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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Competing on Social Purpose
內容大綱
Consumers increasingly expect brands to have a social purpose beyond mere functional benefits. As a result, companies are taking social stands in very visible ways. For example, TOMS's one-for-one program donates shoes and other goods for every product the company sells. Such programs can benefit society and the brand, but they may fizzle or actually harm the company if they're not carefully managed. (Recall Starbucks's widely mocked Race Together campaign.) Marketing professors Vila and Bharadwaj have developed an approach they call "competing on social purpose," which ties a brand's most ambitious social aspirations to its most pressing growth needs. An effective strategy creates value by strengthening a brand's key attributes or building new adjacencies. At the same time, it mitigates the risk of negative associations and threats to stakeholder acceptance. In order to create value for all stakeholders--customers, the company, shareholders, and society at large--managers must integrate considered acts of generosity with the strategic pursuit of brand goals.