Comparative Analysis of Cause-Related Marketing and Social Marketing – Benefits and Costs for Hindustan Unilever, Procter & Gamble, and Tata Chemicals

 

Comparative Analysis of Cause-Related Marketing and Social Marketing – Benefits and Costs for Hindustan Unilever, Procter & Gamble, and Tata Chemicals

Abstract

This paper conducts a comparative evaluation of Cause-Related Marketing (CRM) and Social Marketing (SM) in the context of three industry-leading firms: Hindustan Unilever (HUL), Procter & Gamble (P&G), and Tata Chemicals. The study explores how campaigns designed around cognition, action, behavior, and values influence marketing effectiveness, corporate goodwill, and consumer engagement. A mixed-methods approach was applied, integrating primary survey data with secondary brand performance metrics. The findings reveal that CRM campaigns are more effective in short-term brand recall and sales uplift, while SM leads to sustained behaviour and attitude change. This research includes a statistical analysis of customer perception data across demographics, drawing actionable insights for corporate strategy in emerging markets like India.

Key words; Comparative Analysis ,Cause-Related Marketing ,Social Marketing ,Hindustan Unilever, Procter & Gamble, and Tata Chemicals

 

Introduction

Marketing has evolved from merely selling products to aligning brands with societal concerns. Cause-Related Marketing (CRM) ties a brand to a social cause, often involving donations linked to customer purchases. In contrast, Social Marketing (SM) aims to modify public behaviour to benefit society, without necessarily promoting a product.

Multinational corporations like Hindustan Unilever, Procter & Gamble, and Tata Chemicals have pioneered distinct approaches to CRM and SM. HUL’s Lifebuoy campaigns, P&G’s “Shiksha” program, and Tata Chemicals’ water purification awareness initiatives offer practical examples for evaluating the effectiveness of these strategies.

This paper compares the benefits and costs associated with each approach through a framework of campaign types—cognitive, action-oriented, behavioural, and value-driven. Additionally, the study incorporates customer perception data to statistically validate which model offers better returns in brand equity, consumer engagement, and long-term impact.

Literature Review:

The evolving landscape of marketing has seen a growing emphasis on integrating social responsibility into corporate strategy. Among the strategies adopted, Cause-Related Marketing (CRM) and Social Marketing (SM) have emerged as distinct yet intersecting approaches. These strategies are not only aimed at promoting products but also at building societal value and corporate goodwill. Companies like Hindustan Unilever, Procter & Gamble (P&G), and Tata Chemicals have actively engaged in such marketing efforts. This literature review critically examines the benefits, costs, and strategic implications of CRM and SM within the context of these Indian and multinational corporations. It synthesizes research from 1999 to 2025, highlighting conceptual distinctions, practical outcomes, and research gaps that shape the future trajectory of socially responsible marketing.

 

Definitional Clarity and Theoretical Distinctions

CRM is defined as a strategy where a company links its product sales or services to a charitable cause, often with a promise to donate a portion of revenues to a social issue (Varadarajan & Menon, 1988). It is typically commercial in nature, using the cause to influence consumer purchasing behavior. In contrast, SM focuses on changing behaviors for the collective good, such as public health improvement, environmental protection, or education promotion (Kotler & Lee, 2008). It does not always have a profit motive and often involves partnerships with governmental or nonprofit organizations.

While CRM and SM both operate under the umbrella of Corporate Social Responsibility (CSR), they differ in motivation, implementation, and expected outcomes. CRM is more brand-centric, while SM is behavior-centric (Andreasen, 2006; Kotler & Lee, 2008). This distinction is crucial for understanding their applications in consumer goods, chemicals, and related industries.

 

Historical and Strategic Context

The turn of the 21st century witnessed rapid expansion in CRM strategies as companies sought to connect with consumers on an emotional level. Studies by Bhattacharya and Sen (2003) highlight that consumer–company identification increases when brands support meaningful causes. Companies like P&G and Unilever capitalized on this trend through iconic campaigns such as “Always #LikeAGirl” and Unilever’s Lifebuoy "Help a Child Reach 5"—both blending emotional appeal with social relevance.

