The purpose of this paper is to provide firms in the food and agricultural sector a model that enables them to assess their corporate social initiatives in conjunction with their stakeholders. Building on the concepts of corporate social responsibility (CSR), corporate social performance (CSP) and the relational view the paper argues that firms can improve the results of their corporate social initiatives by setting up a dialogue with their stakeholders and to relate this to their internal organizational delivery system. The CSP model is based on the SERVQUAL methodology. The model addresses how a potential (mis)match between a firm’s CSR initiative and stakeholders expectations and experiences is related to four gaps in the firm’s internal organizational delivery system and how this effects the firm’s CSP. CSP measurement is a fundamental part of a firm’s strategy if one accepts the tenet that firm survival and growth depends on the ability of firms to meet the needs of their stakeholders and to manage corporate image. It is to the firm to make stakeholder’s expectations transparent and plan action in alignment with the firm’s business strategy. The paper contributes to a more comprehensive understanding of CSP measurement by linking a firm’s CSP to the firm’s delivery system. It addresses how CSP can evolve over time by putting the dialogue with stakeholders central.