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Brand alliance and event management for social causes: Evidence from New Zealand
... Consequently, it can be assumed that values are better communicated by an event, meaning they must be controlled. Aside from large-scale events, major small-scale events are becoming increasingly popular, and people take part in them because of the message delivered (Toledano and Riches, 2014). Special attention is paid to cultural events, where local people socialize and, at the same time, promote their own culture. ...
... The capital city was selected because it hosts a plethora of events throughout the year. We used non-random authoritative sampling as managers knowing about the topic were interviewed, creating more insightful results (Strauss and Corbin, 1990). ...
Purpose – The purpose of this paper is to consider the self-determination theory (SDT) to examine the perceived impact of events on happiness based on event organizers’ opinions. Moreover, it explores whether event organizers in Abu Dhabi consider promoting happiness and well-being as a value of their event and examines how organizers define a successful event.
Design/methodology/approach – The research was inspired by Abu Dhabi’s governmental initiative to promote happiness at all stages, with the aim of becoming one of the happiest countries in the world. A qualitative approach was used, and seven event organizers from the Emirate of Abu Dhabi in the United Arab Emirates were interviewed.
Findings – Attributes of an event were analyzed, and the results indicated that happiness as a value of events is not an idea that occurs to organizers by recalling values; yet, after reminding them of “happiness,” they all agreed that this value is what they do promote with their events.
Practical implications – Thus, actions must be considered to implement happiness with the potential to become a “first-on-mind” value of events organized in Abu Dhabi (UAE).
Originality/value – Specifically, the authors researched if event organizers consider promoting happiness and well-being as a value of their event, as well as to determine what they considered to be a successful event.
... 91). Social marketing uses marketing techniques to achieve social change and promote social causes, such as health, environmental protection, animal welfare, freedom and human rights (Toledano & Riches, 2014). Although social marketing is part of the discipline of marketing, McKie and Toledano (2008) argue that uniting public relations and social marketing might benefit both fields. ...
Public relations is usually practiced within three clearly defined organizational settings: the public or governmental sector, the private or business sector and the social nonprofit sector. Over the past few decades, the boundaries between the three sectors have blurred, and new types of organizations and initiatives that combine environmental aims with business approaches have emerged. These new organizations and initiatives create a challenge for public relations practitioners: practitioners need to raise awareness among various publics to a new type of organization that combines both societal and business-like characteristics, and they need to promote dialogue and engagement with these publics.
Corporations are increasingly engaging with political and social issues through corporate social responsibility (CSR) initiatives, in new areas such as lesbian, gay, bisexual, transgender, queer (LGBTQ) advocacy. Informed by institutional theory and stakeholder theory, this article systematically, comparatively, and computationally examines the intersection of LGBTQ advocacy and CSR communication. In particular, it contributes to the literature by (1) examining the global LGBTQ CSR discourse constructed by Fortune Global 500 companies (136,820 words) with semantic network analysis and structural topic modeling; (2) surveying non-profit organizations’ guidelines and comparing corporate values with them; and (3) exploring how stakeholder expectations and institutional factors influence CSR communication. Results indicate 6 corporate topics and 9 non-profit topics, which were explicated by referencing organizations’ original writing. It is further shown that stakeholder expectations and institutional factors not only affect whether or not corporations report LGBTQ efforts, but also affect what topics they highlight in CSR reports. Corporations in democratic countries with substantial stakeholder expectations emphasize areas that need high investment and exceed legal obligations.
This chapter aims to promote brand management through social media in global marketing, thus explaining the theoretical and practical overview of social media, evolving dynamics of brand management, shifts in global marketing dynamics, and brand promotion through social media in global marketing. Social media is a great way to reach a new group of targeted consumers. Social media is utilized as a marketing tool by marketers in creating brand relationship. The integration of social media and brand management is necessary for modern organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and achieve continuous success in global marketing. The chapter argues that promoting brand management through social media in global marketing has the potential to enhance organizational performance and reach strategic goals in the social media age.
Purpose
This study aims to examine articles on nonprofit branding over an 18-year time span to develop an overview and better understanding of the subject.
Design/methodology/approach
This study used the Scopus database in a search for studies that deal, regardless of the approach, with branding in a nonprofit context. Subsequently, through a systematic review, a database with 84 articles was generated and 77 articles were submitted to bibliometric analysis.
