Doing Better at Doing Good: When, Why, and How Consumers Respond to Corporate Social Initiatives Harvard Case Solution & Analysis

Doing Better at Doing Good: When, Why, and How Consumers Respond to Corporate Social Initiatives Case Solution

Although firms are allocating substantial resources to corporate social responsibility (CSR) initiatives, insights into the best formula, execution, and effectiveness estimate of CSR strategies are now rare. In contrast to the straightforward, monotonic relationships between CSR and consumer purchase behaviour apparent in market surveys, this article proposes a more complicated, contingent model of consumer responses to CSR. States both the internal results (e.g., knowledge, attitudes, connection) and outside results (e.g., word of mouth, purchase, faithfulness) of CSR initiatives for not only the business, but also the consumer and the CSR problem/cause. Delineates the essential variables that are likely to moderate the extent to which the stimulation lead to the internal results and the results lead that is internal to the ones that are outside. This framework can help guide businesses in quantifying the effectiveness of these initiatives in addition to formulating and executing their CSR initiatives.

This is just an excerpt. This case is about  SALES & MARKETING

PUBLICATION DATE: November 01, 2004

Related Case Solutions & Analyses:

Four Products: Predicting Diffusion (2006) Trilogy Corp.: Customer Value-Based Pricing Banco do Brasil: From Brazil to the World? Fast Ion Battery Moving the World Forward: The Quest for a New Equilibrium Value Creation and Capture Australia: Commodities and Competitiveness Porsche: The Cayenne Launch The Cheezburger Network Can Brand Image Move Upwards After Sideways? A Strategic Approach to Brand Placements