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RESEARCH PRODUCT

Choosing the Right Cause: The Moderating Role of Meta-Cognitions in Cause-Related Marketing Effectiveness

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In recent years, consumers’ expectations in terms of corporate obligations have changed, such that the ethical and philanthropic dimensions of Carroll’s (1979) corporate social responsibility (CSR) pyramid have evolved from desired to presupposed responsibilities. Beyond the consequentially increasing prevalence of CSR activities, considerable attention has been given to cause-related marketing (CRM) in marketing research and practice (Bigne Alcaniz, Chumpitaz Caceres, and Curras Perez, 2010). CRM is defined as a “process of formulating and implementing marketing activities that are characterized by an offer from the firm to contribute a specified amount to a designated cause when customers engage in revenue-providing exchanges that satisfy organizational and individual objectives” (Varadarajan and Menon, 1988). Existing research supports the notion that CRM exerts an important impact on consumers’ buying behavior and enhances the image of the sponsoring company or brand (Barone et al., 2000; Bigne Alcaniz et al., 2010; Gupta and Pirsch, 2006; Lafferty, Goldsmith, and Hult, 2004; Nan and Heo, 2007). Furthermore, literature indicates that a systematic choice of the cause affects the effectiveness of CRM activities (Varadarajan and Menon, 1988). More specifically, the majority of studies highlight the importance of fit between the cause and the sponsoring company or brand (Becker-Olsen, Cudmore, and Hill, 2006; Ellen, Mohr, and Webb, 2000; Lafferty et al., 2004). There is, however, some evidence that fit might be necessary but not sufficient for CRM success (Pracejus and Olsen, 2004). As such, additional research on relevant cause characteristics is needed in order to guide managerial decisions (Nan and Heo, 2007). With this in mind, this study empirically examines the impact of meta-cognitions in terms of the validity of consumer attitudes toward the cause in a high-fit condition.