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The Performance Measurement of Cause-Related Marketing by Balance Scorecard

Abstract This study focuses on cause-related marketing to evaluate the practiced performance by balance scorecard, because this measure method not only evaluates performance toward the financial perspective but also integrates three other perspectives: customer, internal, and learning and growth. Balance scorecard matches the concept of total quality management of continuous improvement. It is a useful tool to evaluate an enterprise's total operation performance. This paper outlines the measure criteria toward each performance perspective of a balance scorecard in cause-related marketing. A causal model for linking performance measures that achieve the strategic objectives of cause-related marketing is presented. A methodology is proposed to identify critical factors, and for the set-up and implementation of a performance measurement system. An integrated approach to the measurement of an enterprise's performance is outlined, which, if adopted, should result in optimal management actions, and improved total quality effect for the business.