However, the operationalization of CSR comes into fruition when there is visible evidence of an organization adopting socially responsible values. Mason and Simmons (2014) describe four crucial stakeholder views on CSR outcomes considering “investors, customers and suppliers, employees, and community and environmental groups” (Mason & Simmons, 2014, p. 83). Companies considering these different perspectives recognize an expansive interpretation of corporate responsibility (as cited in Mason & Simmons, 2014). As a company dedicated to these identified stakeholders, the company must understand what these various groups use as evaluation criteria, allowing the company to create scorecards and evaluate itself based on how well the company meets stakeholder needs (Mason & Simmons, 2014). Mason and Simmons (2014) suggest that companies should evaluate their CSR in relation to various crucial measurements such as organizational efficiency, effectiveness, environmental impact, reputation, and equity (Mason & Simmons, 2014). Clear and visible evidence of CSR is the extent to which strategic planning, performance management, and corporate governance include CSR principles (Mason & Simmons, 2014). For example, to evaluate the effectiveness of CSR a company can conduct a cost-benefit analysis “of its organizational impact over an appropriate time frame” (Mason & Simmons,