原因相关营销:管理者是否理解并使用这个工具?

IF 1.9 Q3 BUSINESS
Mafalda M. Miranda, S. Silva, Paulo Duarte, Daniel A. Glaser-Segura
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引用次数: 0

摘要

摘要设计-我们依赖于对经理进行深度访谈获得的数据。数据分类允许应用UTAUT模型的主要结构,揭示管理者对原因相关营销(CrM)活动的接受程度,并将其用作营销策略。目的——大多数关于客户关系管理的研究都强调了这些活动对慈善机构和捐赠者的好处。本研究的目的是解读管理者对CrM活动的看法,并试图辨别和理解实施这些活动的主要动机、利益和固有风险。发现-管理者认识到客户关系管理的好处主要与公司声誉和形象的增加有关,使其有可能区分并增加其恶名。然而,这一工具的社会性质是管理者决策中最重要的因素,因为他们认识到对社会负责是一个竞争因素。所确定的最大限制与活动实施的努力和消费者的怀疑有关,特别是在交易活动中。独创性——通过这项研究,我们能够认识到,在客户关系管理概念和纯粹的慈善营销之间存在误解,这可能会在某种程度上阻碍管理者认识到这一工具的潜力。关于客户关系管理的使用,管理者的立场清楚地显示出对协调公司和事业之间价值观的重要性的关注,押注于具有透明沟通的长期活动,并投资于计划、实施和监控活动的过程,以提高其绩效。这需要在未来的客户关系管理活动评估中加以考虑。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Cause-Related Marketing: Do Managers Understand and Use This Tool?
Abstract Design - We relied on data obtained from in-depth interviews with managers. Data categorization allowed the application of the main constructs of the UTAUT model and the unveiling of the level of acceptance of Cause-Related Marketing (CrM) campaigns by managers and its use as a marketing strategy. Purpose – Most of the research on CrM emphasizes the benefits of these campaigns for charities and donors. The purpose of this study is to decode what managers think about CrM campaigns and try to discern and understand the principal motivations, benefits, and inherent risks to implement these campaigns. Findings - Managers recognize CrM benefits mainly relating them with an increase in reputation and image of the company, making it possible to differentiate and increase its notoriety. However, the social nature of this tool is what weights in the most on the decision of managers, since they recognize that being socially responsible is a competitive factor. The greatest constraints identified have to do with the effort on the implementation of the campaign and with the consumer’s scepticism, especially in transactional campaigns. Originality - With this research we were able to realize that there is a misunderstanding between the CrM concept and purely philanthropic marketing, which can somehow inhibit managers from recognizing the potential of this tool. Regarding CrM use, the position of managers shows a clear concern about the importance of harmonizing values between the company and the cause, betting on long-term campaigns with transparent communication and investing in the process of planning, implementing, and monitoring campaigns to improve their performance. This needs to be taken into account in future assessments of CrM campaigns.
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来源期刊
CiteScore
6.20
自引率
2.70%
发文量
25
审稿时长
10 weeks
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