The Marketing Book 5th Edition

682 The Marketing Book

embrace the partnership is a priority from the
outset. The chairman, board, non-executive
directors, shareholders and/or trustees are ideal
ambassadors for the cause-related marketing
partnership, as are employees, volunteers, sup-
porters and beneficiaries. Their backing demon-
strates organizational commitment and can
bring valuable support and resources to the
relationship. Without this support, the partner-
ship may not reach its full potential, or may
fail even to get off the ground (Adkins, 1998,
pp. 9–10, 1999a, Chapter 21).

Negotiating the partnership

Cause-related marketing partnerships may
include one or more partners. When a partner
has been identified, the next step is to negotiate
and agree the details of the partnership and
programme. It is essential that these negotia-
tions be conducted in the spirit of the key
principles. If the partners do not share the same
ethical assumptions, it is unlikely that a
rewarding partnership will develop. All parties
should be delighted by the partnership and the
benefits it aims to provide; there should be no
feelings of exploitation. It is critical as part of
this process that the mutual objectives are
aligned and that each party is comfortable with
these. It is also important to understand how,

should conflict arise, this will be reconciled.

Transparency and honesty are crucial here to

avoid misunderstandings. SMART objectives

are to be recommended. That is, objectives

should be Simple, Measurable, Achievable,

Realistic and Time limited (Adkins, 1999a,

Chapter 22).

As part of negotiating the partnership,

‘auditing your assets’ (Adkins, 1998, p. 10) is an

important part of the process. All organiza-

tions, whether commercial or not for profit,

have assets that extend beyond financial or

brand strength and influence. Financial con-

tributions are key, of course. There are, how-

ever, also other contributions or pillars that

could be considered in support of the constitu-

tion and implementation of the partnership.

These include the 7Ps described in Table 26.1.

Key contributions are often those of skills,

expertise, know-how and goodwill, which can

come from both internal and external sources.

Contributions, support and resources should be

explored from all potential sources, including

other departments, employees or volunteers,

suppliers and indeed local authorities, govern-

ment and European and international bodies

(Adkins, 1998, 1999a, Chapter 22).

By auditing all such assets, the potential to

combine individual strengths to amplify and

leverage the impact of the programme can be

Table 26.1 The 7Ps of cause-related marketing

The pillar The explanation

Power The strength of the brand and the organization’s reputation

People The army of employees, volunteers and networks as well as individual expertise

Promotion Marketing promotion and strategies to leverage support

Purchasing The purchasing and leverage of the supply chain and organization network

Profit Cash contribution

Product Gifts in kind

Premises Donating or lending facilities and premises in support of the partnership

Source:Adkins (1999a, Chapter 6).