The Impact of Cause-Related Marketing on Brand Image, Perceived Quality, Brand Awareness, and Purchase Intention: The Moderate Role of Customers Skepticism

  • Homssi M
  • Ali A
  • Hashoush K
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Abstract

Over the past years, the relationship between companies and non-governmental organizations has witnessed remarkable cooperation and growth. Many businesses in Lebanon are taking advantage of the present economic and social situation to address social concerns and market their brand in a humanitarian manner. This study investigates the influence of cause-related marketing campaigns performed by companies on brand image, perceived quality, brand awareness, and purchase intention. In addition, the current study addresses the moderate impact of customer’s skepticism on the relationship between the examined variables. By employing shareholder value theory, the conceptual framework was developed to explain the outcomes of cause-related marketing on cognitive, perceptual and behavioral outcomes of customers. A quantitative method was used, and data was collected from 212 respondents in order to achieve the current research objectives. The findings of the present study reveal a positive relationship between cause-related marketing and brand image, perceived quality, customer’s purchase intentions. Moreover, the findings stated that customer’s skepticism negatively moderate the relationship between cause-related marketing campaigns and brand image. This study enhances marketing literature regarding the fundamental effect of cause-related marketing. Moreover, this study provides both marketers and companies’ managers with a better understanding of cause-related marketing outcomes and guides them to comprehend the effect customer’s skepticism on the outcomes of cause-related marketing campaigns.

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APA

Homssi, M. Al., Ali, A. A., & Hashoush, K. H. (2023). The Impact of Cause-Related Marketing on Brand Image, Perceived Quality, Brand Awareness, and Purchase Intention: The Moderate Role of Customers Skepticism. Journal of Production, Operations Management and Economics, (31), 44–55. https://doi.org/10.55529/jpome.31.44.55

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