A wise man once told “Selling any product or service is like marriage. If you can’t get him by the heart-you are DOOMED”. True as the statement is, it is also very relevant with the present scenario.
To elucidate our point, just by running the term “Branding” on the internet, we are inundated by a plethora of theories, assumptions, models, case-studies which all implicate the quintessential approach to the elusive topic. The mystification is even more enhanced when we believe that organizations relegate brand management to lower level functionaries and relies on tangibles, more directly the bottom-line, as a measure of market viability. The strategic use of branding only surfaces when the organization experiences a turbulent period in time and applies brand principles as their saviour. The fundamental problem with this view is that the company’s cursory involvement implicates a tactical view and permeation throughout the organization will not congeal. The brand exists in the murky shadows and becomes a vague reminder of the organization’s identity. On the other hand, an organization that embraces their brand as the strategic cornerstone of the business and obtains cultural acceptance will emerge with a strong identity and market position.
The intent of this paper is to understand how brands can innovate and come out of murky shadows of competition, clutter and myopic thinking by effective use of cause-related marketing. Also this view is finally linked to the social responsibility each and every organization shares with the stakeholders, or more specifically, the community.
Why do we need any innovative branding technique?
David Aaker had contended that a brand image reflects the past and is passive in nature, whereas the brand identity is active and focuses on the future. Let’s briefly view how the brand identity gets smudged.
1. Effect of intensified competition:
The essence here is that every product is keen to occupy the single bit of mind space of the customer. All competitors vie for the same space and all positioning platforms are already taken up. Now the challenge is to rise above the crowd and be heard. Can cause-related marketing be a way or process to do so, is what we’ll try to find an answer to
2. External Perspective Paradox
The common viewpoint of organizations is to maintain an external focus – how customers perceive the brand. Most organizations fail to internally communicate the vision and values of their brand. It’s not only about whether the customers are able to relate, understand and finally appreciate the company’s vision, but also whether the employees are able to pass on the company’s culture to the customers.
3. Product-Attribute Fixation Trap
The failure to distinguish between a product and a brand is the essence of a product-attribute trap. Most companies view product attributes as the basis for purchasing decisions and competitive strength in the marketplace. Ask someone what they drive? If they possess a sense of pride, they’ll quickly respond with the brand name – not horsepower or torque ratios.
Perspective linkages of CRM and CSR
Apart from external communication to the consumer and enhancing brand equity, Cause-related-marketing does have an internal perspective. Internal marketing is as important as external marketing. Internal marketing takes into account communication and relationship enhancement with the employee. Marketers must adapt an internal perspective to realize an important aspect- employees, to realize direct core brand deliverances to the customer. It helps to inform and inspire employees. We have to realize that one of the most potent influences on brand perception is the experience customers have with the company personnel.
CRM lends a holistic view point to marketing process, ensuring that everyone in the organization embraces appropriate results delivered.
It can be seen as a perfect opportunity to reinstate the point that it is a definite opportunity to enhance an organization’s corporate reputation, raise brand awareness, increase customer loyalty, build sales, and even increase press coverage. Customers will increasingly look for signs of good corporate citizenship and go beyond supplying rational and emotional benefits.
Concept of Brand Equity
Brand equity refers to “set of assets and liabilities linked to a brand, its name and symbol that add to or subtract from the value provided by a product or service to a firm and or to that firm’s competitors”.
A brand’s value is a function of the customer’s perception, his/her attitude towards it, and the emotional value that the customer attaches to the brand.
Approaches of CRM: Benefiting communities, securing business goals
Starting as a marketing initiative in the 80′s CRM has travelled and evolved. One reason is that companies are taking a more strategic approach to their community-involvement efforts, seeking ways of benefiting community organizations while also furthering companies’ business goals. Effective cause programs can enhance a company’s reputation and brand image and increase the credibility of its marketing effort while giving customers a convenient way to contribute to nonprofit organizations through their purchasing decisions.
Originally, the principal business goal of a cause-related marketing program has been to impact a company’s bottom line through increased sales. Yet research has shown that, for companies committed to corporate social responsibility, CRM programs can offer other, often unanticipated, benefits to a company as well. Long-term impacts are increased profitability or cost savings are often attributed to the observed changes resulting from effective CRM partnerships. While the value realized by cause marketing programs will differ among companies and industries, some of the potential benefits include:
o Attracting and Retaining Customers: Long-term efforts help attract and build long-term relationships with customers. There are expectations for companies to go beyond their call of duty. Propensity of consumers to switch is far higher when they find that a company supports a social cause.
o Market Differentiation: CRM helps to create an alternative and distinctive approach to brand advertising.
o Outreach to Niche Markets: Partnering with nonprofit organizations can help a company to connect with specific demographic or geographic markets.
o Motivated and Loyal Employees: Companies can attract and retain quality employees
o Reinforced Company Mission: CRM efforts can help communicate to employees, customers, suppliers and other stakeholders a company’s commitment to corporate social responsibility.
Research findings
We, in order to quantify our beliefs ran a quick secondary research survey in our college and gathered responses from 159 candidates.
o 96.2% of the respondents were aware of at least one cause-related marketing program.
o 59% of the respondents had participated in at least one cause related program and 89% i.e. 80 respondents reported to have a positive impact on their perceptions towards the company
o 49% of the respondents out of 80 who had participated in any one CR program showed an actual change in behavior, saying that they switched brands, increased usage or tried or enquired about new products.
o 71% of the respondents believe that the present number of organizations pursuing CRM is low and would love to see more organizations following the practice.
o Out of the respondents, 71 were female and ALL of them were aware of CRM programs, 86% had participated in at least one cause-related program and again, ALL of them had a positive impact towards the company.
o Out of the female respondents, 69% told that they switched brands, increased usage or tried or inquired about new products.
Consumers have a more favorable attitude toward a Cause Related Marketing program, and are more likely to participate when there is clear affinity between the brands, the company lives and breathes the relationship, it is easy for consumers to participate in, and the program clearly communicates the company’s commitment. Also a key note is about the high affinity of females towards Cause-related affinity may be the future.
Model for CRM initiatives
Things that can be measured can be improved. Hence, we try to incorporate a model that includes metrics to measure the effectiveness of the CRM event. The model has been broken up into three phases, Pre-event i.e. before the Cause-related marketing event takes place, Event and Post Event. The metrics are developed to measure three major parameters that we believe are important and crucial for measurement. They are Human capital factors, Organizational factors and Environmental factors. The model also includes the must-do’s in the CRM campaign, that we thought were crucial for any organization.