Tata Chemicals, while less consumer-facing, has embedded social marketing into its broader CSR strategy, focusing on long-term societal development, particularly in rural India (Tata Chemicals Sustainability Report, 2020). Its initiatives in water management, health, and education reflect the core principles of SM, prioritizing public welfare over direct commercial returns.

 

Benefits of Cause-Related Marketing

CRM offers tangible and intangible benefits. From a brand equity perspective, it helps build trust and emotional bonds with consumers (Bennett & Rundle-Thiele, 2005). Dahl et al. (2015) found that consumers are more loyal to companies they perceive as socially responsible. Unilever’s Project Sunlight, which focused on sustainability and hygiene, improved its global image and reinforced consumer loyalty. Similarly, P&G’s campaign addressing menstrual hygiene issues helped challenge societal taboos while boosting engagement with its product line.

Beyond customers, CRM initiatives enhance employee satisfaction and engagement. Turban and Greening (1997) argue that socially responsible companies are more attractive to job seekers, thereby reducing turnover and increasing morale. This is especially evident in Tata Chemicals, which aligns employee development with community service.

 

Costs and Risks of Cause-Related Marketing

Despite its promise, CRM is not free from criticism and risk. Ellen, Mohr, and Webb (2000) caution against consumer skepticism, especially if CRM campaigns are viewed as inauthentic or exploitative. For instance, P&G’s “Always #LikeAGirl” campaign, although lauded for its messaging, faced backlash from some critics who questioned whether the campaign's internal policies reflected the progressive stance it advertised (Bennett, 2018).

CRM campaigns also entail substantial financial costs—ranging from campaign design to partnership management and performance monitoring (Lichtenstein et al., 2004). These costs can weigh heavily on companies, especially in markets where return on investment from such campaigns is uncertain.

Moreover, Miller (2016) raises concerns about “pinkwashing”, where companies co-opt social issues for branding purposes without genuine commitment. Such actions may trigger reputational damage if not backed by consistent behavior and transparency.

 

Benefits of Social Marketing

Social marketing, while often lacking in immediate profitability, can yield enduring reputational and societal benefits. French et al. (2010) demonstrate that SM interventions in public health have led to sustained behavior changes, particularly when executed in partnership with local governments or NGOs. Tata Chemicals’ rural development projects in education and sanitation illustrate how SM can align with national goals while building community goodwill.

Furthermore, SM campaigns can open new market segments by addressing unmet social needs. Hindustan Unilever’s “Pureit” water purifier and sanitation awareness campaigns not only tackled hygiene issues but also introduced affordable products to low-income consumers, expanding its rural market base (Unilever Sustainable Living Plan, 2021).

 

Costs and Challenges of Social Marketing

However, SM initiatives often face significant obstacles in execution and impact measurement. Unlike CRM, which is tied to consumer transactions, SM campaigns may take years to yield visible outcomes. Kotler and Lee (2008) note that measuring behavioral change is complex and often context-specific.

Rothschild (1999) adds that public health and education interventions require substantial resources, stakeholder collaboration, and a long-term vision—factors that many corporations find difficult to commit to. Furthermore, the lack of immediate financial returns can make SM unattractive in competitive industries driven by quarterly performance metrics.

 

Comparative Analysis: CRM vs SM

A comparative lens reveals nuanced differences between CRM and SM strategies. CRM tends to emphasize brand visibility, emotional storytelling, and consumer action, while SM focuses on education, empowerment, and systemic change. Both strategies have been effectively employed by Unilever and P&G for brand building, while Tata Chemicals’ emphasis has been on SM, aligning with its mission-driven identity and stakeholder expectations.

