PurposeThis study aims to develop a classification schema for strategic philanthropy as a framework for empirical investigation and managerial decision making. Additionally it aims to present experimental assessments of various types of philanthropy based on the classification schema.Design/methodology/approachThis study presents the results of two experiments examining the effects of different types and implementation strategies of philanthropy on consumer perceptions of brand equity variables.FindingsThe experiments suggest that in a proactive condition corporate philanthropy does have an overall positive effect on consumer perceptions of corporate associations. However, the effects did not transfer to brand evaluations or patronage intentions. Additionally, philanthropy as a part of a recovery strategy has a consistent but non‐significant effect on consumer perceptions.Research limitations/implicationsIn the study manipulations respondents received the response at the same time as they read about the crisis. This generally would not happen in actual situations. A second limitation is the lack of control or manipulation for history between the company and the target segment in the directed philanthropy conditions.Practical implicationsThe findings of this study have three managerial implications. First, traditional philanthropy may be effective for corporate or brand image objectives, but ineffective for brand evaluation and purchase objectives. Philanthropy directed toward a particular segment may also have a positive effect on consumers beyond that segment. Finally, in cases in which the objective is simply to thwart negative publicity, reactive philanthropy may not be a viable strategic option.Originality/valueThis study examines the effects of philanthropic activity on consumer perceptions of firms and the brands they market.
Corporate philanthropy describes the action when a corporation voluntarily donates a portion of its resources to a societal cause. Although the thought of philanthropy invokes feelings of altruism, there are many objectives for corporate giving beyond altruism. Meeting strategic corporate objectives can be an important if not primary goal of philanthropy. The purpose of this paper is to share insights from a strategic corporate philanthropic initiative aimed at increasing the pool of frontline customer contact employees who are performance-ready, while supporting curriculum development and infrastructure improvement for selected university business programs, creating a win-win situation for the company and the universities. This paper will address three objectives. First, we will examine the evolution of strategic philanthropy from the traditional view to its current position as a strategic option. Second, we will address the recruitment of front line talent needs (customer facing jobs in sales, customer service, and marketing) based on the profit maximization model of strategic philanthropy.Finally, we will offer conclusions and issues for future research.
Purpose:The present research examines the role of sales manager support in promoting the subjective well-being of salespeople as well as the function of the sales manager in cultivating positive, motivating and productive environments.Design/methodology/approach: An exploratory assessment of the relationship between sales manager support and emotional health in salespeople was conducted by interviewing sales professionals from diverse industries. The insight offered from these individuals, in conjunction with prior literature, provided the basis for the development of a conceptual model that elucidates the impact of sales manager support on the emotional well-being of salespeople and subsequently salesperson effectiveness. The model was tested using 154 salespeople. Structural equation modeling was used to analyze the data. Findings:Results indicate that sales manager support is negatively related to emotional exhaustion and rumination, but positively associated with fostering positive working environments and future expectations. Salesperson motivation is positively related to positive working environments and customer-oriented selling and negatively related to emotional exhaustion.Research limitations/implications: The study is cross-sectional in nature and no causal relationships could be established. Future studies might include field experiments that assess the effect of sales manager support on salesperson's well-being and behavior.Practical Implications: The study demonstrates the important role sales managers have in promoting the subjective well-being of salespeople. Originality/value: This research addresses how sales manager coaching specifically impacts elements of a salesperson's emotional health.Good sales managers support their sales teams by teaching, guiding and motivating them (Robert, mechanical construction).Sales managers play important roles in developing the skills of salespeople as well as helping the organization achieve its objectives. Sales managers are responsible for ensuring that the sales force has the tools and training necessary to achieve the organization's goals related to maintaining customer relationships, and increasing sales volumes and profit (Cravens et al., 1993;Deeter-Schmelz et al., 2002). As a result, coaching in the form of guidance and feedback from the sales manager is paramount. A manager who displays competence, models exemplary behaviors and is a supportive communicator, can create positive working environments which can result in confidence and trust among salespeople (Tanner and Castleberry, 1990;Panagopoulos and Nikolaos, 2009).Manager support is especially critical for salespeople. Salespeople are boundary spanners and the tasks and stressors associated with professional selling can be substantial (Babakus et al., 1999;Lewin and Sager, 2008). Role stressors among salespeople can include rejection, a client failing to move forward with a sale, and incongruent demands placed on the salesperson by the client and the firm (Lewin and Sager, 2008). Salespeople are ...
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