Findings
This study identified six main research areas (brand and donation, brand management, brand orientation, nonprofit and for-profit partnership, communication strategies and stakeholder management), which were analyzed and discussed, seeking to identify the relationship between research in each area. In addition, this study presents the limitations of the research and thus verify that, although this body of literature is growing, the complexity of the nonprofit sector offers several opportunities for future research, which are pointed out at the end of the study.
Practical implications
This study contributes to the academic literature on the topic by providing a systematization of knowledge about branding in the nonprofit sector and also offers insights about nonprofit branding to institutions and managers in this industry.
Originality/value
This is the first study, to the authors’ knowledge, to evaluate and quantify the progress of brand literature in the nonprofit sector.
The purpose of this study is to investigate the relationships and the effectiveness of cause‐ related or social marketing on consumer perceptions, perceived brand motivations, and the direct and indirect effects that these factors have on brand alliance, attitude, and purchase intentions. A total of 425 participated who are users of soap and oil in the fast‐moving consumer goods (FMCG) sector. Advertisements of three per brands are taken up for study. Dove soap, Parachute hair oil, and Dettol Soap (social marketing) and Fiama Di Wells beauty soap, Vatika hair oil, and Nihar hair oil (cause marketing) are selected for study. Both social and cause‐related marketing motivate the consumer to purchase products from the same company and likewise recommend to others. The present study findings clearly suggest that compared with social cause‐related marketing, social marketing is more preferred. People like watching advertisements incorporating social marketing more compared with cause‐related marketing. Both social and cause‐related marketing motivate the consumer to purchase products from the same company and also recommend to others. The takeaway from this study is how social and cause‐related marketing differ on brand alliance and subsequent effect on brand image, brand recommendation, brand loyalty, consumer perceptions, and purchase behaviour.
Principles and Practice of Social Marketing combines the authors' practical commercial marketing know-how, hands-on experience in developing and implementing social marketing campaigns, and extensive involvement in formative and evaluative research across a broad variety of health and social policy areas. This new international edition will be essential reading for undergraduate and graduate courses in Social Marketing and for anyone involved in social marketing or health promotion, public health interventions, injury prevention or public welfare in general.
The preoccupation of many public relations practitioners with the concept of image suggests that public relations is concerned only with symbolism—with what the organization says about itself. A paradigm struggle is occurring in public relations, therefore, between practitioners who use only superficial symbolic activities—the quest for positive images—and those who build substantive behavioral relationships between organizations and publics.Communication of symbols alone does not make an organization more effective. Nevertheless, symbolic and behavioral relationships are “intertwined like the strands of a rope.”This article deconstructs the meaning of image as it is used in several fields of communication and psychology. It suggests that “image” disguises the more precise concepts of perception, cognition, attitude, and schema—concepts that identify symbolic objectives for public relations. Over the long term, however, organizations must evaluate the contribution of these objectives to the behavioral relationships with publics if they are to help organizations achieve their goals and missions.
This article examines the applicability of marketing concepts to social causes and social change. Social marketing is defined as the design, implementation, and control of programs calculated to influence the acceptability of social ideas and involving considerations of product planning, pricing, communication, distribution and marketing research. Wiebe examined four social advertising campaigns and concluded that their effectiveness depended on the presence of adequate force, direction, adequate and compatible social mechanism, and distance (the "cost" of the new attitude as seen by message's message"s recepient). A marketing planning approach is not a guarantee for the achievement of social objectives; yet, it represents a bridging mechanism linking the knowledge of the behavioral scientist with the socially useful implementation of that knowledge.
Can marketing concepts and techniques be effectively applied to the promotion of social objectives such as brotherhood, safe driving, and family planning? The applicability of marketing concepts to such social problems is examined in this article. The authors show how social causes can be advanced more successfully through applying principles of marketing analysis, planning, and control to problems of social change.
