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

Abstract

PurposeThe 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/approachThe 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.FindingsThe 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/implicationsWill 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 implicationsA 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/valueThe model enables these organizations to think through the process prior to engaging in CRM.