Abstract
In the last decades companies have started embracing Corporate Social Responsibility (CSR) for their Marketing Strategy (MS). Ethical scandals as well as financial scandals linked to companies and their brands have jeopardized several companies and consumers have even started boycotting purchases. Moreover, starting from the 1980s, mass marketing has been transformed into mass customisation and markets have been divided intomicro-markets and even individual markets. In such a scenario customers and markets have become very interested in CSR impacts of the products/services sell by the companies and customers often compare products using this way of thinking. As a consequence, companies have to integrate their strategic marketing initiatives with issues such as environmental management, health and safety for workers, social responsibility and have to take into account how this can affect sales. To the purpose, this research wants to investigate what are the methodologies for strategic planning and MS and subsequently what are the CSR issues related to it. The research is based on a case study of four European large manufacturing companies and demonstrates how MS can change depending on the kind of market and product, even if the budget for MS is similar.
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Chiarini, A. (2015). Marketing Strategy, Strategic Planning and Corporate Social Responsibility: An Exploratory Research. In: Chiarini, A. (eds) Sustainable Operations Management. Measuring Operations Performance. Springer, Cham. https://doi.org/10.1007/978-3-319-14002-5_1
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