This article aims to determine whether companies that carry out CSR actions do so strategically. Following (Burke and Logsdon, Long Range Plan 29:495–502, 1996) model of strategic CSR [centrality, specificity, proactivity, visibility, and voluntarism] and based on data from 5,136 companies surveyed by the Superintendence of Companies of Colombia in 2017, a principal components analysis was carried out to explore which items of the Superintendence survey aligned with the theoretical model, additionally, a k means cluster analysis was conducted to group companies according to their SCSR levels. The results of the PCA analysis made it possible to expand the original five dimensions by adding two subdimensions. These findings showed that the specificity dimension not only benefits the company but also benefits its stakeholders. Additionally, the visibility subdimension focuses on appreciating a company’s CSR efforts by its supply chain members, namely suppliers and distributors. The cluster analysis yielded two profiles: (1) one with a high degree of alignment of its strategy with CSR practices called strong SCSR and (2) another with a lack of interest in these actions, denominated weak SCSR.