Purpose -To provide a comprehensive managerial framework to understand and provide a well balanced and integrated stakeholder orientation for implementing corporate social responsibility in marketing. Design/methodology/approach -Many published articles provide significant findings related to narrow dimensions of stakeholder orientation in marketing. This article utilizes existing knowledge on this topic to support a methodology to implement a well-integrated corporate social responsibility program that encompasses marketing. Findings -The findings provide a grounded framework based on previous research that provides a step-by-step approach for implementing corporate social responsibility from a marketing perspective.Research limitations/implications -The framework developed in this paper provides an opportunity to examine to what extent the step-by-step methodology has been implemented in organizations as well as alternative approaches for implementation. Practical implications -This is a managerial guide for using a stakeholder model for implementing social responsibility in marketing. Originality/value -This paper fulfils a need for advancing knowledge on implementing social responsibility in marketing and provides a practical framework for managers who desire to implement social responsibility.

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Utilizing Resource-Advantage Theory as the underlying theoretical foundation and drawing on literature from a variety of disciplines, we develop a market-oriented sustainability framework. By incorporating sustainability into market orientation, the goal of strategic alignment of sustainability with marketing strategies is achieved to create a competitive advantage. Three constructs identified in the model are DNA, stakeholder involvement, and performance management. These three constructs are the drivers of sustainability. DNA is used as an extended metaphor to clarify and illustrate the workings of an organization and how sustainability may be implemented. This construct includes core ideology, dynamic capabilities, and societal engagement. The firm's DNA is communicated to both internal and external stakeholders, and stakeholders' concerns should be an influence on strategic marketing planning. Performance management is the third major construct in the model and includes corporate social performance and corporate financial performance metrics. Within the model explication, we offer propositions to support market-oriented sustainability research and provide directions for sustainability theory, research, and practice.

A positive model of consumers' trust of salesperson and manufacturer is developed which provides suggestions for improving relationships and increasing buyer ± seller trust. The findings indicate that buyer ± seller trust results from salesperson competence, lowpressure selling tactics, service quality, manufacturer ethical concern, and a general tendency to trust others. Product familiarity acts to decrease the overall trust of the salesperson. Manufacturer trust is fostered by satisfaction with the ownership experience, through the antecedents of satisfaction (salesperson competence, low-pressure selling tactics, product quality, and manufacturer ethical concern), and a general tendency to trust others. Global managerial implications and directions for future research are provided. D

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