Cause-related Marketing 

Published by: Mintel International Group Ltd.

Published: May. 1, 2003 - 134 Pages

Table of Contents

• Consumer research
  
• Socio-economic group
  
• Lifestage and Special Groups
  
• ACORN
  
• Abbreviations

Executive Summary

• CRM and CSR
  
• Awareness of ethical issues
  
• A more charitable public
  
• Population trends
  
• The public perspective
  
• Association awareness and participation
  
• Purchase and perception
  
• The likely targets
  
• The future

Preface



Defining CRM and CSR

• Types of CRM
  
• Product link-up
  
• Non-sales oriented
  
• Advertising
  
• Sponsorship
  
• Community partnership
  
• Aspects of CSR
  
• Corporate community investment
  
• Ethical business practice
  
• Aspects to consider
  
• Choosing the right partner
  
• Setting the goal
  
• Publicity
  
• Structuring the deal
  
• Deals that go wrong
  
• A changing business climate
  
• Business in the community

Market Drivers

• Rise of the ethical consumer
  
• Figure 1: Issues on which feelings are strong enough to stop buying products or services, 2000
  
• Figure 2: Attitudes towards ethical isses, 2000
  
• Positive attitudes on the increase
  
• The impact of the National Lottery
  
• Figure 3: Attitudes towards the National Lottery, 2002
  
• Consumer awareness of charities
  
• Figure 4: Trends in giving £5 or more to charity in the past 12 months, 1997-2002
  
• Figure 5: Charity donations made in the past 12 months, by amount given, 2002
  
• Figure 6: Charity donations of £5+ made in the past 12 months, by demographic sub-group, 2002
  
• Consumer awareness of illnesses
  
• Figure 7: Charity donations of £5+ made in the past 12 months, by type of charity, 2002
  
• Changing demographic composition
  
• Figure 8: Trends and projections in total UK population, by age group, 1998-2007
  
• Figure 9: Trends and projections in birth-rate, 1998-2006
  
• Figure 10: Trends and projections in lifestage groupings, 1998-2007
  
• Economic wellbeing
  
• Figure 11: PDI and consumer expenditure at constant prices, 1998-2007

Case Studies

• Comic Relief
  
• BBC
  
• Sainsbury's
  
• Walkers
  
• Wella
  
• CRM and Retailers
  
• Tesco37
  
• Boots
  
• CRM and Brands
  
• Flora
  
• Yorkshire Tea
  
• British Gas
  
• Nivea
  
• CSR
  
• Sainsbury's
  
• Marks & Spencer
  
• Ethical Traders
  
• Fairtrade
  
• Co-op

The Public Perspective

• Figure 12: Helpfulness of institutions in society, 2003
  
• Figure 13: Helpfulness of institutions, by demographic sub-group, 2003
  
• Figure 14: Preferred charities, 1997-2003
  
• Figure 15: Preferred health charities, by demographic sub-group, 2003
  
• Figure 16: Further selected preferred charities, by demographic sub-group, 2003

Awareness and Participation

• Figure 17: Corporate familiarity, 2003
  
• Figure 18: Segmentation of corporate familiarity, 2003
  
• Figure 19: Familiarity with selected retail companies, by demographic sub-group, 2003
  
• Figure 20: Familiarity with further selected companies, by demographic sub-group, 2003
  
• Figure 21: Summary of corporate familiarity, by demographic sub-group, 2003
  
• Association with charitable giving
  
• Figure 22: Companies and brands associated with cause-related marketing or charitable giving,
  2000 and 2003
  
• Figure 23: A comparison of corporate familiarity with companies associated with cause-related marketing or charitable giving, 2003
  
• Figure 24: Leading companies associated with cause-related marketing or charitable giving, by demographic sub-group, 2003
  
• Specific CRM associations
  
• Figure 25: Awareness of cause-related marketing campaigns, 2003
  
• Figure 26: Number of cause-related marketing campaigns aware of, by demographic sub-group,
  2003
  
• Participation levels
  
• Figure 27: Participation in cause-related marketing campaigns, 2003
  
• Figure 28: Participation in selected cause-related marketing campaigns, by demographic
  sub-group, 2003

Purchase and Perception

• Figure 29: Propensity of cause-related marketing campaigns to prompt purchase, 1997-2003
  
• Figure 30: Propensity of cause-related marketing campaigns to prompt purchase, by demographic
  sub-group, 2003
  
• Figure 31: Propensity of cause-related marketing to encourage brand switching, 1997-2003
  
• Figure 32: Propensity of cause-related marketing to encourage brand switching, by demographic
  sub-group, 2003
  
• Figure 33: Propensity of cause-related marketing to encourage paying extra, 1997-2003
  
• Figure 34: Propensity of cause-related marketing to encourage paying extra, by demographic sub-group, 2003
  
• Personal views on CRM
  
• Figure 35: Attitudes towards cause-related marketing campaigns, 2003
  
• Figure 36: Selected attitudes towards cause-related marketing campaigns, by demographic
  sub-group, 2003

The Likely Targets

• Figure 37: Attitudinal typologies, by demographic sub-group, 2003
  
• Figure 38: Attitudinal typologies, by preferred charities, 2003
  
• Figure 39: Attitudinal typologies, by awareness of cause-related marketing campaigns summarised, 2003
  
• Figure 40: Attitudinal typologies, by awareness of cause-related marketing campaigns, 2003
  
• Figure 41: Attitudinal typologies, by participation in cause-related marketing campaigns, 2003

The Future

• Positive view and goodwill prevail
  
• Possibility of consumer fatigue
  
• The importance of clarity
  
• The hypothetical ceiling

Forecast

• Scenario 1
  
• Figure 42: Forecast of the CRM attitudinal typologies, scenario 1, 2003-07
  
• Scenario 2
  
• Figure 43: Forecast of the CRM attitudinal typologies, scenario 2, 2003-07
  
• Scenario 3
  
• Figure 44: Forecast of the CRM attitudinal typologies, scenario 3, 2003-07

Appendix: Research methodology


Index of reports

Abstract

Since it is now fair to assume widespread consumer familiarity with CRM in particular, this third report will place its main focus on consumer responses to CRM activity, including both positive and negative views, and thereby identify the most fruitful targets for CRM campaigns and how they may be developed in the future. Accordingly, this is not a how-to guide to CRM, nor are case studies dealt with as extensively as previously, although they have been retained in order to illustrate different types of practice.

It is important to stress that, quite apart from the benefits that CRM activity can bring to charities, like all marketing activity, it can only be viewed as just one contributor to a company's corporate image. A company's image will of course be influenced by a myriad of other factors, but this frame of reference is important for appreciating the role and potential of CRM as the main focus of this report, as well as considering the whole wider issue of socially and ethically responsible business practice.

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