Recently, I was in a meeting with executives from a large multi-national company, who were enthralled with an ambitious philanthropic and cause marketing idea envisioned by a colleague of mine. And, it wasn't that the idea was cool, hip or would make their brands more money or increase brand equity...though the idea could easily be categorized in any of these ways. There was something more.
What struck me (and the others in the room) is how selfless my colleague was in his presentation of this big idea. He lived, breathed and was unrelenting in his pursuit of the greater good simply for the sake of humanity. It was apparent from the onset how committed, passionate and tireless he was about helping people in a meaningful, informed and ambitious way. Quite simply, he invigorated the people in the room, and made them realize how powerful brands are fueled by people, people who have the power to positively affect lives on a grand scale.
So often, cause marketing programs are developed from the inside out. Sometimes, the approach leverages a core competency to do good--check out AOL's new 365 project, which launches in April (http://365aol.com/). And, unlike lauded Target, which has earmarked 5% of profits since 1946 for its causes (more than $3 million a week), most are fly by night endeavors that wind down as quickly as they are launched.
But, too many times, brand managers and marketers look around and try to figure out what cause to get behind because there is a connection, a popular trend or an opportunity to get credit. Too often, this devolves into more smoke and mirrors than donations or misguided efforts that don't necessarily get the intended results.
While the Pepsi Refresh campaign was ranked as one of the top ten cause marketing campaigns of 2010, when initially launched, it got heat (from the Wall Street Journal among others) for funding large, well mobilized alliances over smaller more grassroots efforts as a result of its voting and payout structure, which has since been tweaked. As The Wall Street Journal article said of the effort, "Pepsi's Refresh Project drew rabid competition for the prize money--perhaps too rabid."
During our meeting, my colleague showed us all that when there's knowledge, insight and a plan that can truly make a difference, brands, causes and ultimately, people are best served. It just takes equal parts creativity, commitment and caring. Oh, and it helps if the marketers have access to a philanthropic insider who really understands the cause and the needs, too.
Note to marketers: Remember to leave room at the table for the philanthropic expert, put down your mobile device, and be prepared to truly listen.
