Corporate Gifts Research Articles

Strategies for Effective B2B Sales in the Corporate Gifts Industry: Best Practices and Success Tactics in the w.r.t Bag Manufacturing in Ahmedabad City

The corporate gifting industry has grown exponentially due to increased brand awareness and relationship management in corporate environments. Therefore, an effective B2B sales strategy is an important task for companies operating in this sector. The study focuses on the corporate gifts industry, particularly the banking sector of Ahmedabad, a commercial and industrial hub. Corporate gifts, including bags, are an important tool to increase brand awareness and promote business relationships at events, employee engagement, CSR activities and customer engagement. Recognizing the importance of these gifts requires a thorough analysis of effective B2B sales strategies to meet the branding and marketing goals of corporate clients. This paper discusses strategies to improve B2B sales efficiency in manufacturing banks in Ahmedabad and examines the various product offerings and customization options available in the market. To analyze the current market trends, key players, customer needs and competitive environment related to Ahmedabad. Successful marketing strategies in this area are customer-oriented and focus on customized solutions, quality, design, personalization and customer experience. In addition, the use of digital marketing and e-commerce platforms is essential to increase visibility, engagement and customer satisfaction in this evolving environment. Strategic partnerships and collaborations with suppliers and distributors play a key role in optimizing sales growth and market intelligence. By examining best practices and successful strategies, the study aims to provide useful insights to banks in Ahmedabad looking to strengthen their sales strategies and achieve growth in the highly competitive corporate gifting industry

Incentivizing Employee Pro-Environmental Behaviour: Harnessing the Potential of Green Rewards

The global ecosystem is experiencing swift degradation as a result of climate change propelled by human actions. This degradation has given rise to resource scarcity, a decline in biodiversity, and global warming. There is scientific consensus that climate change is anthropogenic (caused by humans) and that the power to mitigate it lies in human behaviour change. As the overseer of human resources in every organisation, the HRM function is facing mounting pressure to align its practices with environmental management in order to effectively address and reduce the organisation's carbon footprint. Consequently, this study aimed to investigate the influence of green employee rewards on employee pro-environmental behaviour in public universities in Kenya. The study developed a measurement model based on the Green Five Taxonomy to evaluate diverse employee green behaviours. It utilised multi-stage sampling, where the purposive sampling technique was used to select three public universities that embraced green HRM practices, followed by stratified random sampling to draw 123 participants from three strata: top management, middle-level management, and others (teaching and non-teaching). The research employed a correlational design, combining quantitative and qualitative methods, with data collected through online questionnaires. Results revealed a moderately strong, positive correlation between green employee rewards and employee pro-environmental behaviour (r =.545, p<.01), indicating a significant, positive link between the two. Additionally, ANOVA results showed that green employee rewards significantly and positively predict pro-environmental behaviour among employees (F (1, 88) = 37.126, p<.001). The study concluded that green employee rewards have a notable and positive influence on employee pro-environmental behaviour. However, it identified gaps in acknowledging and incentivizing environmental efforts among employees. Nonetheless, respondents still exhibited significant pro-environmental behaviour, even in the absence of explicit green rewards, an indication of employees' private green activism rooted in intrinsic motivation. The study made key recommendations among them: cash incentives, eco awards, eco-sponsorships, green recognition boards, and sustainable branded corporate gifts to nurture a sustainability culture.

The Teacher Journey Map: Creating better faculty experiences through service design

Companies often celebrate their anniversaries with parties, heartfelt messages from leaders, corporate gifts, or awards to commemorate the occasion and show appreciation for their employees’ contributions. But what better way to mark the occasion than by striving to improve the internal experience of employees? This article tells the story of when that took place within a university in Colombia.

