Corporate Social Responsibility initiatives and strategic marketing imperatives
Piercy, Nigel F. and Lane, Nikala. Corporate Social Responsibility initiatives and strategic marketing imperatives. Social Business, Vol.1 (No.4). pp. 325-345. ISSN 2044-4087Full text not available from this repository.
Official URL: http://dx.doi.org/10.1362/204440811X13256957643375
This paper attempts to tease out the linkages between corporate social responsibility (CSR) initiatives in business organisations and the imperatives of strategic marketing (to compete effectively through creating superior customer value). The expanding scope and domain of CSR leads us to identify an array of factors placing CSR at the heart of insightful market and segment choices by managers and the building of strong and sustainable competitive position.
This is a conceptual paper, consisting of a literature review and a variety of supporting case examples.
We suggest that beyond altruism and philanthropy, the escalation in CSR investments by companies is opening the way to new business models and new marketing strategies which combine social and business benefits. While these strategic approaches to CSR as a driver of customer value offer great advantages compared to the managerial denial and defensiveness of the past, it is also important for strategic decision makers to understand the dangers to corporate performance of insincerity and unintended consequences in CSR endeavours.
The paper is a conceptual contribution and the underlying premises should provide the basis for empirical investigations.
Our research suggests ways of integrating important social initiatives with business development goals, but underlines the emergence of risks from the unintended consequences of poorly conceived social initiatives and resistance to change that undermines implementation. Insincere and cynical attempts to exploit customers' societal and environmental sensitivities are also likely to be punished by an increasingly sophisticated marketplace.
We establish a linkage between CSR and customer value as the foundation for new business and marketing strategies, and conclude by examining a pragmatic link between CSR strengths and customer value in the form of value propositions that link CSR to specific drivers of customer value.
|Item Type:||Journal Article|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management|
|Divisions:||Faculty of Social Sciences > Warwick Business School > Marketing & Strategic Management
Faculty of Social Sciences > Warwick Business School
|Journal or Publication Title:||Social Business|
|Publisher:||Westburn Publishers Ltd.|
|Number of Pages:||21|
|Page Range:||pp. 325-345|
|Access rights to Published version:||Restricted or Subscription Access|
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