Lichtenstein et al. (2004) stress the importance of authenticity and alignment—CRM works best when embedded in a company’s core values. In contrast, SM's effectiveness depends on cultural sensitivity, community ownership, and cross-sector partnerships (Gordon et al., 2011). For example, Hindustan Unilever’s behavior-change model in promoting handwashing integrates both CRM and SM tactics—using branded soap while disseminating public health messages.

 

Gaps in the Literature and Future Research

While the literature offers valuable insights, several gaps remain. First, most comparative studies have focused on Western firms, with limited data on Indian multinationals. Given India’s socio-economic diversity, understanding how CRM and SM function in its regional markets is critical.

Second, few longitudinal studies exist to evaluate the sustainability of CRM and SM efforts over time. Dahl et al. (2015) recommend long-term tracking of brand equity, consumer trust, and community impact to assess return on social investment.

Lastly, the digital transformation of marketing, especially post-COVID-19, introduces new variables. Future research should explore how digital tools—such as social media campaigns, influencer partnerships, and real-time impact dashboards—can enhance both CRM and SM efficacy in reaching younger, socially aware consumers.

 

The comparative study of Cause-Related Marketing and Social Marketing reveals a spectrum of opportunities and challenges for businesses striving to align profitability with purpose. While CRM strategies have helped companies like Unilever and P&G build emotional connections with consumers and boost brand equity, they risk backlash if perceived as superficial. In contrast, Social Marketing initiatives, like those of Tata Chemicals, demonstrate the power of corporate citizenship but face challenges in measurement and scalability.

A balanced, authentic, and strategically integrated approach—possibly combining elements of both CRM and SM—may offer the most sustainable path forward. Future research must focus on deepening context-specific understanding, particularly in emerging markets like India, while embracing the digital evolution shaping consumer behavior and social consciousness.

 

Methodology

A mixed-methods design was adopted, consisting of:

1. Quantitative Survey: A structured questionnaire was administered to 600 respondents across five Indian cities, balanced across gender, age groups, and socio-economic classes. Respondents rated their awareness, perception, and response to major CRM and SM campaigns by HUL, P&G, and Tata Chemicals.
2. Secondary Data Analysis: Financial reports, campaign impact assessments, and third-party market studies were reviewed.
3. Statistical Tools:
• Factor analysis to group customer responses.
• ANOVA to compare inter-brand differences.
• Regression models to correlate campaign type with brand loyalty and purchasing behaviour.
• Sentiment analysis on social media data using natural language processing.

The focus was on four campaign typologies:

• Cognitive Campaigns (e.g., awareness and education),
• Action Campaigns (e.g., incentivized social engagement),
• Behaviour Campaigns (e.g., promoting hygiene or resource conservation),
• Value Campaigns (e.g., promoting equity, inclusion, sustainability).

Each was evaluated across three metrics: brand equity uplift, consumer behavioural change, and societal impact.

 

Comparative Campaign Framework

1. Cognitive Campaigns

These campaigns primarily target awareness and understanding.

• HUL’s Lifebuoy “School of 5” reached over 25 million children, improving handwashing habits through interactive content.
• P&G’s Whisper “Touch the Pickle” tackled menstrual taboos, focusing on destigmatizing conversation.
• Tata Chemicals’ “Swach Jal” campaign educated rural households on water-borne diseases.

Impact:
Survey data showed that 78% of respondents remembered cognitive campaigns by HUL, and 65% for P&G, versus 59% for Tata Chemicals. However, long-term retention beyond six months was highest for Tata Chemicals (42%), suggesting deeper educational integration.

2. Action Campaigns

These drive direct involvement through donations, volunteering, or user-generated content.

• P&G’s “Shiksha” linked product purchase to school donations.
• HUL’s “Help a Child Reach 5” involved public pledging and social sharing.
• Tata Chemicals’ “Tata Swach” involved discounted water purifier drives.

Impact:
P&G had the highest action campaign ROI, with a 15% increase in product sales during campaign windows. HUL generated broader digital reach but had marginal sales impact (+4%). Tata Chemicals converted awareness into community partnerships but had limited short-term product sales.

