The hidden costs of cause marketing

  • 1 January 1970
  • Academic / Journal Article
  • Publisher : University of Nebraska Omaha
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This article explores the less apparent drawbacks and "hidden costs" associated with cause marketing initiatives. While often seen as mutually beneficial, the author argues that cause marketing can sometimes lead to superficial engagement, blurred organizational identities, or a dilution of philanthropic intent. It discusses potential ethical concerns, such as exploitation of social causes for commercial gain, and the risk of over-commercialization of social issues. The paper encourages a critical assessment of cause marketing strategies.

Author(s) :

AM Eikenberry

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Key topics

Corporate social responsibility

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