Attract More Corporate Gifts

The Major Gifts ReportVolume 25, Issue 3 p. 5-5 Briefs Attract More Corporate Gifts First published: 06 February 2023 https://doi.org/10.1002/mgr.32097Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article. Volume25, Issue3March 2023Pages 5-5 RelatedInformation

Attract More Corporate Gifts

Attract More Corporate Gifts

Product Diversification for Sustainability of Pithora Painting of Gujarat

India is a country with diverse culture and traditions which are rooted in it's history. One such art form is the Pithora paintings of the Rathawa community of Chhota Udepur, Gujarat. Pithora paintings are traditional wall painting where tribal Gods known locally as Pithora Dev are painted and worshipped as a form of thanksgiving. The purpose of this study was to document the art of Pithora painting in detail and use the motifs on home decor products and corporate gifts. The designing of products was done using two different techniques, traditional and contemporary painting on products. The constructed products were subjected to the evaluation. From the study, it was concluded that product diversification of traditional Pithora painting besides adding a variety to the existing scenario would boost the artisans to adhere to the traditional style of painting and contemporary style of painting by giving them larger market and improving their economic condition.

How Gifts Influence Relationships With Service Customers and Financial Outcomes for Firms

Service companies invest billions of dollars to develop and maintain long-term customer relationships by offering corporate gifts. Yet several questions remain regarding such relationship marketing instruments: What impact do different kinds of gifts have on customers? Which perceptions allow gifts to affect customer behavior? What financial outcomes do these gifts imply for firms? To answer these questions, the authors use data from 1,950 airline customers—combining a longitudinal field experiment with internal customer database information—and explore the effects of different gift designs on customer perceptions and actual spending behavior. The experiment manipulates four gift designs (economic related/unrelated; social related/unrelated) and measures customer perceptions and behavior at different points in time. Multivariate analyses of covariance (MANCOVAs) and spotlight analyses reveal that the congruent combinations of economic related and social unrelated gift dimensions have the strongest effects on customer perceptions of relationship investment. Serial mediation analyses further reveal that the impact of gifts on customer spending is fully mediated by customer perceptions of perceived relationship investment and repurchase intention. Economic related gifts produce the highest contribution margins. Service managers may use these findings to design effective gifts and management processes (e.g., gift success tracking).

The peaceful atom comes to campus

Youthful idealism, institutional ambition, and Cold War sensibilities all helped shape the Michigan Memorial–Phoenix Project, the University of Michigan’s tribute to fallen World War II soldiers.

Corporate influence and conflicts of interest: assessment of veterinary medical curricular changes and student perceptions.

The ethics document of the Association of American Veterinary Medical Colleges provides guiding principles for veterinary schools to develop conflict of interest policies. These policies regulate faculty and student interactions with industry, potentially reducing the influence companies have on students' perceptions and future prescribing practices. This paper examines the implementation of a conflict of interest policy and related instructional activities at one veterinary college in the US. To inform policy and curricular development, survey data were collected regarding veterinary students' attitudes toward pharmaceutical marketing, including their perceptions of their own susceptibility to bias in therapeutic decisions. Responses from this group of students later served as control data for assessing the effectiveness of educational programs in the content area. A conflict of interest policy was then implemented and presented to subsequent classes of entering students. Classroom instruction and relevant readings were provided on ethics, ethical decision making, corporate influences, and the issue of corporate influence in medical student training. Within seven days of completing a learning program on conflict of interest issues, another cohort of veterinary students (the treatment group) were administered the same survey that had been administered to the control group. When compared with the control group who received no instruction, survey results for the treatment group showed moderate shifts in opinion, with more students questioning the practice of industry-sponsored events and use of corporate funds to reduce tuition. However, many veterinary students in the treatment group still reported they would not be personally influenced by corporate gifts.