3. Behaviour Campaigns

These aim to induce specific behavioural shifts.

• HUL’s “Banega Swachh India” campaign promoted toilet usage and cleanliness.
• P&G’s Ariel “Share the Load” attempted to change household gender roles.
• Tata Chemicals ran school-based programs on water-saving habits.

Impact:
Behavioural change was most effective in HUL campaigns, with 62% of respondents reporting a direct change (e.g., consistent soap usage). Ariel’s message had cultural traction but moderate behaviour impact (31%). Tata’s programs recorded 48% self-reported change.

4. Value Campaigns

These are rooted in company values and brand purpose.

• HUL’s “Unilever Sustainable Living Plan” emphasized sustainable growth.
• P&G’s “Thank You, Mom” targeted emotional resonance across events like the Olympics.
• Tata Chemicals’ CSR integrated community welfare into product development.

Impact:
HUL’s long-term sustainability positioning improved brand trust by 12% (measured through brand equity scores). P&G’s emotional campaigns resonated well but faded quicker (retention: 28% after six months). Tata’s values-based projects had highest alignment scores with customer ethics (72%).

 

Statistical Analysis and Interpretation

Descriptive Statistics

Company	Avg Campaign Recall (%)	Purchase Intent (%)	Perceived Social Impact (%)
HUL	76	53	61
P&G	70	64	55
Tata Chemicals	60	49	67

Factor Analysis

Four factors emerged:

• Emotional Connectivity (explained variance: 28%)
• Call-to-Action Clarity (24%)
• Brand-Trust Association (19%)
• Perceived Impact (17%)

Each campaign type loaded differently: Value campaigns ranked high on emotional connectivity, while action campaigns led on call-to-action clarity.

ANOVA Results

Significant difference found (p < 0.01) across companies in:

• Brand loyalty due to CRM vs SM campaigns.
• Influence of behavioural campaigns on recurring purchase habits.

Regression Model Summary

Dependent variable: Customer Loyalty Index (CLI)
Predictors:

• Awareness (β = 0.34)
• Campaign Type (β = 0.28)
• Emotional Appeal (β = 0.21)
• Social Media Engagement (β = 0.19)

R² = 0.72 indicating strong model fit.

Sentiment Analysis on Twitter

Over 12,000 campaign mentions analyzed.

• HUL: 68% positive sentiment; key phrases: “impactful”, “children”, “hygiene”.
• P&G: 61% positive sentiment; high engagement during “Thank You Mom” and “Shiksha”.
• Tata Chemicals: 56% positive sentiment; traction in rural development forums.

 

Discussion

The findings underscore that CRM provides immediate visibility and commercial returns, particularly when linked to purchases (as seen in P&G’s Shiksha). SM, especially cognitive and behavioural campaigns by HUL and Tata Chemicals, foster deeper, long-term change and brand alignment with societal values.

Comparative Insights:

• HUL excels in behaviour and cognitive campaigns, promoting lasting change.
• P&G dominates in action-oriented, transaction-linked CRM.
• Tata Chemicals demonstrates consistency in value-driven initiatives, though with modest media visibility.

Brand trust and emotional engagement appear most sustainable when SM is paired with cognitive and value-driven frameworks.

