Cause-related marketing (CaRM) and corporate social responsibility (CSR)

Purpose - The purpose of this article is to investigate the basis of conveying a socially responsible image of organisations through a cause-related marketing (CaRM) approach. Design/methodology/approach - The research was conducted mainly through the evaluation and review of material on the subject area, i.e. secondary research. Findings - The findings of the research indicate that CaRM has the potential to improve an organisation's stance in the society and depict it as a socially responsible entity. One major finding of the research is that without an appropriate and relevant "strategic fit", time and effort invested in CaRM might prove futile. Research limitations/implications - The limited material on the subject of CaRM in general and its relationship with CSR in particular makes the task of preparing such a paper something of a challenge. Practical implications - The results show that the quality of an organisation's image and reputation in the eyes of its stakeholders can be influenced by its CSR-related initiatives. However, the firm should invest time and money to make this feasible. Social implications - The absence of a strategic fit between a firm and its cause could prove to be counter-productive in the society vis-a-vis its corporate image and reputation. Originality/value - This paper adds to previous CSR-and marketing-related research and publications and aims to provide an insight into the dynamics of CaRM.