Awards: Finalist for the 2006 Berry-AMA Book Prize for best book in marketing “This is a brilliant explanation of how social marketing can address upstream issues… As the author points out, too often people think of the downstream applications of social marketing. This book is the only one in this camp, and it does a very good job of it.” —Mike Basil, University of Lethbridge, Canada Most observers and many practitioners see social marketing as a downstream approach to influencing people with “bad behaviors”—smoking, neglecting prenatal care, not recycling. However, this narrow view hugely underestimates social marketing's real potential. Social marketing is simply about influencing the behavior of target audiences. There are many more target audiences who need to act besides “problem people” if we are to solve major social problems. The goal of this cutting edge book is to reposition social marketing so that foundations, government agencies, and various nonprofits will approach social change in a way that reaches both upstream and downstream individuals in society. Author Alan R. Andreasen outlines potential roles, restates fundamental principles, and then suggests how social marketing might be applied to a sample of nontraditional challenges. Key Features: Emphasizes Broad Social Change: Repositions social marketing as an approach to social change that reaches both upstream and downstream; Reviews Social Marketing Concepts and Tools: A number of different strands of scholarship are used to provide an accessible introduction to social marketing including the evolution of social problems, the science of framing, the process of social change, and social marketing history and elements; Presents Frameworks for Influencing Behavior: Three simple frameworks are provided that anyone can use whenever there is a situation where one needs to influence another's behavior—stages of change, the BCOS model and competition. Social Marketing in the 21st Century is an excellent text for advanced undergraduate and graduate courses in Health Promotion, Social Marketing, Social Enterprise, Social Change, Public Health, Social Welfare, and Communications. In addition, it is a valuable resource for social marketing practitioners, public health communicators, nonprofit managers, social workers, and social enterprise programs.
The purpose of this study was to examine to what extent corporate and non-profit alliances can impact the public's attitudes and intentions to support a cause. Through the use of experimental design four types of alliances were examined: (1) low affinity cause aligned with company with strong reputation, (2) low affinity cause aligned with company with weak reputation, (3) high affinity cause aligned with company with strong reputation, and (4) high affinity cause aligned with company with weak reputation. Results of paired sample t-tests indicated significant changes for only one type of alliance, that which is between a low affinity cause and a corporate sponsor with a strong reputation. The low affinity cause experienced increased: (a) customer trust in the non-profit, (b) intentions to support the cause, (c) evaluations of cause importance, (d) personal feelings of responsibility to help the cause, and (e) evaluations of consequences for society through providing support. For the remaining three types of alliances changes were not significant.
There is growing interest in the trend towards co‐branding alliances between non‐profit and commercial entities,which are undertaken by these organisations to transfer associations and affect between each brand partner. Certainly, it makes sense that commercial entities want to gain more from their brands and that non‐profits want secured funding, however, in the same way that the joining of two brands can be beneficial, it can also bring with it major risks when the brand alliance is not well received and evaluations of the alliance are not favourable.
This research supports the notion that both commercial entities and non‐profit organisations can benefit from a branding alliance, however, an understanding of how these brand alliances are evaluated is important. This research investigates evaluations of brand alliances and the resulting spillover effects for original brand partners that result from brand alliances.
This research provides empirical support relating to reactions to brand alliances between a non‐profit organisation and a commercial business in terms of how original brand attitudes, familiarity of original brands and perceived brand fit impact on evaluations. While collaboration is important and has potential benefits for each partner—they rest on partner selection and fit between alliance partners. Managerial implications and future research directions are also provided.
Copyright © 2006 John Wiley & Sons, Ltd.
This paper considers a possible match between public relations and social marketing. It positions interchanges between the two as the strongest and most desirable partnership possibility for public relations with any aspect of the overall field of marketing. Working from definitions of social marketing as a profession and academic discipline, it reviews approaches, including textbooks, from the two disciplines in order to compare and contrast their strengths and weaknesses, to examine their perceptions of each other, and to identify the opportunities and challenges that social marketing represents for public relations. The paper also looks at what social marketing might learn from public relations. It concludes that public relations should look at improving the relationship as a matter of urgency in order to augment professional practices; to open up employment opportunities in an expanding market for social marketing expertise; and to improve the social reputation of public relations.
Contenido: 1. Si funciona para Tesco...; 2. Usando la teoría; 3. Principios básicos, 4. Abriendo la caja de herramientas; 5. Comunicación, emoción y las limitaciones del miedo; 6. Moviéndose contracorriente; 7. Pensamiento relacional; 8. La competencia y la mercadotecnia crítica; 9. Investigación y el arte de la navegación; 10. Aspectos éticos.
PR strategy and applications: Managing influence
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Annual report 2011. Retrieved 02.03.12 from http://www.nzaf.org.nz/about-us Marketing alliances between non-profits and businesses: Changing the public's attitudes and intentions towards the cause
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