Partnerships between companies and non-profit causes are viewed as a key means to tackle many sustainable development challenges, and cause-related marketing (CRM) is a valuable if sometimes controversial way to align corporate and sustainability agendas. This case charts the launch and first year of the "ONE Water" brand, an ethical bottled water marketed in the United Kingdom. The money raised through sales of the product contributes to the funding of water development schemes in Africa via the Roundabout charity. The case follows the progress of the founder, Duncan Goose, and his efforts to launch an unknown brand from a new business (Global Ethics) into an already crowded and competitive market. It demonstrates that success can be derived from a combination of brave entrepreneurship, and innovative approaches to both developing relationships with others in the supply chain and to developing the marketing mix. Although the case is UK-based and reflects aspects of UK markets (such as the retailers involved or the Live8 event), the marketing of bottled water and the rise of ethical products is common across many industrialized economies and the issues raised by the case should be equally meaningful within many countries

As a home-grown compact car maker in Malaysia, Perodua has integrated social messages into its corporate advertisements since 1999, seeking to enlighten the local audience about various social issues and values. With the growing concern of corporate social responsibility ("CSR") globally, company advertising with a social dimension ("CASD") seemed to be an effective way for Perodua to portray its good corporate citizen image. However, the impact of the ads on direct and tangible returns in the form of sales was hard to determine. Since 2005, trade liberalization in South-East Asia resulted in reduced government protection for Malaysia's indigenous automotive industry and there was more emphasis on corporate differentiation strategies. In response to the escalating competitiveness and the increasing interest in CSR, Perodua's corporate leaders and its management had to rethink how corporate advertisements emphasizing social aspects could sustain the company's profitability and reputation in the long run. Besides, controversies easily arose when social issues such as race-related topics were not handled with sensitivity, given the diverse cultural context of Malaysia. Set in the context of an industry characterized by intensifying competitiveness and in a multicultural environment in which the social impact of advertising is emphasized, Perodua's strategy of CASD becomes very interesting.