58College of Computer Training (CCT)

Assignment Cover Page

Module Title: Contemporary Issues

Module Code:

Assignment Title: Holistic Marketing & CSR

Tracy Gallagher
Lecturer Name:
Alan Foran

Student Name: Priscila Knechtel

Student Nos.: 2016007

Assignment Due Date: 1st April 2018

Academic Year: Year 1 Year 2 Year 3

DECLARATION
I, the above named student, confirm that by submitting, or causing the attached assignment to be submitted,
to CCT, I have not plagiarised any other person’s work in this assignment and except where appropriately
acknowledged, this assignment is my own work, has been expressed in my own words, and has not
previously been submitted for assessment.
 2

TABLE OF CONTENTS
1. INTRODUCTION ...................................................................................................3

2. HOLISTIC CONCEPT ...........................................................................................5

3. CONSUMER SOCIAL RESPONSIBILITY ............................................................7

3.1 BENEFITS OF CSR ................................................................................................ 8

3.2 VALUE CREATION ................................................................................................ 9
3.3 RISKS OF CSR ..................................................................................................... 10

4. LEGO CASE STUDY............................................................................................ 11

4.1 WHY LEGO WAS SUCCESSFUL? ....................................................................... 11

5. CONCLUSION ..................................................................................................... 13

6. RECOMMENDATIONS ....................................................................................... 13

7. REFERENCES ............................................................................................................. 14
 3

1. INTRODUCTION

At the beginning of the industrial age, business was oriented entirely towards
production. There was a high demand for products and the investment in sales was
practically zero. The customer had no option to buy, the manufacturer sold what he
wanted and how he wanted. Exploitation of the workforce, complete disregard for the
environment and society are just a few of the signs that the way they were doing
Marketing no longer works. Business were not seen as having social responsibilities
besides increasing profits, as believed by Friedman. But in the late 1990’s, consumers
have displayed a tremendous amount of social awareness and activism, quick to punish
companies that practice unethical business operations and quick to reward firms that are
innovative in their commitment to improving the world. Moreover, as stated by The
Guardian (2017) companies that carelessly contribute to the climate change these days
are increasingly encountering negative publicity, hurting their overall businesses.

The marketing and competitive environment is changing very fast and customers
are becoming more demanding. These changes in economic environment are affecting
the way firms do business. That is why Kotler, Keller and others marketing experts are
advocating for the total rethinking of our marketing strategies where by the customer
become part of the marketing process. Holistic marketing is novice concept which
request for the total involvement of customer in the development of the marketing mix
and building of the long term relationship with the customer.

Holistic marketing is a response to the new demands of society and the

environment, as it prioritizes customer satisfaction in accordance with their well-being,
community and the environment in which they live, in a way that this relationship can
optimize organizational results. Companies need to build an ethical, conscience-based
foundation to take off for success.

Corporate social responsibility is described as a concept when

the company voluntarily assumes responsibility for the well-being and sustainable
development of modern society, while expecting to maintain competitiveness and
profitability, but they are not two contradictory goals. Socially responsible
corporate behaviour can be described as activities going beyond not only legal, but also
ethical, commercial and societal expectations. An example of CSR successful strategy
 4

was LEGO Group, after implementing several changes the company increased profits
and customer loyalty.
 5

2. HOLISTIC CONCEPT

The holistic marketing concept is a relatively new marketing perspective that

takes into account the entire organization in addition to its counterparts when
determining or executing its overall marketing strategy. Holistic marketing recognizes
that there are many stakeholders involved in each transaction—from suppliers, to
employees, customers, shareholders, the community at large, and the environment. In
order for a company to achieve success in today’s business landscape, it must take into
consideration the complexities of its breadth and interdependencies because businesses
no longer exist in a vacuum but within a multi-dimensional, global,
interconnected landscape.

The linear communication model of “one-to-many” (between company and

customers) has been replaced with a “many-to-many” discussion taking place
simultaneously across multiple communication channels among countless numbers of
people, for example, consumers tweeting about their bad customer service experiences,
sharing stories on Facebook with their social networks, etc. That is why a holistic
marketing approach becomes immediately relevant by recognizing that ‘everything
matters’ when it comes to marketing and that a broad, integrated perspective is
necessary to attain the best solution moving forward, making the way for quality
decision-making on strategy and tactics. In agreement with Brown (2011) “A marketing
strategy that is developed by thinking about the business as a whole, its place in the
broader economy and society and in the lives of its customers”.

