That old yarn about how companies can do well while also doing good is a bit of a cliché. But that’s the thing about clichés: They’re so darn true. US partner Karen Bells explains.
Cause marketing, done right, lets brands lend a hand while potentially improving the corporate profile and bottom line. When they do it poorly, however, brands risk looking at best tone-deaf and at worst greedy.
A subset of a company’s corporate social responsibility and philanthropic efforts, cause marketing is typically defined as a partnership between a for-profit and a not-for-profit (NFP) for the benefit of both.
On top of the human case for aligning with causes, there’s a compelling business case. Global marketing research firm Nielsen Co., for example, found that two-thirds of consumers would pay more for products from companies committed to having a positive impact on society.
Recent deadly hurricanes in the U.S. and Caribbean have put cause marketing in the spotlight. Here are a few things for companies to consider:
- Stick with your purpose. Cause marketing must make sense for the brand, NFP and people affected. After the hurricanes, a pet food brand, rescuing animals, made sense. Procter & Gamble’s Tide cleaning clothes with its Loads of Hope campaign? Ditto. Likewise for Nestle Waters handing out bottled water, Duracell distributing batteries and Southwest Airlines transporting relief workers. But if there’s no relevance between brand and cause, why not just make a cash donation to the effort?
- Don’t be vague. Instead of meaningless non-metrics such as “a portion of net proceeds goes to Cause XYZ,” how about simply donating $5 from every concert ticket or 50 cents from each burger sold? Don’t make me figure out your profit-loss strategy.
- Keep it simple. The “one for you, one for the cause” approach is easy to understand. Tom’s gives a pair of shoes to someone in need every time a customer buys a pair. Warby Parker does the same with glasses. Likewise, a donation triggered by a sale or action, such as Macy’s giving a dollar to Make-a-Wish Foundation for every letter to Santa dropped off at stores, is easy for consumers.
- Take no hostages. Social media is great for promoting an effort, but be careful about appearing to only care about amassing followers, likes or retweets. Brands get into trouble with cavalier messaging that appears vaguely threatening or flippant. Kellogg’s once had to apologize for its “1 RT = 1 breakfast for a vulnerable child” tweet.
- Don’t step in it. The Juvenile Diabetes Research Fund took heat for regional efforts with KFC and Denny’s that included deep-fried cheesecake and gallon (3.8 litre) containers of Pepsi. Starbucks stirred the pot by tackling race relations in its Race Together campaign. Executive Chairman Howard Schultz stuck by the decision, even in a torrent of backlash angry and amusing. (The late Gwen Ifill, then co-anchor of PBS NewsHour, tweeted, “Honest to God, if you start to engage me in a race conversation before I’ve had my morning coffee, it will not end well.”)
Speaking of brands willing to take on tough issues: For my money, Ben & Jerry’s (now owned by Unilever) takes the, er, scoop for doing cool things to support causes (climate control, LGBTQ rights and voter education, among others) while also raising awareness of the brand. Ben Cohen and Jerry Greenfield have rabble-roused consistently since opening their first scoop shop in 1978.
During the 2016 election, the company created limited-edition flavour EmpowerMint as well as education efforts on democracy, voter rights and infringement. A video of spoons digging into a pint also illustrated how big money’s giant spoon takes an unfair portion and cuts some small spoons out of the bounty altogether.
In May 2017, the company supported moves to legalise same-sex marriage in Australia, by refusing to sell “same scoop” cones with two scoops of one flavour. Workers told customers, “Imagine how furious you would be if you were told you couldn’t marry the person you love!”
Relevant, powerful and simple: Now that’s a sweet example of cause marketing.
Karen Bells is a Senior Account Executive at Cincinnati-based public relations firm Vehr Communications. This article appeared originally on Vehr’s blog. Vehr and Wells Haslem Mayhew are members of the IPREX global communications network.
The Shell Issue 11
1. Chairman address, John Wells
2. The confluence of influence: where social media and business meet, Stav Pisk
3. Mind the gap in your crisis planning - how Sydney Trains used social listening to avert a PR disaster, Tracey Jarvis
4. Cyberspace in APAC - keeping it secure, free and open, Alexandra Mayhew
5. Won't somebody please think of the children?! Aussie e-cig regulators dragging the chain on public health reform, Isabelle Walker
6. The man from Wagga, Tim Mantiri
7. A new day for Zimbabwe under Mnangagwa or a false dawn?, Kerry Sibraa AO
8. Don't be a rebel without a cause, Karen Bells
9. Quirky headlines, Benjamin Haslem
10. New planning panels for Sydney for projects valued between $5 and $30 million, Kathy Lindsay
11. Putting the practical into tertiary studies - now there's a theory, Tom Scambler
12. IPREX highlights