Branding in NGOs – its Influence on the Intention to Donate

ABSTRACT. The creation of a has been identified as a differentiating factor for Non Governmental Organisations (NGOs) when it comes to competing for private and public funding, as well as when trying to recruit volunteers. Due to the importance of these human and financial resources for the survival of many NGOs, our purpose is to analyse the influence of NGOs' image on raising money and time. A sample of 654 individuals, which answered a questionnaire, was used to test a structural equation model. Results show that image contributes to the extent that people intend to give money to NGOs, as well as the typicality of the and the past donation behaviour. Past donation behaviour is the only variable that influences the intention to give time by volunteering with a NGO. Thus it is very important to facilitate the process of making donations in order to satisfy the donor and convince him/her to repeat the behaviour.JEL Classification: M310Keywords:, donation, NGO, branding, image, awareness.IntroductionThird Sector has a relevant role in the provision of vital social services in areas such as health, social support and education (Chen, 2009; Frumkin and Kim, 2001), having experienced a considerable growth in the last decades, with the situation even more notorious nowadays in these times of economic and social crisis. Traditionally, this sector is mainly financed by public funds (Salamon, Sokolowsky, Haddock and Tice, 2012), but due to the reduction in State support (Besel, Williams and Klak, 2011) and business donations (Faircloth, 2005), together with the growth of the number of non-profit organisations, there has been increased competition inside the sector for both public and private funding (Bendapudi, Singh and Bendapudi, 1996; Frumkin and Kim, 2001). The level of donations has been declining in some countries, and particularly in Portugal, in which the transfers from the private sector (including private philanthropy, membership dues, corporate gifts, and other similar payments to non-profit organisations) account just for 10% of non-profit organisations' revenue (Salamon et al., 2012).All these circumstances have issued Non-Governmental Organisations (NGOs) with an enormous challenge - the need to move from an amateur approach to a more professional system of management (Helmig, Jegers and Lapsley, 2004). This challenge is particularly significant as far as fundraising is concerned (Benjamin, 2010). At the same time, given the volume of resources involved, better information to help in the donor decision process is necessary (Chen, 2009).Simultaneously, some managers of NGOs began to recognise the potential contribution that marketing could bring to their organisations (Kotler, 1979). This new scenario brought deep changes to the attitudes and responsibilities of leaders of non-profit organisations, who have started to introduce marketing management practices into their institutions, directing them into new competitive areas, where the management can make a fundamental difference (Naddaff, 2004).The focus of this study is precisely the branding, with the term brand being understood as the set of perceptions formed about an organisation, company or product, based on all communications, actions and interactions. The is linked to the organisation's reputation, identity and image, in the eyes of stakeholders and the community. Thus, a strong can be a valuable asset for NGOs (Daw, Cone, Merenda and Erhard, 2010). Note that in the present research the term brand is used to apply to the organisation itself (instead of its products/services), which conducts us to the scope of corporate branding and corporate image. In the non-profit context, an organisation's corporate image provides potential donors with important guarantees concerning the organisation's efficiency, level of familiarity, and credibility.Given the rise in the number of non-profit organisations, and the increase in competition for donations, the has become a crucial factor of differentiation, since the more favourable the image is, the greater the potential for number of donations (Michel and Rieunier, 2012). …

The Coming of the Corporate Gift

Corporate gifts – from philanthropic donations to individual reward schemes – attract considerable attention from scholars for the kinds of moral, economic and political logics that motivate them. This article considers the gifts that transnational corporations give to producers and draws from Marilyn Strathern’s writings on exchange and personhood in order to reverse dominant analyses. Focused on the gifting of gold coins to industrial workers at a global manufacturing unit in India, it brings together field-based observations with a diverse field of literature on the gift in anthropology. Against an analysis that sees the corporate gift harnessed directly to a corporate bottom line, this article proposes an alternative accounting that uses Strathern’s notions of ‘elicitation’, ‘revelation’ and ‘detachment’ to explore the contours of knowledge, personhood and relationality in the transaction. If corporate gifts have powerful effects, the article argues, it is because they establish difference between the person of the giver and the person of the recipient and because they materialize actions, desires and capacities that accrue to and transform the recipients rather than simply because they are vessels for the interests of global capital. As social theory confronts the political economy of corporate giving, Strathern’s writings prompt provocative questions about agency and power that challenge the hegemonic status of the modern corporation.