Kotler and Keller (2006) introduced the "Marketing Holistic" concept as the new
era of marketing, leaving behind the "old" marketing concept. Holistic marketing can be
seen as the development, design, and implementation of marketing programs, processes,
and activities that recognize the size and interdependencies involved today's marketing
environment. Holistic marketing recognizes that "everything matters" with marketing
and that a broad, integrated perspective is often necessary (Kotler, Jain, & Maesincee,
2002). This universalistic approach of marketing is also reflected by Sainz (2012),
Heath and Chatzidakis (2012) and Bart and Annemiek (2011) where they have used this
concept as their argument in their studies. Another look at the holistic marketing is
based on the customer-centric idea (Kotler, Jain, & Maesincee, 2002), means paying
attention to the perception of the offered products and services, and implies trying to
 6

satisfy clients' needs. It defines the "sense-and-respond" paradigm, which is quite

different from the classic "make-and-sell" paradigm that implied selling what a
company could make and that is not useful anymore in the dynamic, competitive
markets of the global economy.

According to Kotler and Keller, there are four main components of holistic
marketing: relationship marketing, integrated marketing, internal marketing, socially
responsible marketing. It incorporates social responsibility marketing and understanding
broader concerns and the ethical, environmental, legal, and social context of marketing
activities and programs. The cause and effects of marketing clearly extend beyond the
company and the consumer to society as a whole. Social responsibility also requires that
marketers carefully consider the role that they are playing and could play in terms of
social welfare (Kotler et al., 2002).

Brown (2012) highlights the benefits of implementing a holistic marketing

strategy to expand the equity in the brand name. As by the Heineken Green Campaign,
taking the lead from other successful companies like Apple, Nespresso and Nike. Rather
than focusing on the beer, they focused on their brand name to market the company as a
whole. A new interaction website was born. They made new “green” changes and
advertised the ways they were saving the planet. The changes and holistic marketing for
Heineken were a huge success. As claimed by Cisco ISBG (2008) “T0he campaign has
hit the breakeven mark, with a return on investment within 13 months. Visitor numbers
have been increasing, totalling more than 300,000 the first year.”

Companies who adopt this new marketing paradigm are not only generally more
profitable, as outlined by Elkington (1994) to a triple bottom line objective of profit,
people and planet as opposed to a pure profit maximization strategy that typically only
serves to benefit shareholders. The triple bottom line is a form of corporate social
responsibility dictating that corporate leaders tabulate bottom-line results not only in
economic terms (costs versus revenue) but also in terms of company effects in the social
realm, and with respect to the environment. There are two keys to this idea. First, the
three columns of responsibility must be kept separate, with results reported
independently for each. Second, in all three of these areas, the company should obtain
sustainable results. Together, these three notions of sustainability guide businesses
toward actions fitted to the conception of the corporation as a participating citizen in the
community and not just as a money machine. Brusseau (2012)
 7

3. CONSUMER SOCIAL RESPONSIBILITY

Writers like Kotler (1972) and Dawson (1969) believed in the theory that what is
good in the long run for society is good for business. This principle is in fact the basis
on which most proponents of societal marketing expound their views. The societal
marketing concept at no stage denies that the basic goal of a business enterprise is to
ensure its long-term survival and profitability. More recently Rundle-Thiele et al.
(2008) highlighted that companies are now expected to engage in some form of CSR.
Bhattacharya and Sen (2004) find that CSR contributes to a consumer’s sense of well-
being, and that this benefit is “rewarded” by consumers in the market. Outcomes from
CSR include positive company evaluations (e.g. Brown and Dacin, 1997), higher
purchase intentions (e.g. Mohr and Webb, 2005), resilience to negative information
about the organization (e.g. Peloza, 2006), positive word-of-mouth (e.g. Hoeffler and
Keller, 2002), and a willingness to pay higher prices by some consumers (e.g. Laroche
et al., 2001). Furthermore Brusseau (2012) adds that corporate social responsibility
means every business holds four kinds of obligations and should respond to them in
order: first the economic, then the legal, next the ethical, and finally the philanthropic.

