SOSYAL PAZARLAMANIN FİRMALARIN PERFORMANSLARI VE

Year 2017, Volume: 4 Issue: 12, 566 - 581, 01.12.2017

Serap Korkarer Meri Taksi Deveciyan Cem Çetin

Abstract

In today's postmodern world with the acceleration of digitalization and technology and the acceleration of change consumers shape their preferences not only based on price and quality, but also on the sensitivity to the environment. In this context, marketing viewpoints evolved to evaluate the consumers as both rational decision-making beings, and social and emotional-decision making ones. Researches have shown that companies interested in environmental and human-focused issues have a positive impact on people which tends people to be attracted to buy their products and services, which are associated with such a good purpose. For this reason, businesses have had to build social marketing strategies via which they can reach people's spirits by creating partnerships with non-profit-making institutions, public institutions, engaging in social issues, and associating their activities with their products, thereby captivating and creating loyal customers. Firms acquire economic and social benefits through social marketing. Campaigns in this strategy, which started with the American Express's CRM campaign to renovate Statue of Liberty in the 1980s, serve a dual purpose; on one side raising awareness, support, and on the other side increasing corporate reputation, loyalty and financial gains. Thus, businesses have transformed their short-term aid activities into a long-term, planned, effective strategy within the framework of mutual winnings. In this study, social marketing and the effect of this marketing strategy on the performance and sustainability of firms will be examined

Keywords

Social marketing, corporate social responsibility, sustainability, performance, brand partnership

SOSYAL PAZARLAMANIN FİRMALARIN PERFORMANSLARI VE SÜRDÜRÜLEBİLİRLİKLERİNE ETKİSİ

Abstract

Dijitalleşme ve teknoloji ile birlikte değişimin ivmelenmesinin arttığı günümüzün postmodern dünyasında tüketiciler, tercihlerini sadece fiyat ve kalite bazlı değil, aynı zamanda çevreye olan duyarlılığa göre de biçimlendirmektedir. Bu bağlamda, dönemin şartlarına istinaden her alanda olduğu gibi pazarlama bakış açısı da müşterileri salt rasyonel karar alan varlıklar değil sosyal, duygusal varlıklar olarak da görecek şekilde evrimleşmiştir. Yapılan araştırmalar, çevre ve insan odaklı konularla ilgilenen şirketlerin insanlar üzerinde pozitif etki yarattığı ve bu şekilde iyi bir amaçla ilişkilendirilen bir ürünü desteklemek için insanları, bu şirketlerin ürün ve hizmetlerini almaya eğilimli hale getirdiğini ortaya çıkarmaktadır. İşletmeler bu sebeple, kar amacı gütmeyen kurumlar, kamu kurumları ile ortaklıklar kurmaya başlamış, toplumsal ve sosyal konulara duyarlı faaliyetlerde bulunarak ve faaliyetlerini ürünleri ile ilişkilendirerek insanların ruhlarına ulaşmak ve dolayısıyla da kendilerine müşteri çekebilecekleri ve sadık müşteri oluşturabilecekleri sosyal pazarlama stratejilerini oluşturmak durumunda kalmışlardır. Firmalar, sosyal pazarlama ile ekonomik ve sosyal kazanımlar elde etmektedirler. 1980 lerde American Express’in Hürriyet Heykeli hareketi ile başlayan bu stratejide kampanyalar, çift yönlü amaca hizmet etmektedirler; bir taraftan sosyal konularda farkındalığı artırmak, desteklemek diğer taraftan kurum itibarını, sadakati ve finansal kazanımları artırmak. Böylece işletmeler kısa süreli yaptıkları yardım faaliyetlerini karşılıklı kazan kazan çerçevesinde uzun vadeli, planlanmış, etkili bir strateji haline dönüştürmüşlerdir. Bu çalışmada sosyal pazarlama ile ilgili alanyazın ve stratejinin firmaların performansları ve sürdürülebilirlikleri üzerine olan etkileri incelenecektir

Keywords

Sosyal pazarlama, kurumsal sosyal sorumluluk, sürdürülebilirlik, performans, marka ortaklığı

