Cause-Related Marketing In Csr Strategies: Systematic Bibliometric Analysis

Abstract

Since Section 135 of the Companies Act (2013) requires CSR investment in rising economies like India, corporate social responsibility (CSR) has changed from a charitable option to a strategic imperative.  In this regard, Cause-Related Marketing has become an important tactic that blends business objectives with social issues, enabling businesses to improve their reputation, foster customer loyalty, and advance society.  To investigate the intellectual structure, subject clusters, and new trends in CSR and CRM research, this study performs a comprehensive bibliometric analysis of 71 peer-reviewed publications published between 2020 and 2025 that were chosen from the Scopus database and evaluated per PRISMA principles.

According to research, CRM has developed into a crucial extension of CSR and is especially successful in attracting younger consumer segments who place a high value on ethics, openness, and authenticity, such as Generation Z and millennials.  According to highly recognized works, skepticism is still a barrier when consumers detect opportunism, but campaign success is contingent upon cause-brand fit, effective communication, and emotional or cultural resonance.  CRM has been effectively used by Indian companies like Hindustan Unilever, ITC, and the Tata Group to meet compliance standards and set themselves apart in cutthroat markets.

With CSR acting as the primary link between consumer behavior, corporate value, and ESG disclosures, the bibliometric mapping identifies important themes like governance, sustainability, donation methods, and consumer cynicism.  Additionally, there is evidence that required corporate social responsibility (CSR) affects financial strategies by boosting cash holdings, encouraging conservative accounting, and facilitating institutional financing access.  CSR improves competitive positioning, employee engagement, and customer retention at the company level while advancing larger sustainability objectives at the societal level.

Notable research gaps still exist despite substantial scholarly efforts.  Small and medium-sized businesses, or SMEs, are understudied because most research focuses on giant organizations.  The long-term financial effects of CRM programs and the opinions of rural consumers are seldom discussed.  Additionally, insufficient research has been done on how internal stakeholders—like employees—can improve CRM performance.  There are also a few cross-national comparisons of required versus optional CSR policies.

 This study shows that CRM is a strategic tool that helps businesses match purpose-driven branding with regulatory compliance, not just a marketing gimmick.