Volunteer Tourism has Gone Commercial: The Reasons and the Implications

In the artilce 'Towards an Understanding of the Drivers of Commercialization in the Volunteer Tourism Sector, published in Tourism Recreation Research Vol. 37(2), 2012 ,' Coghlan and Noakes provide valuable perspective on the increasing commercialization of volunteer tourism (VT). This trend has been observed primarily with disapproval, but Coghlan and Noakes draw upon the broader universe of non-profit research to show that there are some valid reasons why non-profit VT organizations are commercializing. The paper therefore offers a noteworthy contribution to the subject, yet it is nonetheless worthwhile to reconsider and expand upon some of the key topics discussed. It is easy to lose sight of the unglamorous fundraising side of non-profits, so Coghlan and Noakes' first three drivers (VT organizations address complex issues, operate within a competitive sector, and manage multiple stakeholders) offer a useful reminder that non-profits require money to operate and this money is not always easily available. The three drivers are certainly valid for some organizations, but it should be emphasized that this applicability is limited. For example, claiming VT organizations address complex issues somewhat exaggerates many organizations' efforts by alluding to broader issues (e.g., education) instead of the simpler, less financially demanding goals generally espoused by VT projects (e.g., teaching English in a school). Likewise, the authors themselves acknowledge that as VT organizations commercialize they acquire a particularly complicated stakeholder group (i.e., volunteer tourists), which may even increase stakeholder management challenges. Furthermore, Coghlan and Noakes' list of moneyrelated drivers appears rather incomplete; possible additions could include the fickleness of alternative funding sources (e.g., individual donations, corporate gifts, government grants, etc.) and the potential to boost fundraising via exposure through VT.

Change comes to the AANP Foundation

In 1998, the AANP Foundation (The Foundation) was formed as a parallel organization of AANP with a philanthropic mission. The Foundation is an independently incorporated 501(c) (3) philanthropic not-for-profit organization. All donations are tax deductible—directly benefiting nurse practitioner (NP)-related education, research, and philanthropic activities. Over the past 12 years, The Foundation has given a total of $659,650 in scholarships and grants. Our mission is to advance the role of NPs through the philanthropic support of education, research, practice, and humanitarian efforts for the improvement of the public's health. Current trends indicate an impending shortage of nurses in the not too distant future. Causative factors including nursing school enrollments are not keeping pace with the impending workforce needs, partially because of the short supply of nursing school faculty. Responding to these challenges, The Foundation works to address the nursing shortage by forming strategic partnerships with schools and colleges of nursing, seeking and providing support that expands programs and capacity in schools. Financial support is then provided through nursing scholarships for NP preparation/education at all levels, including assistance with graduate degrees, and assuring instructors for the next generation of nurses. The Foundation cannot solve the above issues alone. Consequently, The Foundation has forged multiple partnerships with others: corporations, philanthropic organizations, and individuals. Independent research repeatedly shows NPs' unique and holistic involvement in patient care provides numerous health benefits, including: (a) increased opportunity for patient and family education; (b) decreased length of patient stay and hospital readmissions; (c) enhanced allocation of physician resources; (d) improved access to care; (e) lower costs. Utilization of NPs is one of the most cost-effective and feasible reforms toward solving American's healthcare crisis. NPs are key leaders in the arena of wellness and prevention, providing increased patient benefits. The Foundation scholarship and grants are a part of the solution. In February 2010, Dr. Kay Todd became the second Executive Director of The Foundation, replacing the retiring Executive Director, Dr. Judith Dempster. Dr. Todd has over 20 years of experience in not-for-profit management, including leadership positions with the American Lung Association, the American Association of Petroleum Geologists, and the Oklahoma Thoracic Society. Additionally, Dr. Todd acted as a consultant to over 40 not-for-profit organizations throughout the United States. Dr. Todd specializes in helping not-for-profit organizations use story to build organizational volunteer structures and develop brand recognition. Starting in June 2010, The Foundation has implemented a new humanitarian program and is looking for corporate/organizational partners able to offer humanitarian opportunities, including emergency relief, reconstruction, children's fitness and nutrition, and international medical training. The Foundation's first partner is Heart to Heart, an organization that engages and equips volunteers to restore communities to health in almost 60 countries throughout the world. Heart to Heart works internationally on special projects and in the United States with safety-net clinics providing services to indigent populations. The Foundation expects to reach the following outcomes with this new and exciting program: (a) provided aid to disaster-relief efforts and improve the quality of health in underserved communities; (b) allow members to explore personal fulfillment, using their nursing and medical expertise in a variety of disaster situations; (c) help members to broaden their own personal skills and life experiences; (d) enhance The Foundation image and provide tangible outcomes allowing members, corporate partners, and other collaborators to see an immediate return on their investment; (e) provide an investment opportunity that allows members to feel connected to their field of expertise. Many humanitarian efforts have life-changing effects, not only for those served, but also for those providing the services. Numerous AANP members already participate in humanitarian activities. However, The Foundation humanitarian program is specifically tailored to NP professionals and provides each person with a safe, meaningful experience. To be successful, The Foundation needs members to volunteer for special projects and to give a personal gift. Opportunities for giving range from corporate gifts to individual donations. Members and others interested in these projects are encouraged to contact The Foundation (http://www.aanp.org/Foundation) if they would like to volunteer and/or give a gift that enhances the NP community.

