Exploring the Synergies of CSR and Brand Strategy: A case study

Exploring the Synergies of CSR

and Brand Strategy

Griffith Business School

Joan CarliniDepartment of Marketing

[email protected]

Dr Debra GraceDepartment of Marketing

Griffith University


Research idea

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Synergy

Corporate Brand

CSR

“A commitment to improve the well-being

through discretionary business practices and

contributions of corporate resources” (Du, et

al., 2010)

“Set of meaning by which an organisation is

known and through which people describe

and relate to it” (Dowling, 1986)

The interaction of elements

that when combined produce

a total effect that is greater

than the sum of the individual

elements

CSR and Corporate Brand Benefits


Corporate Brand CSR

• Based on core values

• Affect corporate reputation

• Create a non-economic competitive advantage

• Create customer goodwill

• Enhance customer relationship

• Improve financial performance

Traditional Models


Double Vortex Brand Model The Pyramid of CSR

(Carroll, 1991)(de Chernatony & Dall'Olmo Riley, 1998))


Research Question

Research Question 1: Employee Perceptions

RQ1a: To what extent do employees exhibit awareness, attitudes, behaviours

and perception of integration towards the organisation’s CSR strategy?

RQ1b: To what extent do employees exhibit awareness, attitudes, behaviours

and perception of integration towards the organisation’s brand?

Research Question 2: External Stakeholder Perceptions

RQ2a: To what extent do stakeholders exhibit awareness, attitudes, behaviours

and perception of integration towards the organisation’s CSR strategy?

RQ2b: To what extent do stakeholders exhibit awareness, attitudes, behaviours

and perception of integration towards the organisation’s brand?

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Research Design

7

Qualitative approach

Exploratory research design

Case Study

Individual in-depth interviews


Interviews

8

•Interviews with Internal Stakeholders

•11 employees in a variety of position, tenure, motivation and

abilities

•Interviews with External Stakeholders

•11 participants representing suppliers, clients, industry

partner, guests and exhibitors

Key Themes of Investigation


CSR

And

Brand

Attitude

Behaviour

Integration

Awareness


InternalCommunications

•Comprehension

•Relevance

•Behavioural standards

•Outcomes (goals)

Emp

loye

es

“I think they need to know where they fit in … The important part that staff need to

know is, it’s my role to turn these lights off when I am finished in this room.”

“Yes, we want to know about the strategy, obviously it is a way of knowing what is

being done and why things happen. … Obviously [we] know the recycle bins are

there, but it is nice for people to understand why they do it.”

Results – Internal Perspective


Internal Communications

•Comprehension

•Relevance


•Outcomes (goals)

Employee Buy-in

•Value internalisation

•Role clarity

Emp

loye

es

“Because you need to know what you are signing up for. You need to know

what you are going to be doing and how you have to portray yourself.”




•Comprehension

•Relevance


•Outcomes (goals)

Employee Buy-in


•Role clarity

Employee Attitude

•Employee satisfaction

•Motivation

•Goal orientation

Emp

loye

es

“[Knowing about the CSR program] gives you a sense of pride. I think a

lot of people would feel very happy, even if they don’t participate for

whatever reason, but to know that their company does.”




•Comprehension

•Relevance


•Outcomes (goals)

Employee Buy-in


•Role clarity

Employee Attitude

•Employee satisfaction

•Motivation

•Goal orientation

Emp

loye

es

Behavioural Consistency

•Process flexibility

•Sustainable behaviours

•Control mechanisms

“we use a lot of power… so with that in mind, we try to be more efficient and

have more efficient practices”.


Griffith Business SchoolGriffith Business School

External Communication

•Organisational driven

•Employee driven

•Relevance

Exte

rnal

Sta

keh

old

ers

“I have spoken to who is in charge of housekeeping [here]. …over the

years he has explained to me what they are trying to achieve [in corporate

social responsibility].”

Results – External Perspective




•Employee driven

•Relevance

Perceived Corporate Image

•Integrity

•Credibility

•Social Responsibility

Exte

rnal

Sta

keh

old

ers

“[The case organisation have] CSR as a philosophy, it is a genuine philosophy

it is not a gimmick and the people there show a genuine concern” .





•Employee driven

•Relevance

Perceived Corporate Image

•Integrity

•Credibility

•Social Responsibility

Perceived Relational Exchange Quality

•Trust

•Commitment

•Satisfaction

Exte

rnal

Sta

keh

old

ers

“The reason we hold our events here is because it is a quality venue, with quality

staff and great food, and the management and service is excellent.”



CSR Brand Synergy Model


Managerial Contributions

Communications

» Importance of internal communications

» Material that is explicit, informative and persuasive

Direction

» Goal orientation

» Provide direction and control mechanisms

» ‘best practice’

Alignment

» CSR brands are representations of organisational Values

» Alignment between all stakeholders (internal and external) is

key

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Future

Joan Carlini

Department of Marketing

Griffith University, Queensland

[email protected]