Skip to main content

Do You Have Too Many Facebook Friends to Be Generous to Causes?

You, you’ve got thousands of followers on Twitter, hundreds of Facebook friends and an enviable Klout score as a result. And, according to some early research from Professor Kimberley Scharf at the University of Warwick in the UK, you’re probably a selfish SOB when it comes to donating to charities!

Scharf’s thinking is highlighted in her theoretical research paper, “Private Provision of Public Goods and Information Diffusion in Social Groups.” Scharf is an economist at the University of Warwick’s Centre for Competitive Advantage in the Global Economy.

“Information transmission about giving opportunities is undermined by free-riding incentives,” Scharf said in a press account. “I count on other neighbours to convey information and so save on the effort of doing it myself,” she said. “As well as relying on others to pass on information, it may also be true that people are even relying on others to donate.”

In economics a free-rider is someone who receives benefits from an activity, but doesn’t have to pay for it. Someone who sneaks into a movie theater or concert venue without paying is a free-rider. So, too, is the person who takes an apple off someone else's tree.

Scharf's paper “describes a social proximity-based mechanism of information transmission in groups of individuals who consume a pure public good. In the mechanism we study, information about quality for alternative modes of provision of a public good can spread from one individual to the next just as it does for private goods.”

“However, unlike in the case of private goods, better informed individuals face positive incentives to incur private costs in order to transmit information to their less informed neighbours, because this can bring about an increase in collective provision, the benefits of which they partake in.”

“In this setting, the sharing of information has the characteristics of a local public good that is confined within individual social neighbourhoods, even when voluntary contributions fund the provision of a pure public good that spans all neighbourhoods."

“Thus, incentives to engage in costly fundraising are stronger when social neighbourhoods are smaller; consequently, large societies composed of comparatively small social neighbourhoods can sustain comparatively higher levels of private provision of collective goods,” Scharf writes in the paper’s introduction.

What are the implications of Scharf’s theory for cause marketers and fundraisers?

One of them might be to think hard about courting those people who are the connectors of the broadest sort. It could be that they’re too connected with everyone else to really connect with your cause in a meaningful way. For me this really rings true in big cities where you might be able to get people to one of your events, but you might not be able to get them to actually care about your cause.

Scharf's introduction suggests a second implication; moving from broadcasting to narrowcasting. When the ‘neighborhood’ as she calls the social network is small, there’s greater onus on you to be the helping hand. If my next-door neighbor asks for a favor, I’ve far more likely to grant it than I am to the neighbor who lives only a block away and far more likely to grant that favor than I am to the neighbor who lives a mile away. 

Comments

Popular posts from this blog

Part 2: How Chili's Used Cause-Related Marketing to Raise $8.2 million for St. Jude

[Bloggers Note: In this second half of this post I discuss the nuts and bolts of how Chili's motivates support from its employees and managers and how St. Jude 'activates' support from Chili's. Read the first half here.] How does St. Jude motivate support from Chili’s front line employees and management alike? They call it ‘activation’ and they do so by the following: They share stories of St. Jude patients who were sick and got better thanks to the services they received at the hospital. Two stories in particular are personal for Chili’s staff. A Chili’s bartender in El Dorado Hills, California named Jeff Eagles has a younger brother who was treated at St. Jude. In both 2005 and 2006 Eagles was the campaign’s biggest individual fundraiser. John Griffin, a manager at the Chili’s in Conway, Arkansas had an infant daughter who was treated for retinoblastoma at St. Jude. They drew on the support Doug Brooks… the president and CEO of Brinker International, Chili’s parent co...

Chili’s and St. Jude Children’s Research Hospital

I was in Chili’s today and I ordered their “Triple-Dipper,” a three appetizer combo. While I waited for the food, I noticed another kind of combo. Chili’s is doing a full-featured cause-related marketing campaign for St. Jude Children’s Research Hospital. There was a four-sided laminated table tent outlining the campaign on the table. When the waitress brought the drinks she slapped down Chili’s trademark square paper beverage coasters and on them was a call to action for an element of the campaign called ‘Create-A-Pepper,’ a kind of paper icon campaign. The wait staff was all attired in black shirts co-branded with Chili’s and St. Jude. The Create-A-Pepper paper icon could be found in a stack behind the hostess area. The Peppers are outlines of Chili’s iconic logo meant to be colored. I paid $1 for mine, but they would have taken $5, $10, or more. The crayons, too, were co-branded with the ‘Create-A-Pepper’ and St. Jude’s logos. There’s also creatapepper.com, a microsite, but again wi...

Cause-Related Marketing with Customer Receipts

Walgreens and JDRF Right now at Walgreens…the giant pharmacy and retail store chain with more than 5,800 stores in the United States and Puerto Rico… they’re selling $1 paper icons for the Juvenile Diabetes Research Foundation (JDRF). This is an annual campaign and I bought one to gauge how it’s changed over the years. (Short list… they don’t do the shoe as a die cut anymore; the paper icon is now an 8¾ x 4¼ rectangle. Another interesting change; one side is now in Spanish). The icon has a bar code and Jacob, the clerk, scanned it and handed me a receipt as we finished the transaction. At the bottom was an 800-number keyed to a customer satisfaction survey. Dial the number, answer some questions and you’re entered into a drawing for $10,000 between now and the end of September 2007. I don’t know what their response rate is, but the $10,000 amount suggests that it’s pretty low. Taco Bell’s survey gives out $1,000 per week. At a regional seafood restaurant they give me a code that garner...