References

• Andreasen, A. R. (2002). Marketing social marketing in the social change marketplace. Journal of Public Policy & Marketing, 21(1), 3-13.
• Andreasen, A. R. (2006). Social marketing in the 21st century: Sage.
• Arussy, L. (2002). Customer experience management: the heartbeat of your business. C@ all Center CRM Solutions, Norwalk, CT available at: http://www. tmcnet. com/ccs/oe1000. htm.
• Barney, J. B., & Hansen, M. H. (1994). Trustworthiness as a source of competitive advantage. Strategic management journal, 15(S1), 175-190.
• Baron, D. P., & Baron, D. P. (2003). Business and its environment: Prentice Hall Upper Saddle River, NJ.
• Bayraktaroğlu, G., & İlter, B. (2007). Sosyal pazarlama: engeller ve öneriler. Ege Akademik Bakış, 7(1), 117-132.
• Berry, L. L., Carbone, L. P., & Haeckel, S. H. (2002). Managing the total customer experience. MIT Sloan management review, 43(3), 85.
• Birliği, T. D. (2017). TDB, FDI ve SIGNAL ELELE… ‘AĞZINA SAĞLIK TÜRKİYE’. Retrieved from http://www.tdb.org.tr/tdb/v2/haber_goster.php?id=1337
• Bovaird, T. (2004). Public–private partnerships: from contested concepts to prevalent practice. International review of administrative sciences, 70(2), 199-215.
• Brown, A., Fleetwood, S., Roberts, J. M., & Roberts, M. (2002). Critical realism and Marxism: Psychology Press.
• Calhoun, J. (2001). Driving loyalty by managing the total customer experience. Ivey Business Journal, 65(6), 69-73.
• Carbone, L. P. (1998). Total customer experience drives value. Management review, 87(7), 62-63.
• Clarkson, M. E. (1995). A stakeholder framework for analyzing and evaluating corporate social performance. Academy of management review, 20(1), 92-117.
• Clutterbuck, D., & Goldsmith, W. (1998). Customer care versus customer count. Managing Service Quality: An International Journal, 8(5), 327-338.
• Cone, I. (2004). Cone Corporate Citizenship Study: Boston: Cone.
• Costanzo, M., Archer, D., Aronson, E., & Pettigrew, T. (1986). Energy conservation behavior: The difficult path from information to action. American psychologist, 41(5), 521.
• Dailey, W. (2015). Global Consumers Willing to Make Personal Sacrifices to Address Social and Environmental Issues. Retrieved from http://www.conecomm.com/newsblog/2015-cone-ebiquity-csr-study-press-release
• Drumwright, M. E. (1996). Company advertising with a social dimension: The role of noneconomic criteria. The Journal of marketing, 71-87.
• Elkington, J. (1998). Partnerships from cannibals with forks: The triple bottom line of 21st‐ century business. Environmental Quality Management, 8(1), 37-51.
• Epstein, M. J., & Roy, M.-J. (2001). Sustainability in action: Identifying and measuring the key performance drivers. Long range planning, 34(5), 585-604.
• Evans, M., Stoddart, H., Condon, L., Freeman, E., Grizzell, M., & Mullen, R. (2001). Parents' perspectives on the MMR immunisation: a focus group study. Br J Gen Pract, 51(472), 904-910.
• Fombrun, C., & Shanley, M. (1990). What's in a name? Reputation building and corporate strategy. Academy of Management Journal, 33(2), 233-258.
• Foote, J., Gaffney, N., & Evans, J. R. (2010). Corporate social responsibility: Implications for performance excellence. Total Quality Management, 21(8), 799-812.
• Fudenberg, D., & Tirole, J. (2000). Customer poaching and brand switching. RAND Journal of Economics, 634-657.
• Gard, L. (2004). We’re good guys, buy from us. Business Week, 3909, 72-73.
• Gauthier, C. (2005). Measuring corporate social and environmental performance: the extended life-cycle assessment. Journal of business ethics, 59(1), 199-206.
• Gibson, H., Tynan, C., & Pitt, L. (1993). What is marketing?: a qualitative and quantitative analysis of marketing decisions. Paper presented at the Proceedings, Marketing Education Group Conference.
• Gilmore, J. H., & Pine, B. J. (2002). Customer experience places: the new offering frontier. Strategy & Leadership, 30(4), 4-11.
• Görgülü, G., & Görgülü, N. Ş. (2010). Pazarlama 3.0: yeni çağın pazarlama yaklaşımı: Pazarlama 3.0.
• Grönroos, C. (1997). Keynote paper From marketing mix to relationship marketing-towards a paradigm shift in marketing. Management decision, 35(4), 322-339.
• Harvey, P. D. (1999). Let every child be wanted: How social marketing is revolutionizing contraceptive use around the world: Praeger Pub Text.
• Heal, G. (2005). Corporate social responsibility: An economic and financial framework. The Geneva papers on risk and insurance-Issues and practice, 30(3), 387-409.
• King, M. E., & Lessidrenska, T. (2010). Dünya'nın geçici bekçileri: Dünya'daki yaşamı sürdürülebilir kılmak için: Caretta.
• Kotler, P. (2000). Pazarlama Yönetimi (Vol. 1). İstanbul: Beta Basım Yayım Dağıtım AŞ.
• Kotler, P. (2011). Reinventing marketing to manage the environmental imperative. Journal of Marketing, 75(4), 132-135.
• Kotler, P., & Armstrong, G. (2010). Principles of marketing: Pearson education.
• Kotler, P., & Lee, N. (2005). Best of breed: When it comes to gaining a market edge while supporting a social cause,“corporate social marketing” leads the pack. Social Marketing Quarterly, 11(3-4), 91-103.
• Kotler, P., & Levy, S. J. (1969). Broadening the concept of marketing. The Journal of marketing, 10-15.
• Kotler, P., & Roberto, E. L. (1989). Social marketing. Strategies for changing public behavior.
• Kotler, P., Roberto, N., & Lee, N. (2002). Social marketing: Improving the quality of life.
• Kotler, P., & Zaltman, G. (1971). Social marketing: an approach to planned social change.
• The Journal of marketing, 3-12.
• Kubacki, K., & Rundle-Thiele, S. (2014). Contemporary issues in social marketing: Cambridge Scholars Publishing.
• Lee, M. D. P. (2008). A review of the theories of corporate social responsibility: Its evolutionary path and the road ahead. International journal of management reviews, 10(1), 53-73.
• Lee, N. R., & Kotler, P. (2011). Social marketing: Influencing behaviors for good: Sage.
• Lilley, R. (2007). What can social marketing offer public health? Roy Lilley reflects on the latest marketing techniques influencing public health care within the NHS. Primary Health Care, 17(9), 22-23.
• Luo, X., & Bhattacharya, C. B. (2006). Corporate social responsibility, customer satisfaction, and market value. Journal of Marketing, 70(4), 1-18.
• MacMillan, I. C., & McGrath, R. G. (1997). Discovering new points of differentiation. Harvard Business Review, 75(4), 133-138, 143-135.