A strategy to communicate corporate social responsibility: cause related marketing and its dark side

Abstract

Cause related marketing (CRM) is a strategy that aims to communicate a company's striving for corporate social responsibility and to improve brand image. A strategy to increase consumers' emotional involvement toward a product-cause association is to describe the cause in vivid terms. In two experiments we investigated how vivid messages might increase the effectiveness of CRM strategy. We sought to demonstrate that a vivid description of the cause could infl uence consumers' preferences and trust in the effective use of money collected by selling the product. Experiment 1 results showed that individuals prefer products associated with a vivid message of the social cause rather than products associated with a pallid message. Experiment 2 results suggested that vivid messages induce more positive affective reactions and a higher trust in the effective use of money than pallid ones. In the fi nal section, the implications of CRM for corporate social responsibility are discussed.

Social responsibility in events

“…This shift in the definition implies a move from a dyadic perspective (relationship between the organization and the customer) to a triadic perspective (one that includes other internal and external stakeholders) (Vaaland, et al, 2008). The injection of CSR initiatives into marketing campaigns, or cause related marketing (CRM), can improve customer attitude, purchase intentions, and relationship with external stakeholders (Baghi, Rubaltelli, & Tedeschi, 2009). …”

Both Sides of CSR Practice: A Case from Oil and Gas Industry in Kazakhstan

“…The history of Corporate Social Responsibility concept proves, CSR has the potential both positive and negative impacts [4], [7], [28]. The negative impacts have been said to be the dark side of this management concept.…”

“…It is called the other side or the Dark Side of CSR, summarized by Baghi at al. [4]. Since, the technical development of this industry is not able to preclude the uncertainties, the CSR programs and its communication bear almost all the responsibility to avoid the occurrence of the dark side of CSR.…”

The collective labour agreement as a key tool for driving corporate social responsibility: banking sector analysis

“…Based on this argument, several researchers have devoted a great deal of time to explaining and describing the effects SR actions in different human resources areas have on behaviour at the individual, group, and organizational level. In particular, Galbreath (2010) and Peloza and Shang (2011) show the direct effects of CSR on the sense of belonging to a company and the level of trust, commitment, satisfaction, and employees involvement, usually in a positive way; Carroll and Shabana (2010) and Margolis and Walsh (2003) focus on how these actions help to improve the involvement of stakeholders; and authors such as Baghi et al (2009) and Wood (2010) explain the existence of a positive, negative, or neutral relationship between the development of CSR activities and financial results in the firm.…”