On the other hand, Smith and Freidman agreed that a firm’s natural instinct and
duty is to pursue its profits, or self-interest as Smith terms it. Friedman specifically
asserts that wealth should be the only force behind a company’s existence and that as a
legal entity the concept of a “social responsibility” makes little sense. In both cases,
profit is a key component to the theory, but for Friedman, CSR leads to a decrease in
profits, and for Smith profits lead to an unconscious form of CSR. Friedman (1970)
adds that
“The discussions of the "social responsibilities of business" are notable for their
analytical looseness and lack of rigor. What does it mean to say that "business" has
responsibilities? Only people can have responsibilities. A corporation is an artificial person and
in this sense may have artificial responsibilities, but "business" as a whole cannot be said to have
responsibilities, even in this vague sense. The first step toward clarity in examining the doctrine
of the social responsibility of business is to ask precisely what it implies for whom.”

More recently, Tran (2015) stated that social impact initiatives often do not
support profitability, because there is little flexibility for a firm to engage in social
impact projects if these programs do not provide an adequate financial return for the
company. For example, the Pepsi Refresh Program from 2012. Furthermore, Kramer
(n.d.) adds that
 8

“CSR really grew out of activist movements 30 or 40 years ago that began to put
pressure on businesses to try to be more responsible for any of the harms—environmental harms,
social or labor issues—that they were creating through their operations. But because of that
origin, it really evolved in a very defensive manner, with the idea that outside activists were
pointing fingers at businesses. And businesses were trying to respond to defend themselves, and
really thinking of CSR as a necessary evil”.

3.1 BENEFITS OF CSR

Barnnet (n.d.) clearly highlights some of the potential benefits of investing in

corporate social responsibility, such as enhanced corporate image, increased staff
loyalty. As well as financial benefits, such as increased product differentiation that can
appeal to consumers, for example fair trade or organic goods. They may also experience
decreased operating costs. For example, with increased staff loyalty, they have lower
costs in recruiting and retaining employees and reduced turnover costs. Firms may also
have increased ease of access to favourable relationships with partners and suppliers and
lower risk of regulatory fines.

A proof of that is CSR campaigns seem to be everywhere these days, from Pepsi
Refresh giving away millions for ideas for improving the world to Tide sending a
mobile fleet of washers and dryer to areas hit by natural disasters. Experts say that this
is happening partly, because they realize that their employees want to be part of a
business that does more than just make money. Adding to Barnnet beliefs, Ann Charles
(n.d.), the chief executive officer of Brandfog, says CSR activities improve employee
cohesion, give a company a fresh sense of purpose and also helps attract customers who
may be more loyal because of shared values and beliefs.

To the degree that these benefits exceed the costs of implementing CSR it can be
seen as enlightened self-interest. Which means the firm recognises that although CSR
investment is costly in the short-run, there will be offsetting gains in the longer term.
Often the benefits are intangible, such as improved reputation and enhanced stakeholder
relationships, and so can be difficult to quantify. The business case stands in contrast to
the ethical case, which can encourage firms to engage in corporate social responsibility
even where it causes financial losses. (Barnnet, n.d)

Stephen Hahn-Griffiths, Executive Partner and Chief Research Officer at

Reputation Institute claims that “for an organization, having a strong CSR agenda is
important, because it ensures customers will do business with you, policymakers and
 9

regulators will give you license to operate, and potential employees will be more willing
to work for you. CSR is increasingly a top driver of stakeholder support. It equates to
good will and good business.”

3.2 VALUE CREATION

There are many ways a CSR strategy can create value. Firstly, there are the
values created by the organisation which influences its CSR practices such as their role,
ethical stance and stakeholder management (Crane, Matten and Spence 2014).
Secondly, there is the value created by the delivery of these CSR practices. This may
include an economic value, such as the reduction in pollution costs, and a social value,
in terms of a reduced negative impact on society (Griseri and Seppala 2010). The model
of Carroll's CSR pyramid (1991) argues that the economic and legal responsibilities of
an organisation are expected by society, such as the payment of taxes and operating
within the law. However the changing context of society also expects an organisation to
undertake both ethical and philanthropic responsibilities, particularly in response to the
increased power and influence of organisations in the society (Crane and Matten 2010).

However, critics of CSR suggest that there is no tangible link between CSR and
value creation, but this may be in part due to the difficulties in measuring these links
(Crane, Matten and Spence 2014). Other CSR value creation methods include triple
bottom line reporting. However it can be difficult to measure how economy, society and
environment merge together to contribute to value creation and often, each element is
measured individually (Blowfield and Murray 2011).