Gifts and Corporate Influence in Doctor of Pharmacy Education

To explore the nature of corporate gifts directed at PharmD programs and pharmacy student activities and the perceptions of administrators about the potential influences of such gifts. A verbally administered survey of administrative officials at 11 US colleges and schools of pharmacy was conducted and responses were analyzed. All respondents indicated accepting corporate gifts or sponsorships for student-related activities in the form of money, grants, scholarships, meals, trinkets, and support for special events, and cited many advantages to corporate partner relationships. Approximately half of the respondents believed that real or potential problems could occur from accepting corporate gifts. Forty-four percent of respondents agreed or strongly agreed that corporate contributions could influence college or school administration. Sixty-one percent agreed or strongly agreed that donations were likely to influence students. Corporate gifts do influence college and school of administration and students. Policies should be in place to manage this influence appropriately.

Bristol-Myers Ends No-Strings Grants

BIOMEDICAL RESEARCH Scientists are mourning the cancellation of a long-running research grants program funded by a major drug company. The Bristol-Myers Squibb (BMS) Freedom to Discover program, begun in 1977, only supports about 50 biomedical scientists at a time. But the grants, about $6 million a year recently, come with no strings attached. That feature, which allows for high-risk research, is particularly welcome at a time when U.S. funding for biomedical research is tightening. Some scientists are troubled that the company is pulling the plug in part because of the growing global debate over the ethics of corporate payments to academic physicians. “I think they've gone overboard and are tanking a wonderful program,” says grantee Carl June, a cancer researcher at the University of Pennsylvania. BMS says that Freedom to Discover is the largest corporate-funded, unrestricted research grants program in the world. Scientists can't just bid for the grants, however. Instead, BMS scientists identify potential recipients doing work of interest to the company in six biomedical fields and invite them to compete. The winners, chosen largely based on their track records, receive $100,000 a year for 5 years. The grantees also meet annually to choose a distinguished scientist to receive a $50,000 lifetime achievement award considered to be among the most prestigious in their fields. The resulting flexibility to follow one's hunches is extremely rare, says Johns Hopkins University neuroscientist Michela Gallagher. She says her search for neurobiological markers that explain why some rats remain mentally sharp into old age might be seen as a “fishing expedition” by a U.S. National Institutes of Health study section. Others have used the company's money to support postdocs until they get their first grant or to collect chimp fecal samples in Africa for an HIV study. BMS makes no claim to any of the findings. “There's lots of payola within the pharmaceutical industry, but this is one of the few programs that is really squeaky clean,” says immunologist W. Allan Walker of Harvard Medical School in Boston, who is also a recipient. ![Figure][1] Fishing license. Michela Gallagher says a BMS grant lets her explore promising ideas. CREDIT: JOHNS HOPKINS UNIVERSITY Earlier this year, the company began telling grantees, many of whom are not physicians, that it was changing some rules to avoid the perception of any conflict of interest. Spouses could no longer attend the awards selection meeting for free, for example, and grantees were asked to sign an agreement saying they were consultants to BMS. BMS spokesperson Rebecca Taylor says the program was killed in order to expand efforts such as a $150 million, multi-year program that funds pediatric AIDS clinics in Africa. But “an increase in compliance regulations affecting the global pharmaceutical industry” is a contributing factor, she adds. Some recipients say they were told that BMS lawyers felt the company could run afoul of new, restrictive regulations in Europe on corporate gifts to physicians. [1]: pending:yes

