Cause-related marketing: who cares wins 675
The sense and reality of the power and empow-
erment of the vigilante has been evident
through the various demonstrations of social
unrest, as already mentioned. Whether the
consumers have taken to the streets with
placards, taken to their desks with pencil and
paper or to their bedrooms with the computer
and the Internet, the power of consumers to
make their voices heard is ever stronger. Whilst
the forms of protest may vary, the core message
is the same. Consumers are empowered and
prepared to take action. Research indicates that
over 70 per cent of consumers indicated they
were prepared to take action and over half of
those aged 55+ agreed. The form and face of
vigilantism may not be predictable, but their
power is unmistakable.
The evidence for the positive effects of
cause-related marketing is compelling. A
unique study undertaken by Business in the
Community and supported by Research Inter-
national called Profitable Partnerships, conducted
amongst over 2000 consumers, aimed to identify
the link between cause-related marketing, brand
affinity, brand equity, actualcustomer percep-
tion, loyalty and buying behaviour (Adkins,
2000). The data speaks for itself:
Almost nine out of 10 (88 per cent)
consumers are aware of a cause-related
marketing programme.
Companies which take part in cause-related
marketing are perceived as being more
trustworthy and more innovative by
consumers, both of which are key drivers of
equity.
At least two-thirds (67 per cent) of consumers
have taken part in a cause-related marketing
programme.
77 per cent of participants were positively
influenced at the point of purchase or decision
making by the cause-related marketing
programme.
80 per cent of all consumers who have taken
part in a cause-related marketing programme
will continue to feel positive about the
company.
96 per cent of consumers thought it was good
for charities and causes.
67 per cent of consumers want more
companies to be involved in cause-related
marketing.Consumer support for cause-related marketing
is reinforced across Europe and around the
world. Depending on the country, between 65
and 80 per cent plus indicate that they have a
propensity to switch brands based on cause-
related marketing (Adkins, 1999a, Chapter 11).
The message is clear: consumers are seriously
motivated by socially responsible corporate
behaviour, when they are aware of it. When it is
demonstrated through marketing, consumers
are willing to change their buying behaviour
and perceptions. These pull factors are increas-
ingly understood by business. Businesses are
starting to think creatively about what they can
achieve by putting the power of their marketing
and brands behind some of the key social issues,
to make a positive social difference and at the
same time through engaging the consumer and
other stakeholders, also benefiting the business.
The trend in marketing seems to be mov-
ing away from mass transaction-based market-
ing towards relationship marketing, with an
increased focus on the importance of maintain-
ing and developing these relationships. Cor-
porates continually search for competitive
advantage, differentiating themselves by add-
ing perceived value to products and services
for their target markets. Evidence suggests that,
increasingly, affinity as well as functionality of
the brand is driving consumer preference and
in some cases can make up 98 per cent of the
equity of a brand (Adkins, 1999a, Chapter 11).
Cause-related marketing clearly has a role to
play in this context, as emotional as well as
rational engagement of the consumer becomes
more critical. Naturally, building relationships
takes time and is based on a clear under-
standing of the intrinsic values of the brand. It
is here in building and communicating the
overall value proposition that cause-related
marketing has a key role to play.