Abstract
Organisations all over the world are increasingly adopting Corporate Social Responsibility (CSR) as a strategic not only for improving their brand image but also making a meaningful contribution to the welfare of society. This trend includes incorporating socially responsible aspects into marketing strategies, resulting in goods and services that benefit the community at large. Small and Medium Enterprises (SMEs) play an important role in this framework, as they contribute significantly to both social and economic growth. Using a quantitative methodology, this study examines the experiences of a manufacturing organisation in the eThekwini District Municipality of KwaZulu-Natal that has included CSR into its marketing strategies. The analysis employs the Ordinary Least Squares (OLS) method, with data evaluated using the Statistical Package for Social Sciences (SPSS). This study collects and analyses pre- and post-CSR implementation quarterly data on sales performance and customer retention. The empirical findings offer a multifaceted picture of the impact of CSR on marketing performance. Contrary to assertions, that there appears to be a substantial relationship between customer retention rates and marketing performance following CSR implementation. Interestingly, the study discovers an inverse association between sales volumes and marketing performance, implying that a rise in sales does not always result in improved marketing results for the organisation in question. This unexpected consequence shows the intricate interplay between CSR programmes and marketing outcomes, providing useful insights for businesses, particularly those in the South African manufacturing sector, attempting to negotiate the complexities of CSR-driven marketing strategies. This study contributes to a better understanding of how CSR efforts can be strategically integrated with marketing goals to promote both social well-being and business success.
Publisher
Bussecon International Academy