Promoting business with corporate gifts – major issues and empirical evidence

Purpose – The purpose of this paper is to describe how corporate gifts are an important tool in the marketing communication mix.Design/methodology/approach – This paper is divided into two parts. It first reviews the literature of corporate gifts and incentives, focusing on major issues in the use of corporate gifts: marketing issues, practical considerations, and ethical and cultural concerns. In the second part, it presents a survey in the UK airline industry.Findings – Corporate gifts are found to be used mainly as a means of enhancing corporate image and creating goodwill. They are also used to help reinforce other elements in the marketing communication mix such as advertising and sales promotion.Originality/value – Illustrates the important role that corporate gifts and incentives play in the marketing communication mix.

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AbstractSenate Passes Budget Reconciliation Bill, Which Would Add Many Exempt Organizations, Charitable Giving LawsExempt OrganizationsDonor‐Advised FundsAll Supporting OrganizationsType III Supporting OrganizationsCredit Counseling OrganizationsExcise Taxes IncreasesPayments to Controlling Exempt OrganizationsPublic Availability of Form 990‐TUBIT CertificationsAcquisitions of Interests in Insurance ContractsExempt Organizations' Involvement in Tax SheltersPrivate Foundation Investment Income TaxInformation Sharing with State OfficialsNotification RequirementConventions or Associations of ChurchesCharitable GivingSubstantiation and RecordkeepingCharitable Deduction for NonitemizersCharitable Deduction FloorCharitable Distributions from IRAsProperty ValuationsContributions of Food InventoryContributions of Book InventoryContributions of Clothing and Household ItemsContributions of Façade EasementsContributions of Fractional InterestsContributions of TaxidermyBasis‐Only Deduction for Tangible Personal PropertyRecapture of Gift Property Tax BenefitMath and Science Partnership GiftsMileage Deduction for VolunteersQualified Artistic ContributionsQualified Conservation ContributionsDeduction for Corporate Gifts of Computer EquipmentBasis Adjustment to S Corporation StockEarly Withdrawals from Retirement PlansCorporate Charitable Contributions

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Abstract Gauging Prospects' Interest Website of Interest Strategy for Increasing Leadership Gifts of $1,500 or More Setting Campaign Goals Create a ‘Scale of Gifts’ Chart Challenge Gift Profiles Challenge Gift Boosts ‘Leadership’ Gifts Looking for Property's Assessed Value? What's a Reasonable Ask? Pose the 90‐day Question Marketing Endowment Gifts Offer Endowment Opportunities Tied to Geographic Areas Seeking Corporate Gifts Get to Know Gift Committee Before Making Request Tap Donors' Circle of Influence Look to Close‐knit Friends for Special Assistance Before You Close Identify Your Prospect's Key ‘Investment’ Decision First Major Gifts Marketing Tools ‘Corporate’ Partnership Brochure Lists Involvement Ideas Closing Procedures Be Careful Not to ‘Overclose’ Promote Voices of Authority Websites of Interest Identify Planned Gift Expectancies Look to Retirees for Help Voice Mail Tips What's Your Face‐to‐face Monthly Average? Your Website Should Evoke Visitors' Curiosities Include Endowment Info In Your Annual Report Nurturing Leadership Expose Your CEO to Scores of Prospects Donor Relations Cultivate Employees With No Apparent Heirs Giving Credit Where It is Due Know When to ‘Pass the Baton’ Communicating With Donors Repeat Major Gifts Topics Regularly Marketing Endowment Gifts Compare Endowment Totals to Motivate Donors Board Responsibilities Essential Elements of a Board Member Job Description Examples of Board Member Job Descriptions Who Were Your Founding Board Members? Budget‐friendly Prospect Tracking System Raise the Bar for Board Giving Profile Board Members When Not to Use E‐mail Reigniting Donors' Involvement Patience, Cultivation Help to Revive Stagnant Project Donor Recognition Ideas Leather Portfolios Recognize Endowment Donors The Power of Networking Spend Time Studying Peer Relationships Stories You Can Share to Inspire The Wise Woman's Stone Trends In Philanthropy ‘Giving Circles’ Growing in Popularity Self‐Evaluation Conduct Your Own Development Audit How Passionate Are You? Consultant Profile Give Free Tickets To Your Best Donors Make Your Dedication a Memorable Experience Solicitation Preparation ‘Team Solicitation Worksheet’ Helps Gear Up for Call

Point-counterpoint: should physicians accept gifts from their patients? Yes: If they are given out of beneficence or appreciation.

