( 2 reviews )
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( 1 of 1 found this review helpful ) Posted: Jun 15 2004
Your company's a success, thank you, and now you want to give something back. What should you do? Write a check? Start a foundation? Joe Marconi explains that cause marketing is all this and more. In cause marketing, you identify how your company can best make a contribution while leveraging its good deeds to improve business. This makes sense: people like to buy from companies that care. But it's not as easy as it sounds. How do you choose the right partner (or do you want a partner at all) and design a program? What are the potential pitfalls? Marconi's book is a primer, complete with ample real-world examples, on the principles of cause marketing, with insight on the challenge of taking credit without appearing phony or selfish. Although it is more rhetorical than practical, we recommend this book to senior executives who want to learn about the benefits - and drawbacks - of cause marketing.
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( 9 of 9 found this review helpful ) Posted: Sep 7 2002
Marconi has made a valuable contribution to the on-going dialogue about marketing by explaining how to "build image and bottom line through socially responsible partnerships, programs, and events." Presumably he agrees with John Hill that PR is "truth well-told." The most effective marketing programs, those which create or increase demand, include PR initiatives. As we all know, there are negative connotations of PR because it is not always truthful even if well-told. Marconi notes that "there has been a dramatic increase in the allocation of funds from marketing budgets that provide some benefit to nonprofit organizations. The expenditure of these funds to serve the interests of both the company and the community has come to be known as [in italics] cause marketing." The one-year anniversary of 9/11 caused major corporations and their agencies to question whether or not to advertise on that tragic date. Their concern was that any advertising, however thoughtful and sensitive, could be perceived as self-serving. That is a legitimate concern. In Chapter 5, Marconi cites six examples of "self-serving and opportunistic" initiatives during a national period of sadness following 9/11. Here's one: "Morrell & Company announced in a full-page ad that it would hold a `Grapes of Grief and Gratitude' benefit wine auction for families of the New York firefighters, police, and emergency response professionals." This is cause marketing at its worst.Marconi also includes many examples of cause marketing at its best. That is to say, marketing which establishes contact with those who buy and use their products and services or support their issues and will feel better for doing so. "Cause marketing seeks to take the process even further when the marketer for a company (1) identifies a cause that the company can embrace and believe in, and (2) makes a connection with the constituent group that shares the company's dedication to that cause." What we have here, then, is a cohesive and comprehensive explanation of how to plan and then implement "cause marketing" at its best. Eminently worthwhile organizations receive at least some of the support they urgently need; those who provide that support, who demonstrate corporate social responsibility with active community involvement, generally "do well by doing good."But here's a key point: Unless such support and involvement are -- and are perceived to be -- both appropriate and authentic (i.e. sincere), they invariably do irreparable damage to an organization's credibility. Marconi explains this point while examining a number of case studies of both effective and counter-productive cause marketing. All things considered, people generally prefer to do business with those with whom they share the same values and, better yet, with whom they share the same loyalties. It is obvious to his reader that Marconi cares deeply about corporate social responsibility and active community involvement. It would be a mistake, however, to assume that they should be primarily assumed by major corporations. Where I live, independent merchants generously support fundraising activities by local schools, athletic teams, and churches of all denominations. Their contributions are both monetary and non-monetary, donated because they want to be "good citizens," joining with others in the support of worthwhile causes. Of course, some of this "good will" results in additional business but that is not the merchants' motive.In the final chapter of this book, Marconi reviews the rules, reasons, and rewards of cause marketing. They provide wise and practical guidance to any organization or individual either involved in "cause marketing" now or considering it. Once having read the book, I again reflected on the groundswell of responses to the tragedies which occurred on 9/11/01. Marconi suggests (and I agree) that principled cause marketing doesn't wait for "the next dark day" to fulfill itself. Rather, it should be an on-going process which responds to or creates opportunities to "make a difference," indeed to make a significant difference and for the better. Its ROI cannot easily be measured in terms of sales and profits. Those involved in cause marketing worthy of the name appreciate how important it is and know that its value to society is incalculable.
