Giving over selling: advertising for the social enterprise
ISSN: 0275-6668
Article publication date: 17 March 2022
Issue publication date: 7 June 2023
Abstract
Purpose
A social enterprise is a hybrid business organization which pursues both profit maximization and social change. This study aims to explore effective ways to communicate authentic motives through social enterprise advertisements.
Design/methodology/approach
Four sets of advertisements were created to explore the effects of different message cues on perceived authenticity. These ads were presented through internet surveys in varying combinations.
Findings
Per cue congruency theory, when both giving and selling cues are presented together, they contradict one another, thereby neutralizing any positive feelings which would otherwise be gained through the use of a giving cue. Thus, the highest perceptions of authentic motives underlying an advertisement are gained when only giving cues are used.
Practical implications
Social entrepreneurs should recognize the limitations of presenting both giving and selling cues in tandem with one another. Doing so may help increase profitability and sales, but it will decrease the authenticity of a perceived message. To communicate authenticity through advertising, the social entrepreneur should highlight the social enterprise’s mission and giving characteristics rather than the products or services being sold.
Originality/value
To the best of the author’s knowledge, this research is among the first to explore authenticity in marketing messages for the social enterprise. Further, while extant research identifies methods of overcoming contradictory message appeals, the novel findings of this research demonstrate the effectiveness of avoiding the potential for negative reactions altogether.
Keywords
Acknowledgements
This research was supported through an internal grant from the Department of Marketing at Missouri State University.
Citation
Coleman, J.T. (2023), "Giving over selling: advertising for the social enterprise", Journal of Business Strategy, Vol. 44 No. 4, pp. 191-199. https://doi.org/10.1108/JBS-11-2021-0179
Publisher
:Emerald Publishing Limited
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