The practice of patients giving gifts to their physicians is as longstanding as medicine itself. But the giving of gifts to those in positions of authority has recently come under scrutiny. Bill and Hilary Clinton, for example, have come under attack for accepting gifts from admirers during the last year of their White House stay. Medicine involves a fiduciary relationship, with patients relying on physicians' advice and expertise. If they present physicians unsolicited gifts, is it ethical to accept them? I believe it is, with a few important caveats. First, let me distinguish clearly between gifts from individual patients and those offered by drug companies, device manufacturers, and other commercial ventures. There is a wealth of evidence that such corporate gifts can influence the behavior of health care providers, often in ways that run counter to good patient care.1 A patient's intent in giving a physician a gift is relevant. There may be 3 possible motives for gift giving: influence, pure beneficence, and appreciation. No one can ever know with certainty the motive behind any action, but subsequent behavior after the gift has been given may provide a clue. Giving a gift to influence an outcome is a bribe, and as such, it is unethical. The increasing tendency of hospitals to attract donor money with promises such as “access to the best” is disturbing. The implication here is that a sizable donation will result in special attention or the ability to “jump the queue.” Some institutions even distribute “donor cards” to give patients tangible evidence of their special status. Individual physicians have also been involved in this practice, which cheapens the physician and destroys the trust inherent in a healthy doctor-patient relationship. But some people are simply generous by nature. Gifts to the mail carrier, the newspaper carrier, the hairdresser, the physician, and others in their lives are just a part of their personality. They derive pleasure from the act of giving itself. Such behavior is inspirational and should not be thwarted. What about giving gifts in appreciation of a previous action or in celebration of a healthy relationship? Although this motive is more focused than pure beneficence, it does not aim to change future behavior. To understand the appropriateness of gift giving in this situation, we need to consider the nature of the doctor-patient relationship.

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Abstract Renovating a Facility? Don't Overlook the Obvious Establish a Formal, Yearly Update For Endowment Donors Steward Those Who Have Established Endowed Gifts Involve Key Donors In Renovation Plans Don't Start Off With Wrong Assumptions Wealthy Until Proven Otherwise Gifts That Beget Gifts Keep Prospects Involved As Plans Unfold Revisit Your Strategic Plan With Those Who Gave it Life Staff Management Issues How One School's Change of Focus Doubled Major Gifts Online Tools For Researching Wealth Top 12 Prospect Research Tools Remember the ‘Three R's’ of Donor Relationships Don't Exclude Vendors From Your List of Prospects Seek Experienced Volunteer Solicitors Doing Your Homework Helps Ensure Success Rating and Screening Prospects: Who To Ask? For How Much? Seven Elements of Prospect Analysis Include Corporate Gifts In Your Plans Track Your Top 50 Corporate Prospects Results‐Oriented Gift Planning Strategies Tips for Calculating Appropriate Planned Gift Goals Nurture Your Nominating Committee's Selection Include Major Gift Objectives in Your Operational Plan Eliminate the ‘5,000‐pound Phone Syndrome’ Selecting The Right Board Members Interview Prospective Board Members for Results Board Members As Ambassadors Teach Board Members to Nurture Relationships On Your Organization's Behalf Tips For Overcoming ‘Call Reluctance’ The Five Common Fears of Asking for Major Gifts Consultant Profile Keep Current On Who's A High Priority Regularly Review Your Top 100 Prospects Securing Large Gifts Requires ‘Resolve’ Web Sites to Help You Secure Foundation Grants Criteria For Evaluating Staff Performance Getting Started With Foundation Grants Securing Foundation Grants Without a Track Record More Tips for First‐time Grants