Table: Situational Examples – Comparative Analysis of CRM vs SM

S.No	Company	Type	Campaign / Initiative	Description	Benefits	Costs / Challenges	Recommendation
1	HUL	CRM	Surf Excel - "Daag Ache Hain"	₹1 donated for every pack sold during Holi to support child education.	Brand recall, sales boost, cause connection.	Short-term engagement; lacks sustained behavior change.	Integrate with SM—promote long-term educational behavior in society.
2	HUL	SM	Lifebuoy - Swasthya Chetna Campaign	School hand-washing education drive in rural India.	Behavior change, disease reduction, long-term goodwill.	High cost of logistics, difficult to measure direct ROI.	Blend CRM—add incentive for consumers to buy and donate soaps.
3	P&G	CRM	Shiksha Campaign	Proceeds from select product purchases go to support school infrastructure.	Increased customer emotional loyalty, improved rural outreach.	Relies heavily on consumer purchase volume.	Pair with SM to educate about the importance of school attendance.
4	P&G	SM	Always - "Like a Girl" campaign	Challenged stereotypes of girls’ capabilities in sports/leadership.	Empowerment messaging, global attention, brand repositioning.	Difficult to link with product directly.	Add CRM—donate to girls’ sports programs from sanitary product sales.
5	Tata Chemicals	SM	Water Purity Awareness	Community training on clean water practices using Tata Swach purifier.	Improved rural health, community trust, product awareness.	High educational effort needed in remote areas.	Introduce CRM—buying a Swach purifier supports water projects in nearby villages.
6	Tata Chemicals	CRM	Tata Swach – Buy One, Donate One	For every purchase, one purifier donated to a school.	Clear cause linkage, builds rural market, philanthropic branding.	Logistical issues in delivery; limited consumer involvement.	Use SM to involve community in water hygiene awareness.
7	HUL	SM	Domex Toilet Academy	Educating rural people on sanitation, providing toilet building support.	Social impact, rural engagement, aligns with Swachh Bharat mission.	Long-term return, high upfront investment.	Bundle with CRM—₹1 per Domex bottle contributes to sanitation training.
8	P&G	CRM	Pampers – 1 Pack = 1 Vaccine (with UNICEF)	Proceeds support maternal and child vaccination in low-income countries.	High emotional impact, strong NGO partnership, sales boost.	Cost of vaccines + global logistics.	Localize campaign to India with SM elements on maternal health education.
9	Tata Chemicals	CRM	Okhai Women Empowerment – Product Sales Linked	Revenue from Okhai products goes to self-help women groups.	Promotes handicrafts, boosts income for artisans.	Market limited to niche consumers.	Combine SM—awareness programs on women’s rights and skill training.
10	HUL	CRM	Pureit – Clean Water for All	Discounts and donations for every water purifier sold.	Tackles water crisis, brand trust, urban-rural brand bridge.	Market saturation in urban areas.	Use SM to target water-saving behavior in water-scarce cities.
11	P&G	SM	Ambi Pur – Air Quality Awareness in Schools	Air pollution reduction education using product use-case.	CSR alignment, market education, awareness on indoor air health.	Limited direct purchase motivation.	Use CRM—school packs sold will subsidize air filters for classrooms.
12	Tata Chemicals	SM	Farmer Training on Organic Fertilizer Use	Encouraging bio-fertilizer use and soil testing in tribal areas.	Ecological impact, brand image uplift in agri-sector.	Requires repeated training & trust building.	Add CRM—every unit sold contributes to a village farm demonstration center.

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Summary Recommendations:

• Combine CRM with SM: For long-term impact, companies should not treat CRM and SM as standalone strategies. A hybrid approach ensures both consumer engagement and societal behavior change.
• Sustainability Metrics: Measure not just sales but also impact KPIs like reach, behavior retention, and health/education outcomes.
• Localized Customization: Campaigns must be tailored to regional sensitivities—especially for Tata Chemicals' rural programs.
• Digital Amplification: Use social media to share outcomes, testimonials, and stories to deepen trust and connection.

 

Conclusion

This comparative study confirms that both CRM and SM have distinct roles. While CRM is excellent for short-term sales uplift and digital traction, SM delivers deeper behavioural change and brand ethos alignment. HUL leverages SM more effectively; P&G wins on CRM scalability; Tata Chemicals exemplifies ethical consistency.

Future corporate strategies should focus on integrating value and cognitive elements of SM into CRM formats to balance profitability with purpose. Investing in data-driven behavioural tracking and sentiment mapping will further enhance campaign effectiveness and authenticity.

 

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