MARCO TECNOLOGICO

CARE relationships between causes/charity-/NPOs and firms have displayed various levels of proximity in the past. In some cases the CARE programmes “evolved into a close working relationship”, while in others, impressions are that relational levels are low or non-existent (Baghi & Gabrielli, 2013; Varadarajan & Menon, 1988:63). Several researchers have provided guidelines for the process of selecting a partner for CARE and for managing the relationship, due to the importance of these processes.

Sagawa and Segal (2000) provided four guidelines that are relevant for for-profit and NPOs:

1. Maximising potential should be a key focus. CARE as an approach will reap more benefits if it involves retailers and other possible stakeholders, instead of only focusing on the consumer as the only target. Focusing only on the consumer may limit the value creation potential of a campaign, be less effective and yield fewer benefits. (Sagawa & Segal, 2000)

2. Making a commitment to a single cause over the long-term generates more positive effects.

3. Developing an asset and sharing the strength. A social sector or NPO should focus on the development of a strong brand that signifies an appealing cause and a good reputation, and generates consumer awareness and recognition. In addition to a strong brand, the ability to promote the CARE partnership is critical and should be kept in mind throughout. (Sagawa & Segal, 2000)

4. Integrating corporate partners into the family. A social sector or NPO will more likely attract multiple corporate partners if it has the ability to meet the needs of each. (Misra, 2014; Sagawa & Segal, 2000)

Sagawa and Segal (2000) conclude that a CARE relationship should be treated as a new value partnership where the following aspects should be present: ongoing communication; the generation of new opportunities; mutuality and collaboration with a focus on what can be achieved together and gained individually (Svensson & Wood, 2011); multiple level of

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engagement; an open-ended relationship (although exchange activities might be date- specific); new value creation.

Daw (2006) suggests seven steps that firms can employ to build successful relationships with societal partners. The seven steps are:

1. Seek for a cause that links with the for-profit organisation’s goals and assets.

2. Follow an approach of strategic collaboration and focus on what each partner can contribute to the relationship rather than on the need of the NPO.

3. Combine your assets with the assets of the other partner in the relationship and apply the assets to generate maximum benefits.

4. Create and maximise value for both partners through joint planning.

5. Execute the joint plan through setting up suitable structures, delivering on commitments and contributing more than expected.

6. Communicate the values of both parties to internal and external audiences.

7. Aim at creating a win-win-win relationship for the non-profit, community (including consumers) and for-profit organisation and focus on celebrating successes, evaluating performance and building on past experiences (Daw, 2006).

In addition to the seven steps for building a successful CARE programme, Daw (2006) mentions the importance of several other activities. Identifying goals for the CARE programme is essential. Defining the cause brand and assets, looking for associative links, and building a brand-positioning statement are critical for an effective CARE campaign. It is further important to define both the tangible and intangible assets and resources that can be employed in the endeavour.

Adler (2006) suggests guidelines to assist for-profit organisations in identifying suitable potential non-profit partners and for building a newly formed CARE on a firm foundation. When identifying the proper partner, Adler (2006) has suggested that firms:

1. Determine whether the cultures of the firm and the NPO are aligned. 2. Identify differences between the cultures of the firm and the NPO.

3. Deliberately engage with the non-profit firm for the purpose of getting to know each other.

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Adler (2006) continued with suggestions for ensuring success for the aligned partnership:

1. Create an internal team from various departments and ensure that they understand CARE and the benefit thereof for the firm.

2. Develop communication strategies collaboratively. 3. Set realistic benchmarks for evaluation purposes.

Firms often develop their own checklists for selecting partners for CARE partnerships. Nike and its global grant manager have developed such an own checklist where they specify that partners should:

1. Be professional, dynamic and flexible,

2. Be experienced in the design and execution of national grant-making programmes, 3. Have credibility with key stakeholders,

4. Show commitment to a true partnership, and

5. Have experience in working with celebrities and a Fortune 500 firm (Adler, 2006).

In summary, it seems that the selection of a partner for a CARE campaign can be initiated either by the for-profit or the NPO (Svensson & Wood, 2011). However, it appears that, irrespective of the initiator of the process, the selection of a partner and the design and management of a partnership will be more effective when approached as a collaborative process where both partners demonstrate commitment, have integrity and experience goal achievement. In addition to sufficient communication, partnership evaluation and feedback, the issue of strategic fit between the partners and clarity on the targets that are aimed at seem critical for a successful CARE relationship (Svensson & Wood, 2011). Also, the degree of organisational commitment to a CARE programme and the “degree to which the cause is integrated into other programmes targeting both internal and external constituents” will impact on campaign effectiveness (Drumwright, 1996:85).