needed
for the production of plant based proteins. Typical evidence of this lies in the investment
plans of $336-million on the factories.
Adopting Porter and Kramar model would help Maple Leaf Foods to assess the
impact of the activities on the clients and the customers. For this, the means of survey and
feedback is necessary. This means would reflect the complimentary relationship between the
business and the society. Thoughts regarding the cost constraints regarding spending the
estimated amount on the establishment of the plant based proteins is an interplay with the
purchasing decision and power of the investors. On the contrary, Freeman, (2018) is of the
view that offshore marketing would be beneficial in terms of interacting with large number of
clients at the same time. These interactions would be productive in terms of enhancing the
socio-economic parameter. Within this, mention can be made of email marketing, which
would improve the stability in the relationship between the personnel of Maple Leaf Foods
and the clients. If the queries of the clients are resolved, they would be eager to invest in the
services. These aspects reflects the main propositions of the Porter Kramar Model, which is,
collaboration of business and society (Kramer & Porter, 2011).

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According to Freeman, (2018), “business is concerned primarily with profits at the
expense of others, especially employees”. The profit in this context attaches a negative shade
to the aspect of ethics. Herein lays the importance of Ethical Code of Conduct, which Maple
Leaf Foods needs to infuse within the business operations. Typical example of this can be
revising the recruitment policies for the disabled, implementing the latest and updated
versions of Equality Act (2010) among others. These legislative requirements would be
applicable in the process of contracts with the factories. However, Freeman, (2018) opines
that these needs to be in alignment with the shared value principles of reconceiving products
and markets, reconfiguring value chains and enabling the local cluster development. In
terms of reconceiving products and markets, strategic approach towards innovating in the
production process is apt. Supplying quality raw materials to the factories would result in
high quality protein enriched foods.
Using value chain mapping would help Maple Leaf Foods to strategize the activities
according to the identified and specified requirements. Within this, mention can be made of
the value chain analysis, which would be productive for developing the infrastructure through
the primary and supportive activities. The supportive information technology is assistance in
terms of revolutionizing the production process of the plant based proteins (Kramer & Porter,
2011). Contacting the firms dealing in internet service provision would be effective in terms
of expanding the scope and arena of the business. Conducting market research would be
assistance in terms of mapping the market, into which the business can venture. Risk
assessments through matrix graphics would be beneficial in terms of scaling the impact on
the society on longer terms.
Through sponsorships, meetings and other events, Maple Leaf Foods can provide the
small enterprises to achieve growth and development. Typical examples of this are academic
programs, trade associations and standard organizations. Involving the community

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development in the strategic plans would be effective in terms of enhancing the corporate
social responsibility. For example, if the factories while catering to the protection of the
properties of the local inhabitants living in the nearby areas. The activities of measuring the
pollution level can be one of the prime examples. Freeman, (2018) cites the example that if
the levels are high, eco-friendly machines can be adopted, which would emit less smoke and
produce high quality plant based protein foods. Involving the community people in the
evaluation process would be effective in terms of strengthening the customer base. Infusing
Data Protection Act (1998) would reflect valuation for the mutual interest of the community
development.

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References
Freeman, R. E. (2018). The “business sucks” story. Humanistic Management Journal, 3(1), 9-
16.
Kramer, M. R., & Porter, M. (2011). Creating shared value. Harvard business review,
89(1/2), 62-77.