A model of cause‐related marketing for “profit‐driven” and “non‐profit” organizations

Abstract

Purpose

The purpose of this paper is to describe a model of cause‐related marketing (CRM) for both profit‐driven (PD) and non‐profit (NP) organizations.

Design/methodology/approach

The model consists of two parallel internal and external organizational processes – one representing the process of a NP organization and the other a PD organization. They are interlinked as the outcome of a CRM‐partnership is dependent upon their mutual efforts.

Findings

The authors argue that it is essential to remember that a CRM‐partnership is a challenge and risk for both the PD and NP organizations that may harm their reputation and position in the marketplace and/or society. CRM has benefits as well as downsides that should not be underestimated nor neglected.

Research limitations/implications

Will the involvement of the PD or NP organizations in the resultant partnership be perceived as commercialism, altruism or a combination of both, in the marketplace and society? A focus on both processes opens up opportunities for further research.

Practical implications

A contribution is that the CRM‐model may be used as a guide for both PD and NP organizations in order to reveal whether a CRM‐partnership is appropriate for them with a potential partner or not. It may also indicate whether the motives are based upon commercial reasons or altruistic reasons or a combination of both.

Originality/value

The model enables these organizations to think through the process prior to engaging in CRM.

Citation

Svensson, G. and Wood, G. (2011), "A model of cause‐related marketing for “profit‐driven” and “non‐profit” organizations", European Business Review, Vol. 23 No. 2, pp. 203-214. https://doi.org/10.1108/09555341111111219

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