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Article
Publication date: 12 June 2009

Kylie McMullan, Pinder Rehal, Katy Read, Judy Luo, Ashley Huating Wu, Leyland Pitt, Lisa Papania and Colin Campbell

This purpose of this paper is to facilitate the exploration of marketing strategy in general and branding strategy in particular for a non‐profit, governmental institution.

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Abstract

Purpose

This purpose of this paper is to facilitate the exploration of marketing strategy in general and branding strategy in particular for a non‐profit, governmental institution.

Design/methodology/approach

Students are taken to 2005 when the Canadian Forces needed to increase recruitment. Canada's ageing population and the war in Afghanistan were just two of the many reasons driving an immediate focus on signing up new young Canadians. However, the task was proving more difficult than anticipated.

Findings

A particular challenge lay in that the army's brand – always conservatively constructed to reflect the more peaceful side of military life – had served to alienate many would‐be soldiers who interpreted this portrayal as patronizing and boring. However, a new campaign focused on the more militaristic realities of war might have served only to put off the families of potential recruits to whom these youths turned for advice and support. With the face of the military presented largely through its recruitment campaigns, the Canadian Forces' marketing department needed to do some introspection in order to determine how to proceed.

Originality/value

This case serves to highlight the importance of branding and marketing strategy in a non‐traditional setting and related prompt discussion and learning. This case is intended for classroom use only. It is not intended to demonstrate effective or ineffective handling of a business situation.

Details

Marketing Intelligence & Planning, vol. 27 no. 4
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 27 May 2014

Béchir Ben Lahouel, Jean-Marie Peretti and David Autissier

This paper aims to explore the power of one of the primary organizational stakeholders (shareholders) in the development of a corporate social performance (CSP) score. Few…

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Abstract

Purpose

This paper aims to explore the power of one of the primary organizational stakeholders (shareholders) in the development of a corporate social performance (CSP) score. Few research works in the CSP empirical literature have studied the relationship between stakeholder power and CSP.

Design/methodology/approach

Stakeholder theory is used as a theoretical framework to explain how shareholder voting power can influence the CSP level of French publicly listed companies. Stakeholder theory is tested through the operationalization of Ullmann’s (1985) three-dimensional model. Hypotheses related to shareholder voting power, strategic posture and financial performance are formulated through a literature review. A Data Envelopment Analysis approach was presented as a strong tool to measure CSP level. Multiple linear regressions were undertaken to test the hypotheses in a sample of 129 French companies between 2006 and 2007.

Findings

The results indicate that companies with dispersed ownership and high proportion of institutional shareholders record a high score of CSP. Strategic posture measured by the implementation of environmental certification standard was positively and significantly related to CSP. Financial performance does not affect significantly the level of CSP.

Originality/value

This paper is the first to empirically analyse the relationship between Ullmann’s three-dimensional model and CSP level in the French context. It offers to managers a better understanding of the power that certain stakeholders can use to acquire satisfaction.

Details

Corporate Governance, vol. 14 no. 3
Type: Research Article
ISSN: 1472-0701

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