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An analysis of cause-related marketing implementation strategies through social alliance: partnership conditions and strategic objectives

An analysis of cause-related marketing implementation strategies through social alliance: partnership conditions and strategic objectives
An analysis of cause-related marketing implementation strategies through social alliance: partnership conditions and strategic objectives
Cause-related marketing (CRM) is an effective marketing tool for promoting corporate social responsibility (CSR) activities and the bulk of campaigns are designed and delivered through collaborative ‘social’ alliances with non-profit organisations (NPOs). The authors seek to uncover some of the factors that explain how firms and NPOs choose their potential partners in the development of their CRM strategy. The rationales for the observed patterns are investigated through semi-structured interviews conducted with managers employed by the UK-based firms and NPOs. The authors find that each party has specific preferences when choosing the particular CRM implementation strategies in different situations, as well as different initial positions when negotiating the formation of the social alliance. This article contributes to our understanding of the CRM implementation strategies and both the company’s and the NPO’s behaviours toward each of the strategies.
0167-4544
253-281
Liu, Gordon
007f9930-f197-4b10-88a6-f20102249711
Ko, Wai Wai
b6862b69-bb89-4c9b-adee-847727150b31
Liu, Gordon
007f9930-f197-4b10-88a6-f20102249711
Ko, Wai Wai
b6862b69-bb89-4c9b-adee-847727150b31

Liu, Gordon and Ko, Wai Wai (2011) An analysis of cause-related marketing implementation strategies through social alliance: partnership conditions and strategic objectives. Journal of Business Ethics, 100 (2), 253-281. (doi:10.1007/s10551-010-0679-7).

Record type: Article

Abstract

Cause-related marketing (CRM) is an effective marketing tool for promoting corporate social responsibility (CSR) activities and the bulk of campaigns are designed and delivered through collaborative ‘social’ alliances with non-profit organisations (NPOs). The authors seek to uncover some of the factors that explain how firms and NPOs choose their potential partners in the development of their CRM strategy. The rationales for the observed patterns are investigated through semi-structured interviews conducted with managers employed by the UK-based firms and NPOs. The authors find that each party has specific preferences when choosing the particular CRM implementation strategies in different situations, as well as different initial positions when negotiating the formation of the social alliance. This article contributes to our understanding of the CRM implementation strategies and both the company’s and the NPO’s behaviours toward each of the strategies.

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More information

Published date: May 2011
Organisations: Southampton Business School

Identifiers

Local EPrints ID: 370484
URI: http://eprints.soton.ac.uk/id/eprint/370484
ISSN: 0167-4544
PURE UUID: 05ba85ca-d02a-428a-84fa-e8848e2bdcdd
ORCID for Wai Wai Ko: ORCID iD orcid.org/0000-0002-6637-6591

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Date deposited: 29 Oct 2014 13:42
Last modified: 14 Mar 2024 18:17

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Contributors

Author: Gordon Liu
Author: Wai Wai Ko ORCID iD

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