Cause Related Marketing:

1

• Cause Related Marketing
• Rome Shared Cause to Shared Future

2

• NGO's ideally exist within the transformative
  arena -- defining issues, reframing debates,
  thinking big. We must create the political space
  to harness the awareness of the increasingly
  obvious global crisis into a desire for real
  change toward a democratic, just, and
  ecologically sane world or all our cause related
  marketing will be a band aid on an the wounded
  heart of our shared world.

3

• A politics of reality recognizes that ecology is
  not merely another single issue to lump onto our
  list of demands rather, ecology is the larger
  context within which all our struggles take
  place. A politics of reality is grounded in the
  understanding that the ecological collapse is the
  central and most visible contradiction in the
  global system. It is an implicitacknowledgment
  that the central political project of our era is
  the rethinking of what it means to be human on
  planet earth.

4

• Cause related marketing can enable
  transformative change or endorse the elegant
  arrangement of deck chairs on a Titanic with too
  few lifeboats

5

• Too often, pragmatism is used as an excuse for a
  lack of vision. Pragmatism without vision is
  accepting the rules that are stacked against our
  success.

6

• When a system is fundamentally flawed there is
  no point in trying to fix it -- we need to
  redesign it.

7

• Be realistic. Demand the Impossible!"

8

• We are approaching the Perfect Storm.

9

• Question
• Cause related marketing is pragmaticbut is it
  visionary?

10

• What We Know
• Cause related marketing is a form of co-branding
• Co-branding is a form of mutual endorsement
• We are not only endorsing companies, but also
  their practices
• We do not always analyze their practices and how
  they impact the cause-a livable world
• Consumer driven capitalism and "turbo charged
  growth" is not sustainable

11

• The materials economy is a "doomsday economy"
• Already we see robust markets and jobless
  communities
• Boom and bust cycles create destabilize
  societies-Thailand, Argentina, Malaysia
• The triple bottom line is advocated by best
  practices companies
• The triple bottom line is a cause that requires
  focused co-branding with NGO's
• Partnering with companies that do not use best
  practices to support a triple bottom line is
  cause defeating

12

• Partner with best practice companies to support
  the shared cause and a shared future
• Marketing has been used to redirect revenues from
  existing systems of power
• Marketing can also be used to focus on
  confronting illegitimate authority, revealing
  systemic flaws, and building grassroots
  powerexisting systems of power are not likely to
  share that cause
• The cause of confronting illegitimate authority
  is the cause of every person and every NGO

13

• The idea American politics as populist or
  democratic is rapidly being undermined by the
  blatant realities of corporate dominance.
• This is impacting the "brand" of government as
  feeding from the hand of the corporation.
• It will soon impact the NGO brand which feeds
  from the same hand.
• A recent article in the Economist explained the
  growth of NGOs as ... not a matter of charity
  but of privatization.
• The NGO is seen to be nongovernmental but hardly
  independent.

14

• If we would accept the responsibility to redirect
  corporate revenues we must take the
  responsibility to analyze challenge how those
  revenues are earned and allocated.
• Use dual-power strategies--strategies that not
  only confront illegitimate institutions,
  butsimultaneously embody and endorse the
  alternatives ( www.dualpower.net).
• Globalization already has a human face and it is
  not smiling.
• The cause of every NGO is a sustainable global
  society.

15

• Why is it Important
• There is a disconnect between values of
  consumerism and values of caring.
• The contest for meaning making has been won by
  corporate owned subsidized media.
• Consumerism has replaced communalism,
  competition, cooperation, having, sharing
• Individual causes have found funders, but
  collective movements have been co-opted.
• Our "colonized imaginations" have lost the vision
  of a world where our causes would have weight and
  worth equal to the quest for the perfect auto

16

• What We Can Do Together?
• Actively pursue corporate partners who share the
  same cause.
• The good news - they exist all around the world.
• The bad news - we often do not partner with them
  and so advantage their competition with our co
  branding cause marketing.
• Contest the corporate monopoly on meaning,
  co-create the message of a caring society.
• Frame all issues within a wider ecological,
  social, and economic context.
• Evolve from contributing to corporate legitimacy
  - root our own legitimacy in the public.

17

• Social change has become a professionalized
  industry-cultivate the roots - grassroots.
• Resist "NGOism"- the idea sometimes found among
  professional campaigners - that social change
  is a highly specialized profession best left to
  experienced strategists, negotiators, and policy
  wonks.
• Resist the conceit that intermediary
  organizations of paid staff, rather than
  communities organizing themselves into movements,
  will be enough to save the world.
• Save the world by reaching across issues and
  causes into communities of action.

18

• Remember
• Modest visions of social change cannot keep pace
  with the accelerating global crisis.
• We are located in a "doomsday economy."
• The worst thing is to settle for too little.
• Avoid the temptation to accept concessions
  without requiring that those concessions bring us
  closer to best practice.
• Concessions that legitimize corporate control and
  obscure the fundamental democracy issues
  underlying the global crisis threaten all causes
  and life.

19

• Shifts in Business Paradigms That Impact
  Marketing
• Local to the global to Glocal
• Profiteering to partnering
• Competitive to collaborative
• Back end risk accountability Front end
  risk/reward management
• Competitive advantage to sustainable advantage
• Bottom-line management to design management for
  triple bottom line and top line advantage
• Sustainable advantage and sustainable global
  society
• Shared cause to shared future
• Grow or die to grow and die 

20

• Growth Assumptions and Carrying Capacity
• Automobile Industry
• With current capacity the MNC specializing in
  automobiles have a world wide productive capacity
  of 75 million with a total of 61 million
  worldwide buyers.
• Steel and Chemicals Industry
• Each country has capacity steel and chemicals
  that exceeds its domestic markets and world wide
  demand in total cannot save all chemical and
  steel industry.

21

• Growth Capacity and Carrying Capacity
• Every life support system on the planet is in
  decline

22

• Five Factor Future
• Managers are now operating in a world where five
  important trends are converging to create
  significant interdependencies between private
  sector design decisions and the design of
  sustainable global society
• Public regulatory structures designed to protect
  the public good are giving way to private
  promises to self regulate as the public sector
  encourages global economic growth driven by the
  engine of private sector enterprise.

23

• Traditional institutional mechanisms for
  providing for the public good are being
  privatized water, education, health and even
  security services.
• Global stakeholders increasingly clash with
  global shareholders demanding that the
  development of economic capital not ignore or
  imperil natural, social and cultural capital.
• Design and the management of design is emerging
  as both a risk factor and a source of strategic
  advantage for global companies and the societies
  they serve.
• Measures of financial performance are evolving
  to include the triple bottom line and to assess
  the impact of actions on intangible assets.

24

• Assumptions
• Every marketing decision impact society, global
  society.
• Design decisions are not necessarily managed for
  advantage or accountability.
• Optimizing risk/return requires strategic design
  management across functions and borders and
  generations.

25

• Design
• The first signal of human intention.
• The fuzzy front end.
• Innovation level

26

• Design Management
• Identification and allocation of the creative
  assets of the firm toward sustainable advantage.

27

• Strategic Marketing Question
• What is the role of design and design management
  in shaping both sustainable advantage and a
  sustainable global society?

28

• Rick/Reward Analysis
• What if we answer the question one way and or
  competition, customers, shareholders, employees
  answer it another way?

29

• Action Recommendations
• How do marketing experiments and innovations
  navigate risk in transitional economies and
  turbulent times?

30

• Goal
• Deepen and broaden the risk/reward decision
  making context of marketers.
• Dimensionalize the ecology of strategy decision
  making.
• Refine definitions of risk/reward/return