The argument for a better understanding of CSR as value creation is through

combining economic and social value. Porter and Kramer (2011) suggest a concept of
shared value as a route to, not only increase the connections between economy and
society, but as a way of enhancing the organisation's competitiveness and growth. This
form of value creation focuses on the future of the organisation and its
interdependencies on society as a provider of, and consumer of, its goods and services.
However, this relationship may be affected by issues such as who the organisation
views as its most important customers or stakeholders and what matters to them in
terms of the value creation proposition of CSR (Basu and Palazzo 2008).
 10

3.3 RISKS OF CSR

Charles adds that “every CSR effort must be genuine or people will spot its
phoniness, and when they do they are sure to spread the word via blog or Twitter or
Facebook”. A bad repercussion of the strategy is always a possibility. An example of
that was when the breast cancer awareness and research organization for the Cure,
which according to Forbes magazine (2010) has raised billions since 1982, teamed up
with KFC for a "Buckets for the Cure" campaign. The fast food chain gave the
organization 50 cents for every special pink-colored bucket of chicken it sold. Its
intentions may have been good, but bloggers and other media voices quickly observed
that a standard eight-piece bucket of original recipe chicken has a lot of calories, and
obesity is believed to increase the risk of cancer. There were accusations of
"pinkwashing," meaning an unhealthy product trying to improve its image by giving to
breast cancer-related efforts.

Considering CSR as risk management will therefore need to consider external

issues such as the changing societal context within which they operate and consider
risks such as human rights, particularly if the organisation operates in different countries
(Crane and Matten 2010). Changes in economic, legal, ethical and philanthropic
responsibilities may create uncertainty, which the organisation will need to assess
within their internal environment. With an increasingly connected society, risk
management and CSR will need to look at tangible risks, such as a business premises
fire, and intangible risks, such as human rights in order to protect the reputation of the
organisation. An example of that is the tragedy of garment factory fires in Bangladesh
have highlighted the need for greater worker protection but have also demonstrated the
difficulties of implementing CSR as risk management in countries where regulations are
weaker (Husock 2013).
 11

4. LEGO CASE STUDY

Lego’s CSR plan shows how it’s possible for a brand to rebuild even after a public
relations crisis. In the early 2000s "Lego was facing near bankruptcy. An overextended
product range and problems with stock control had led the company to a nadir," Brand
Finance said. In a smart bit of branding and a better bit of business, Lego sought to
regain the narrative and re-assert its long-held positive reputation by undertaking an
ambitious suite of sustainable goals for itself, while also developing key strategic
partnerships with agencies like the World Wildlife Fund. It has regained its crown of the
world's most powerful brand, according to Brand Finance (2017), with a Business
Strength Index (BSI) of 92.7, scoring highly on brand familiarity, loyalty, promotion,
market investment, staff satisfaction and corporate reputation. According to Marketing
Week (2015) the revenue of the company increased 19% year on year on a local
currency basis, while net profit rose 31%. It saw double-digit growth in all its markets.

4.1 WHY LEGO WAS

SUCCESSFUL?

According to Nielsen Report (2016), consumers are checking labels before

buying, looking at web sites for information on business and manufacturing practices,
paying attention to public opinion on specific brands in the news or on social media. In
2016, 66% of global respondents say they’re willing to pay more for products and
services that come from companies that are committed to positive social and
environmental impact, up from 55% in 2014, and 50% in 2013. “Brands that establish a
reputation for environmental stewardship among today’s youngest consumers have an
opportunity to not only grow market share but build loyalty among the power-spending
Millennials of tomorrow, too,” says Grace Farraj, SVP, Public Development &
Sustainability, Nielsen. For those willing to spend more, the findings show that personal
values are more important than personal benefits, such as cost or convenience.

A similar research by Cone Communications and Echo Research found that

customers are more willing to purchase goods and services from companies that they
deem to be more socially responsible as compared to their competitors (2013 Cone
Communications/Echo Global CSR Study). Figure 1 demonstrate these results. This
research makes explicit the ways in which a positive social image can lead to a larger
 12

customer base and enhanced marketing/advertising potential, examples of elements that

play a role in driving revenue for a firm (Pava & Krausz, 1996).

