Solicitations for Charity at Checkout and Consumer Responses: An Abstract

Support for a Change

 In 1971, Kotler and Zaltman stated that selling social causes is just as important as selling soap. The same idea was shared by the clients. Most participants spoke of the value of the networks developed through their experiences with the non-profit. Networks of social support are developed with the help of other stakeholders, such as staff, volunteers, and clients, along with business partners from corporate contributors. The latter in particular reflects the goals for economic stimulus often sought through CSR-driven support of non-profits (Andreasen 1996; Brooks 2007). This is the case for Diane who has moved beyond the initial crossroad situation to achieve employment yet wants to build a career that will offer more security. She states, “The current need is more networking, mentor relationships, and internships…exposure to different career opportunities…role models and support from others who have reached success.” Stephanie shared her thoughts on the support she has received from the nonprofit, “I no longer feel alone…wow, the support and positive help they offer has helped me survive my setbacks as I keep trying to get out of poverty.” According to Maddy et al. (2015), there are significant, positive correlations between a supportive social system, self-esteem and self-efficacy, and particularly when it is aimed at economic independence. At the same time that it provides hope for change, the social support received through the non-profit also offers a means for economic empowerment. As Claudia pointed out, this is a lasting goal, “It means using the empowerment of other(s)…who gather to grow, learn and strengthen one another while focusing on employment and building self-esteem.” The non-profit also seemed to help clients create change through the increased levels of confidence associated with the experience. Julie revealed, “I felt deflated, then I felt renewed…like a butterfly.” These particular non-profit’s services help women learn to help themselves through building networks and fostering friendships. Crystal views this aspect of the non-profit as vital to achieving her ultimate goal of stable employment through a professional career, “It means a lot to me because they are someone I can count on to help me and make me feel ready for the world.” Through the social support offered by this non-profit, clients are able to make a change in current behaviors for a brighter future.

Hope for a Better Future 

As frequently as participants talked about the help provided, they also referred to the hope that they received through the services they have access to. Hope is the feeling, expectation, or desire for a certain thing to happen, while help makes it easier for that certain thing to happen. Both concepts surfaced frequently throughout the interviews. For example, Kendra talked about the importance of hope when At the Intersection of Social Marketing and Public Policy:

Conclusions and Implications for Theory and Practice

Non-profits like the one focused on in this study fill societal voids and facilitate a
social return on CSR investment through economic growth (Brooks 2007). As this
study illustrates, through the perspective of the client as the stakeholder, a better
understanding of the utility of a non-profit’s services can be achieved. Clients’ experiences with a non-profit may not always be positive, and successes may not be
evident overnight, suggesting the potential for disconnect between the actual experiences of the clients and the expectations of the non-profit’s other stakeholders, such
as contributors and staff. Indeed, it is critical to acknowledge a realistic timeframe
for change and, in this study, economic independence. As Teresa puts it, “Well for
me it may get worse before it gets better but they will stand with me and in the end
I will be ok.”
Through examination of clients’ experiences, this study sheds light on the continuum from crisis to change that individuals follow and suggests that it would be a
useful marketing tool by non-profits. Likewise, findings of this study point to the
ways that social marketers can work with public policy makers to facilitate economic
growth through independence (Andreasen 1994; Stewart 2015; Wilkie and Moore
2012). Although this study offers insight into what it means to be a client of a nonprofit, there is still a need to dig deeper into this perspective to create effective social
marketing campaigns (Stewart 2015; Thaler and Helmig 2013).

Abstract Despite its growing popularity, the implication of point-of-purchase solicitations is unclear. Some research has shown that CRM activities are positively viewed by shoppers (Ellen et al. 2000), and others have shown that it can backfire (Osterhus 1997). It is specifically unclear if point-of-purchase solicitations boost a retailer’s reputation, sales, and shopper loyalty or result in any other competitive lift. Although understanding the impact of point-of-purchase solicitations on retail performance is important, research to date has not addressed this issue in sufficient detail. We fill this gap with the goal of exploring how CRM activities which involve direct participation by the shopper impact retailers. To determine the impact of point-of-purchase charitable solicitations on retail performance, we conducted three survey-based experiments. Together, our results highlight important trends. First, we demonstrate that point-of-purchase donation programs have a grossly negative impact on retailers. We specifically demonstrate that shoppers asked to donate to charities during checkout exhibit significantly lower satisfaction levels than those not asked to donate. Given what the field already knows about the link between satisfaction and performance (e.g., Anderson et al. 1993), this means that checkout-based donation programs adversely impact retail performance. Thus, retailers that solicit point-of-purchase donations are likely to underperform relative to comparable peers. This is not to say that retailers should avoid CRM activities but understand that the structure of such programs is critical to retail success. For example, instead of inviting shoppers to participate in charitable programs at checkout, retailers may be best served by maintaining charitable relationships at corporate levels and showcasing these partnerships through advertising or in-store displays. And retailers that want to maintain charity at checkout programs should work to build communal relationships with shoppers before soliciting such donations. For instance, retailers should repeatedly commit to initiatives that support shoppers and host free events that benefit shoppers.