다국적 기업 인지도 변화

570 views

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
570
On SlideShare
0
From Embeds
0
Number of Embeds
9
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

다국적 기업 인지도 변화

  1. 1. 다국적 기업 인지도 변화 Anna Jo Brain Dynamics Laboratory KAIST
  2. 2. Contents § Managerial Dimensions of Cause- related Marketing: Corporate and marketing objectives § Bad news management effect for CSR Model: Proactive/ Reactive § Flow Chart for experimental paradigm § Proposed Hypotheses
  3. 3. Corporate and Marketing Objectives Case Histories Consumer-Corporate ability bond Increasing the attractiveness of its § Increasing Sales products § Enhancing Corporate Stature § Thwarting negative publicity Bad News Management effect § Customer Pacification § Facilitating market entry § Increasing the level of trade Social/Environmental merchandising activity for brand i) Social: poverty reduction, health/medical related promoted. initiatives ii) Environmental: Recycling and waste consideration, energy efficiency, “green marketing” iii) Ethical: animal rights, self- empowerment 출처: P. Rajan 1988 J. Marketing CM: A Coalignment of Marketing Strategy and Corporate Philanthropy
  4. 4. Corporate and Marketing Objectives Case Histories Consumer-Corporate ability bond Increasing the attractiveness of its § Increasing Sales products § Enhancing Corporate Stature § Thwarting negative publicity Bad News Management effect § Customer Pacification § Facilitating market entry § Increasing the level of trade merchandising activity for brand Proactive/Reactive i) Proactive program: to increase promoted. visibility or enhance corporate image ii) Reactive program: to respond Empirical Evidence to stakeholder concerns, or in response to obvious business Proactive messages have a positive overall mismanagement(e.g. effect on consumer perceptions of corporate environmental mishap, social associations. mishaps) 출처: P. Rajan 1988 J. Marketing CM: A Coalignment of Marketing Strategy and Corporate Philanthropy
  5. 5. Corporate and Marketing Objectives Strategic Philanthropy Classification Schema Proactive General Reactive General § Altruism Model § Profit maximization Model § Profit maximization Model § Political and institutional power § Political and institutional power model model Proactive Directed Reactive Directed § Reactive Recovery Model § Reactive Recovery Model § Political and institutional power model l Tested by Reebok, Nike, Fila, Accent(fictitious brand) 출처: Ricks Jr, J. 2005 J.Consumer marketing An assessment of strategic corporate philanthropy on perception of brand equity variables
  6. 6. Cause Related Marketing A means of demonstrating a corporation’s social commitment Corporate Societal Marketing Corporate Issue Promotions Corporate Social Marketing Corporate Reputation Social issues Marketing Pro-social Marketing Passion branding 6 familiar Corporations Mcdonald’s Levi’s Adidas Toyota PepsiCo Samsung 출처: Ricks Jr, J. 2005 J.Consumer marketing An assessment of strategic corporate philanthropy on perception of brand equity variables
  7. 7. Questions 1. 다른 회사와 비교하여 (맥도날드의 햄버거)는 매우 고품질이다. 2. (맥도날드 햄버거)는 다른 회사의 (햄버거)보다 훨씬 잘 팔린다. 3. 만일 당신이 (햄버거)를 구입한다면, 얼마나 (맥도날드 햄버거)를 구입할 의사가 있는가? 4. (맥도날드)는 사회적 책임을 다하는 회사이다. 5. 나는 일관된 고품질의 (햄버거)하면 (맥도날드)라고 생각한다. 6. (맥도날드)는 훌륭한 기업 시민이다. 7. 당신이 (햄버거)의 구매를 고려 중이라면 (맥도날드 제품)을 구매할 확률을 표시 하시오. 8. (맥도날드)는 사회를 이롭게 하는 기업이다. *O: Original Corporate Image *G: After Good News *B: After Bad News
  8. 8. Mcdonald’s 1 0.8 0.6 0.4 0.2 O->G 0 O->B Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 G->B -0.2 -0.4 -0.6 -0.8 -1
  9. 9. Adidas 2 1.5 1 0.5 O->G O->B 0 G->B Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 -0.5 -1 -1.5
  10. 10. Levi’s 2 1.5 1 O->G 0.5 O->B G->B 0 Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 -0.5 -1
  11. 11. Toyota 2 1.5 1 0.5 O->G O->B 0 G->B Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 -0.5 -1 -1.5
  12. 12. PepsiCo 2 1.5 1 O->G 0.5 O->B G->B 0 Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 -0.5 -1
  13. 13. Samsung Electronics 0.6 0.4 0.2 O->G 0 O->B Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 G->B -0.2 -0.4 -0.6

×