CAUSE-RELATED MARKETING AS A CORPORATE IMAGE BUILDING TOOL

ISBN: 978-83-64614-12-5

170 stron
format: B5
oprawa: miękka
Rok wydania: 2015

Cause related marketing (CRM) is defined as the process of "formulating and implementing marketing activities that are characterised by an offer from the firm to contribute a specific amount to a designated cause when customers engage in revenue providing exchanges that satisfy organisational and individual objectives".What began as a simple way to build brand affinity has become a consumer‘-s expectation in the era, in which sustainable and ethical consumer choices are more important than ever before. Too many products and companies selling everything from computers to cosmetics are on the market, similar in quality, price and service. In the global quest to differentiate themselves in the sea of faceless product choices, companies have turned to CRM to make them unique in the eyes of consumers.Therefore, when designing cause related marketing campaigns, the various elements of the campaign that are (or are not) communicated to the target groups and the important potential influence of these elements on the company image have to be understood and carefully considered.from IntroductionSPIS TREŚCIIntroductionChapter One: Corporate Image1.1. Overview1.2. Importance of the Corporate Image concept1.3. Corporate Image defined1.3.1. Confusion among concepts of Corporate Identity, Image and Reputation1.3.2. Corporate image and corporate reputation: the analogous anddifferentiated schools of thought1.3.3. Corporate Image factors1.3.4. Corporate Image Model1.4. The corporate communication1.5. Corporate Image Management1.5.1. Kennedy‘-s model (1977)1.5.2. Dowling‘-s model (1986)1.5.3. Abratt‘-s model (1989)1.5.4. Stuart‘-s model (1999)1.6. Stakeholder Theory and Management1.6.1. The importance of stakeholders1.6.2. Stakeholder theory1.6.3. Principal groups of stakeholders1.7. The Corporate Image Management Model1.8. Measuring Corporate Image1.8.1. Most Admired Companies (MAC)1.8.2. Reputation Quotient (RQ)1.8.3. The Corporate Personality Scale1.8.4. Stakeholder Performance Indicator and Relationship Improvement Tool(SPIRIT)1.8.5. The Corporate Image Barometer1.9. ConclusionsChapter Two: Corporate Social Responsibility2.1. Overview2.2. Corporate Social Responsibility defined2.3. CSR versus Business Ethics2.4. Evolution of the CSR concept2.4.1. The orthodox theory of CSR2.4.2. Stakeholder theory of CSR2.5. CSR Models2.6. Main benefits and critics of CSR concept2.6.1. Benefits of CSR2.6.2. Critics of CSR2.7. CSR initiatives2.8. ConclusionsChapter Three: Cause Related Marketing3.1. Overview3.2. Scale of the CRM phenomenon3.3. Cause Related Marketing defined3.3.1. Cause Related Marketing vs. Corporate Philanthropy and Sponsorship3.3.2. CRM vs. sales promotion3.4. CRM strategy and CRM tactic3.5. Types of CRM programmes3.6. CRM benefits3.6.1. Business partner benefits3.6.2. Non-profit partner3.6.3 Consumer partner3.6.4 The expanded benefits of CRM3.7. Risks connected with CRM concept3.8. Success factors of CRM programmes3.9. ConclusionsChapter Four: The Influence of CRM on the Corporate Image Management Process4.1. Overview4.2. Cross case analysis4.2.1 Research questions4.2.2. Unit of analysis4.2.3. The logic linking the data to the propositions4.3. Theoretical model4.3.1. Case study 1 - Barbakan4.3.2. Case study 2 - Barlinek SA4.3.3. Case study 3 - IKEA4.3.4. Case study 4 - Żywiec Zdrój4.4. Cross-case analysis4.4.1. How CRM programmes impact (in both positive and negative way)on the corporate image building process?4.4.2 How do identified stakeholder groups differ in terms of the evaluationof specific CRM programmes in the corporate image-building context?4.3.3. How do alternative communication sources and messages in CRMprogrammes produce alternative perceptions of the company‘-scorporate image held by various stakeholder groups?4.5 Theoretical proposal - synthesis of a model4.6. ConclusionsConclusionsReferences