684 The Marketing Book
These are just some of the potential legal
instruments that could impact and be relevant
to a cause-related marketing programme, but is
it important to take qualified legal advice. An
overview of the legal issues around cause-
related marketing is provided in Adkins (1998,
1999a). These include the requirement for a
written agreement, the requirement to make the
nature of the partnership clear to customers
and that all relevant records must be made
available to the beneficiary (Adkins, 1998, p. 12,
1999a, Chapter 23). In developing the for-
malized contract it is also important to consider
minimum guarantees, exclusivity, and the tax
and VAT issues.
Managing the programme
Even a perfect partnership and an innovative
programme can fail without effective pro-
gramme management, leaving all involved
disappointed. To manage a programme effect-
ively, it is important to be clear about the roles
and responsibilities of all parties. Setting out a
work plan and communicating regularly
throughout the process will help ensure the
process works effectively. Essentially, managing
a cause-related marketing programme requires
the same skills and dedication as any project
management exercise. At a basic level, it is
important to understand who has responsibility
for the activities, set out in the formal agreement
(Adkins, 1998, p. 16, 1999a, Chapter 24):
What are the work and timing plans for the
programme?
Who are the main points of contact?
Who has decision-making authority?
What is the decision-making process and time
scale?
Who has responsibility for different aspects of
the process in what time frame?
Who is being paid to carry out what tasks?
Who is responsible for recording meetings and
decisions, and in what time frame?
What is the approval and sign process, and
how long should it take?
What are the success criteria and have the
processes been put in place to measure them?Communicating the programme
Communication of the cause-related marketing
programme is critical, in order for it to maxi-
mize its potential for all parties. It must be
effective, compelling, based on the key prin-
ciples and be present throughout the process.
Essentially, what is invested in effort and
resource is often directly related to what is
achieved.
Consideration must be given to what is
going to be communicated and how, beyond
the legal requirements. Is it more compelling,
for instance, to highlight an amount of money
or what that money can achieve? Consumer
research clearly indicates that what can be
achieved is the critical message.
To be effective it is important that the
communication is compelling, balanced, based
on the key principles, is legal, honest, decent
and truthful, and must not mislead stake-
holders and partners. The investment and
communication must also be considered in
relation to the funds being raised, and the
balance of costs and mutual benefit must be
appropriate. It is important that communica-
tion is applied throughout all stages of the
programme development, externally and inter-
nally. The key phases in the communication
process to consider are (Adkins, 1998, 1999a,
Chapter 25): Preparing the ground.
Pre-launch publicity.
Launch.
Ongoing commitment.
Post programme.All of these elements are important for effective
cause-related marketing partnerships and in
some cases are subject to legal requirements in
the British Codes of Advertising and Sales
Promotion. Apart from the legal requirements
and codes, and the fact that the communication