Figure 1. Source: 2013 Cone Communications/Echo Global CSR Study

 13

5. CONCLUSION

There may be a number of reasons why a firm is interested in pursuing CSR and these
justifications may stem from social pressure, the belief that CSR can be profitable, or
the true desire to use corporate profits for good, for example. Price and quality are not
the only things that define this new market, and consequently offer the possibility for
companies to enter this space and use ethical products as way of adding value.

In order to capitalize on these recent economic and marketing industry changes, the
only way to truly approach marketing today is from a holistic business perspective:
marketing as a discipline needs to be understood from the whole picture of the business
and integrated into every aspect in order for a business to keep a good image with the
public, customer loyalty and commercial success. According to a report by Ocean Tomo
(2015) that 83% of a company’s market value today is represented by their intangible
assets (brands, quality processes, relationships, etc.) compared to 1975, when it stood at
only 17%.

6. RECOMMENDATIONS

Organisations have to be extra careful nowadays that social media is a way of

spreading any good or bad news. Considering that creating a holistic and CSR strategy
is a slow process and needs commitment to build up a culture within the organization by
connecting messaging with the causes that matter most to consumers and that also align
with their brand, ensuring their profit margins first. If consumers assume that the CSR
strategy is a cynical exercise they can turn away from the brand.
 14

7. REFERENCES

Basu, K. and Palazzo, G. (2008) 'Corporate Social Responsibility: A Process Model of

Sensemaking' Academy of Management Review Vol. 33 (1) pp122-136
Barnett, M., (n.d). “Business Case for Corporate Social Responsibility” [online]
Available at: <\http://lexicon.ft.com/Term?term=business-case-for-corporate-social-
responsibility/> Accessed 13 March 2018.
Bell, L. and Emory, C.W., “The Faltering Marketing Concept”, Journal of Marketing,
Vol. 35, 1971, pp. 37-42.
Bhattacharya, C.B. and Sen, S. (2004), “Doing better at doing good: when, why, and
how consumers respond to corporate social initiatives”, California Management
Review, Vol. 47 No. 1, pp. 9-24.
Bida, C., 2012. “Why Pepsi Canned The Refresh Project”. Marketing: Causes. Media
Post [online] Available at: <\
https://www.mediapost.com/publications/article/186127/why-pepsi-canned-the-refresh-
project.html/> Accessed 29 March 2018.
Blowfield, M. and Murray, A. (2011) Corporate Responsibility 2nd ed. Oxford: Oxford
University Press
Brown, T.J. and Dacin, P.A. (1997), “The company and the product: corporate
associations and consumer product responses”, Journal of Marketing, Vol. 61, January,
pp. 68-84.
Brown, T., 2011. “Holistic Marketing Concepts” [online] Available at:
<\https://tiffanyabrown.wordpress.com/what-is-holistic-marketing/> Accessed 28
March 2018.

Brown, T., 2012. “A Holistic Marketing Success Story: Heineken” [online] Available
at: <\https://tiffanyabrown.wordpress.com/2012/10/20/heineken/> Accessed 28 March
2018.

Brusseau, J., 2012. Business Ethics. V.10. [online] Available at:

<\https://2012books.lardbucket.org/books/business-ethics/index.html/> Accessed 13
March 2018.
Catalin, M., 2014. “A holistic approach on internal marketing implementation” [online]
Available at: <\
https://www.researchgate.net/publication/264229214_A_holistic_approach_on_internal
_marketing_implementation/> Accessed 28 March 2018.
Cisco ISBG, 2008. Heineken Extends Brand Equity With First “Experience Store” [pdf]
Available at:
<\https://www.cisco.com/c/dam/en_us/about//docs/Heineken_Success_Story_112309.p
df/> Accessed 28 March 2018.
 15

Cone Communiations/Echo Global CSR Study. Publication, 2013. N.p.: CONE

Communications, n.d. Print.
Crane, A., Matten, D. and Moon, J. (2008) Corporations and Citizenship 1st ed.
Cambridge: University Press
Crane, A., Matten, D. and Spence, L.J. (2014) Corporate Social Responsibility:
Readings and Cases in a Global Context 2nd ed. Abingdon: Routledge

Creyer, Elizabeth H., Ross Jr., William T., (1997), The influence of firm behavior on
purchase intention: do consumers really care about business ethics?
Dawson, M., 1969, “The Human Concept. New Philosophy for Business”, Business
Horizons, Vol. 12, pp. 29-38.

