Preparing for

Success

Cause Marketing in Fashion

LIM College Graduate Studies
Professor Hope Freedman
Semester 1, 2018
Monitoring, Measurement & Evaluation: Agenda

• Preparing for Success

– Measurement

– Evaluation

• Types of Metrics
– Business/Brand
– Nonprofit
– Comparison

• Measurement

– Key Challenges

– Key Takeaways

5
 Preparing for Success:
Measurement & Evaluation

▪ Marketers tend to rely heavily on appropriate, robust

data
o Evidence of good investment

▪ Metrics help build a learning component into the

program
o Help guide future work

Source: H. Freedman, Thinking Like A Brand Manager A Primer for Nonprofits, April 12, 2011, http://www.companiesandcauses.com/lessons-learned/thinking-like-a-brand-manager-a-
primer-for-nonprofits/#more-178
 Preparing for Success:
Measurement & Evaluation
▪ At the beginning, solid metrics must be
established that clearly define outcomes
linked to strategies (e.g. increased awareness,
sales growth)

▪ Companies and nonprofits need to have an

open dialogue as to what outcomes and
tactics are prudent and reasonable to
measure
o Provide value for each party
Source: H. Freedman, Thinking Like A Brand Manager A Primer for Nonprofits, April 12, 2011, http://www.companiesandcauses.com/lessons-learned/thinking-like-a-brand-manager-a-
primer-for-nonprofits/#more-178
 Preparing for Success:
Measurement & Evaluation

▪ Meaningful, tangible results may include:

o # of $$$ raised

o # of people reached or served

o # of media impressions

Source: H. Freedman, Thinking Like A Brand Manager A Primer for Nonprofits, April 12, 2011, http://www.companiesandcauses.com/lessons-learned/thinking-like-a-brand-manager-a-
primer-for-nonprofits/#more-178
 Preparing for Success:
Measurement & Evaluation
▪ Collaboration on 2-3 key desired outcomes
that are most valuable for each
o Tactically, what does success look like for each program
element?

▪ Look to utilize existing tracking tools that

could be customized to measure
o Ex: Affinity credit card applications as an indicator of
customer loyalty

Source: H. Freedman, Thinking Like A Brand Manager A Primer for Nonprofits, April 12, 2011, http://www.companiesandcauses.com/lessons-learned/thinking-like-a-brand-manager-a-
primer-for-nonprofits/#more-178
 Measurement: Types of Metrics
Measurement of outcomes that show resulting changes in status, behavior or
condition from these activities
– Performance of that activity in actual marketplace
– Tangible and intangible

Business Metrics*:
Social metrics*:
1. Increased sales/revenue 1. Money raised
2. Reduced costs 2. Heightened awareness
3. Increased awareness 3. Enhanced imagery
4. Consumer loyalty (redemption/sign-ups) 4. People reached with message
5. People served with services/program
5. Market share gains
6. Reduced number of “disadvantaged”
6. Media impressions people (e.g. number of uninsured)
7. Employee engagement 7. Increased access to vital information
8. Return on Investment (ROI) and/or services
9. Leads 8. Media impressions
9. Larger donor base
10. Conversions
11. Cost per Applicant (CPA) * NOTE: Not an exhaustive list and not
in priority order

Sources: Jason Saul, Social Innovation, Inc., Jossey-Bass, 2011, p. 171; http://selfishgiving.com/cause-practices/how-businesses-measure-cause-marketing-roi
 Measurement: Types of Metrics
▪ Can match similar goals, despite different operating models and activities
o Money, awareness, brand strength, promotion/publicity, human capital

Business Metrics*: Social metrics*:

1. Increased sales/revenue 1. Money raised
2. Reduced costs 2. Heightened awareness
3. Increased awareness 3. Enhanced imagery
4. Consumer loyalty (redemption/sign-ups)
4. People reached with message
5 Market share gains
5. People served with services/program
6. Enhanced brand equity
6. Reduced number of “disadvantaged”
7. Media impressions
people (e.g. number of uninsured)
8. Employee engagement
7. Increased access to vital information
9. Return on Investment (ROI) and/or services
10. Leads
8. Media impressions
11. Conversions
9. Larger donor base
12. Cost per Applicant (CPA)

Sources: Jason Saul, Social Innovation, Inc., Jossey-Bass, 2011, p. 171; http://selfishgiving.com/cause-practices/how-businesses-measure-cause-marketing-roi
https://www.youtube.com/watch?v=HoA6Kr7s1n4
 Challenges of Measurement
▪ May be difficult to prove “cause and effect” relationship to
the exclusion of other factors

▪ Instead, show:
➢ Substantial contribution to the outcome
➢ Correlation and an improvement of a particular score

Example: Aetna national health insurance company

partners with CVS pharmacy to offer free flu shots in a
particular city
• While decrease in amount of reported flu cases can’t be
attributed only to this partnership program, initiative
certainly made a significant contribution to that outcome

Sources: Jason Saul, Social Innovation, Inc., Jossey-Bass, 2011, p. 172; J. Daw, C. Cone, K. Merenda & A. Erhard, “Breakthrough Nonprofit
Branding”,John Wiley & Sons, Inc., 2011, p. 223-224.
 Key Takeaways

▪ In many cases, measurement is missing in cause

campaigns.
– Different expectations held by companies and
nonprofits

▪ Metrics have become very important

– Companies and non-profits are now being held
more accountable

▪ Mutually agreed metrics must be established at

before implementation of cause marketing program