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- Kurzbeschreibung<p>The combination of efforts of Profit-Organizations and Non-Profit-Organizations to benefit from a collaboration has gained increased attention throughout the last couple of years. Events such as the BP oil leak in the Gulf of Mexico, the Enron scandal or the fraudulent participation of investment banks in the most recent financial crisis have fueled the discussion of ethical codes of conduct for corporations, their social responsibility in society and thus their social commitment. The contribution of business entities in social causes made them consider their possibilities to not only act socially responsible, but profitable at the same time. This called marketers to action, designing a new type of marketing, CRM, that would highlight a company's willingness to do good, advance the company's reputable image, enhance customer retention and increase sales.The aim of this study is the presentation of the current state of research on the impact of fit on the success of CRM. A further objective is the systematic elaboration of empirical studies to identify interactions on the fit and draw conclusions about possible effects on the success of CRM campaigns.</p>
- AutorAnna Lena Bischoff
- VerlagAnchor Academic Publishing
- Seiten44 Seiten
- Gewicht85 g
- LeseprobeText Sample:<br>Chapter 2.3.3., SUCCESS EFFECTS OF CAUSE-RELATED MARKETING CAMPAIGNS:<br>The major incentive to form a marketable collaboration of a PO and NPO are beneficial advantages from the partnership to vend an image and a product (Adkins, 1999). Thus, organizations opt for monetary goals, such as profit maximization, on the one hand and the achievement of non-monetary goals, such as catering to the cause, on the other hand to achieve success in CRM. Whereas financial ambitions are considered to be short-lived, altruistic motives are long-term orientated. Acquisition of new customers as well as sales increase through CRM sales promotions are short-term goals (Fries & Müller, Konsumentenbezogene Wirkungen von Cause-Related Brands, 2011). Long-term goals are meant to enhance the PO s and brand s image, increase customer loyalty and the PO s credibility (Lafferty, 2009), (Zdravkovic, Magnusson, & Stanley, 2010).<br>As mentioned in 2.3.2, the fit determines the success of a CRM campaign intensely and its outcome cannot only be displayed in short and long-term success, but further divided into the consumer s affective, cognitive and behavioral reactions as displayed in Figure 1. In this book, the effects of success are sorted according to the AIDA concept (Attention, Interest, Desire, Action), which describes consumer reactions from initial contact with a product to a triggered response (Hackley, 2010). This can be understood in three steps of consumer involvement: the cognitive, the affective and the behavioral, respectively conative stage (Lamb, Hair, & McDaniel, 2008).<br>Cognitive effects:<br>Achieving cognitive effects is a long-term oriented goal, that a company seeks to achieve (Kotler & Armstrong, 2010). The favorable relation of consumer and brand, caused by high consumer familiarity and recognition with the brand (Keller, Apéria, & Georgson, 2008) is referred to as brand awareness. It influences consumer emotions, associations and actions towards a brand and occurs in the consumer s mind (Kotler et al., 2009).<br>Affective effects:<br>Affective effects are strongly embedded emotional elements of the customer s brand knowledge (Kotler & Armstrong, 2010). Boundaries between cognitive and affective effects often overlap due to combined factors of emotional as well as mental details in one marketing concept (Oloko, 2011). Cognitive effects can be preceded and vitiated by affections (Lafferty, 2007). For instance, brand perception is mentally activated by attributes and emotionally caused by associations.<br>Consumer perception is actively shaped by the acquisition and assignment of meaning to a stimulus (Hawkins, Mothersbaugh, & Best, 2007)
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