Finance Monthly, 2017. “Why is LEGO The Most Powerful Brand In The World”.
[online] Available at: <\ https://www.finance-monthly.com/2017/02/why-is-lego-the-
most-powerful-brand-in-the-world/> Accessed 29 March 2018.
Feldman, P., “Societal Adaptation: A New Challenge for Marketing”, Journal of
Marketing, Vol. 35, 1971, pp. 54-60.

Friedman, M. (1970) The Social Responsibility of Business is to Increase Profits The

New York Times Magazine 13 September 1970 [online] Available at: <\
https://www.colorado.edu/studentgroups/libertarians/issues/friedman-soc-resp-
business.html/> Accessed 8 March 2018.
Griseri, P and Seppala, N. (2010) Business Ethics and Corporate Social Responsibility
1st ed. Andover: Cengage Learning
Gummesson, E. (2003). “Internal marketing in the lights of relationship marketing and
network organizations, New York”, in: Varey R.J., Lewis B.R., Internal marketing:
directions for management. New York, Routledge, pp.27-42
Hoeffler, S. and Keller, K.L. (2002), “Building brand equity through corporate societal
marketing”, Journal of Public Policy & Marketing, Vol. 21 No. 2, pp. 78-89.
Husock, H. (2013) 'The Bangladesh Disaster and Corporate Social Responsibility'
Forbes.com. May 2, [online] Available
at http://www.forbes.com/sites/howardhusock/2013/05/02/the-bangladesh-fire-and-
corporate-social-responsibility/> Accessed 29 March 2018.
Husted, B. (2003) 'Governance Choices for Corporate Social Responsibility: to
Contribute, Collaborate or Internalize?' Long Range Planning Vol.36 (5), pp.481-498
Institute of Risk Management (2015) 'Risk Management' [online] Available
at: <\https://www.theirm.org/about/risk-management/> Accessed 29 March 2018.
ISO (2013) ISO 26000 - Social responsibility [online] Available
at: <\http://www.iso.org/iso/home/standards/iso26000.htm/> Accessed 29 March 2018.
Kotler, P., 1984, “Marketing Management, Analysis, Planning and Control”, Prentice-
Hall International, Hemel Hempstead.
 16

Kotler, P., 1972, “What Consumerism Means for Marketers”, Harvard Business
Review, Vol. 50, pp. 48-57.
Kramer, Mark R., n.d., "Corporate Social Responsibility." Interview by Paul Michelman
and Cathy Olofson. Harvard Business Review. N.p.

Laroche, M., Bergeron, J. and Barbaro-Forleo, G. (2001), “Targeting consumers who

are willing to pay more for environmentally friendly products”, Journal of Consumer
Marketing, Vol. 18 No. 6, pp. 503-20 [pdf] Available at:
<\https://pdfs.semanticscholar.org/80cd/5da90022eb6e412d67a9479e5c591ec1fe5a.pdf/
> Accessed 6 March 2018.
Mainwaring, S., 2016. “How Lego Rebuilt Itself As A Purposeful And Sustainable
Brand”. Forbes [online] Available at:
<\https://www.forbes.com/sites/simonmainwaring/2016/08/11/how-lego-rebuilt-itself-
as-a-purposeful-and-sustainable-brand/2/#3d79b4aa496d/> Accessed 20 March 2018.

Mason, M., 2017. “Lego takes back its crown of world’s most powerful brand”.
Financial Review [online] Available at: <\ http://www.afr.com/business/media-and-
marketing/advertising/lego-takes-back-its-crown-of-worlds-most-powerful-brand-
20170205-gu5svr/> Accessed 6 March 2018.
Mitchell, S., 2017. “Lego Group Leads Global Ranking of Best CSR Reputation”.
Ethical Marketing News [online] Available at: <\http://ethicalmarketingnews.com/lego-
group-leads-global-ranking-best-csr-reputation/> Accessed 20 March 2018.

Mohr, L.A. and Webb, D.J. (2005), “The effects of corporate social responsibility and
price on consumer responses”, Journal of Consumer Affairs, Vol. 39 No. 1, pp. 121-47.
Mohr, L.A., Webb, D.J. and Harris, K.E. (2001), “Do customers expect companies to be
socially responsible? The impact of corporate social responsibility on buying
behaviour”, Journal of Consumer Affairs, Vol. 35 No. 1, pp. 45-72.
Nielsen Global Survey of Corporate Social Responsibility and Sustainability, 2015.
“Green Generation: Millennials Say Sustainability Is A Shopping Priority” Newswire
[online] Available at: <\http://www.nielsen.com/us/en/insights/news/2015/green-
generation-millennials-say-sustainability-is-a-shopping-priority.html/> Accessed 20
March 2018.

Ocean Tomo, 2015. “Annual Study Of Intangible Asset Market Value From Ocean
Tomo, LLC” [online] Available at: <\ http://www.oceantomo.com/2015/03/04/2015-
intangible-asset-market-value-study/> Accessed 28 March 2018.
Pava, M. L., and Krausz J., 1996. "The Association between Corporate Social-
responsibility and Financial Performance: The Paradox of Social Cost." Journal of
Business Ethics J Bus Ethics 15.3: 321-57.
 17

Peloza, J. (2006), “Using corporate social responsibility as insurance for financial

performance”, California Management Review, Vol. 48 No. 2, pp. 52-72.
Porter, M.E. and Kramer, M.R. (2011) 'Creating Shared Value' Harvard Business
Review Vol.January-February 2011, pp.2-17
Porter, M and Kramer, M.R. (2002) 'The Competitive Advantage of Corporate
Philanthropy' Harvard Business Review Vol.80 (December), pp57-68
Riley, T., 2017. “Just 100 companies responsible for 71% of global emissions, study
says”. The Guardian [online] Available at: <\https://www.theguardian.com/sustainable-
business/2017/jul/10/100-fossil-fuel-companies-investors-responsible-71-global-
emissions-cdp-study-climate-change/> Accessed 20 March 2018.
Roderick, L., 2016. “Lego Talks Up Social Responsibility As Profit Rise Gives Brand
It’s ‘Best Ever Year’”. Marketing Week [online] Available at:
<\https://www.marketingweek.com/2016/03/01/lego-talks-up-social-responsibility-as-
profit-rise-gives-brand-its-best-ever-year/> Accessed 29 March 2018.
Rundle-Thiele, S., Ball, K. and Gillespie, M. (2008), “Raising the bar: from corporate
social responsibility to corporate social performance”, Journal of Consumer Marketing,
Vol. 25 No. 4, pp. 245-53.
Smedley, T., 2014. “’Every little helps’: A Distraction Or The Making Of Big
Sustainable Business”. The Guardian [online] Available at:
<\https://www.theguardian.com/sustainable-business/every-little-helps-distraction-
making-sustainable-business/> Accessed 27 March 2018.

Smith, A., 1937, An Inquiry into The Nature and Causes of the Wealth of Nations. Ed.
Edwin Cannan and Max Lerner. New York: Modern Library.
Smith, D., 2007, "Making the Case for the Competitive Advantage of Corporate Social
Responsibility." Business Strategy Series 8.3: 186-95.
Smith, E., 2011, "Defining Corporate Social Responsibility: A Systems Approach For
Socially Responsible Capitalism." Thesis. University of Pennsylvania.

Taylor, V., 2010. “The Most Imaginative CSR Ad Campaigns”. Forbes [online]
Available at: <\https://www.forbes.com/2010/07/09/pepsi-macys-twitter-tide-levis-
advertising-responsibility-cmo-network-imaginative-csr.html#ad4fcc587072/>
Accessed 28 March 2018.
Tran, T., 2015, “Corporate Social Responsibility and Profits: A Tradeoff or a Balance”.
Center on Democracy, Development, and the Rule of Law. Stanford University. [pdf]
Available at:
<\http://cddrl.fsi.stanford.edu/sites/default/files/thuy_tran_cddrl_thesis_v3.pdf/>
Accessed 29 March 2018.
 18

Warhurst, A. (2005) 'Future roles of business in society: the expanding boundaries of

corporate responsibility and a compelling case for partnership' Futures Vol.37 (2-3),
pp.151-168
Willsher, K. (2015) 'Man who forced French supermarkets to donate food wants to take
law global' The Guardian. May 25 [online] Available
at http://www.theguardian.com/world/2015/may/25/french-supermarkets-donate-food-
waste-global-law-campaign