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In fact, Mycoskie asserts, TOMS isn’t just a are already seeking ways to consume respon- says Mycoskie grandly. If the number of copy-
shoe seller anymore—the company has even sibly. They’re shopping at farmers markets, cats is any indication, that change is already
detached the word “Shoes” from its brand. In- buying organic food and clothing, giving up underway. Dozens of companies have now
stead, he envisions TOMS as a lifestyle brand their birthdays to raise money for charity, and adopted the one-for-one model pioneered by
that sells many different products and uses buying TOMS shoes. Through expansion, TOMS, from Warby Parker (eyewear), KNO
the proceeds to fund social initiatives. “I want TOMS is “taking them along this path where Clothing (clothes for the homeless), and LSTN
to show people that one-for-one is not just for they can integrate giving,” says Mycoskie. (headphones for hearing restoration) to One
the lifestyle-fashion space,” Mycoskie says. “It Customers who buy TOMS products are buy- World Futbol (soccer balls), Smile Squared
can even be for everyday products.” ing into doing something positive with their (toothbrushes), Soapbox Soaps (bars of
consumer dollars. Confirms the head of retail soap), and Open Happiness (baby outfits and
How far might TOMS expand? Mycoskie marketing for TOMS, “We’re about empower- blankets—“one to love, one to give”).
isn’t telling yet, but in addition to trademark- ing people, inspiring people, helping them to
ing the term “One for One” for the shoe, eye- see the life they could live differently.” “My thinking was that TOMS would show
wear, and coffee categories, TOMS has also that entrepreneurs no longer had to choose
sought to extend that trademark to a host of More than affecting how consumers buy between earning money or making a differ-
other beverages, from beer and mineral wa- and see life, TOMS is also out to change the ence in the world,” says Mycoskie. “Business
ter to fruit drinks. And TOMS’ parent com- way companies do business. “I believe what and charity or public service don’t have to be
pany, Mycoskie LLC, has registered more we’re doing is affecting the way businesses mutually exclusive. In fact, when they come
than 200 Internet domain names, includ- will be built for hundreds of years to come,” together, they can be very powerful.”
ing tomswine.com, tomscreditcard.com,
tickettogive.com, and tomsmortgage.com. Sources: Stephanie Strom, “Turning Coffee into Water to Expand Business Model,” New York Times, March 12,
Mycoskie even envisions a chain of TOMS 2014, B3; Stacy Perman, “Making a Do-Gooder’s Business Model Work,” BusinessWeek Online, January 26, 2009,
café-stores where people can not only buy www.businessweek.com/smallbiz/content/jan2009/sb20090123_ 264702.htm; Cotton Timberlake, “Compassion-
TOMS shoes, glasses, or a bag of whole ate Consumerism Draws Copycats,” Businessweek, August 2, 2012, www.businessweek.com/articles/2012-08-02/
bean coffee, they can order a coffee bever- compassionate-consumerism-draws-copycats; Jeff Chu and Jessica Weiss, “The Cobbler’s Conundrum,” Fast
age Starbucks style. Company, July/August 2013, pp. 98–112; Christopher Marquis and Andrew Park, “Inside the Buy-One Give-One
Model,” Stanford Social Innovation Review, Winter 2014, pp. 28–33; and www.toms.com/about-toms#companyInfo
All this sounds pretty far-reaching. But, and www.toms.com/one-for-one-en, accessed September 2014.
Mycoskie explains, TOMS’ target customers

Societal marketing However, having a double bottom line of values and profits isn’t easy. Over the years,
A company should make marketing brands such as Ben & Jerry’s, Timberland, The Body Shop, and Burt’s Bees—all known and
decisions by considering consumers’ respected for putting “principles before profits”—have at times struggled with less-than-
wants, the company’s requirements, stellar financial returns. In recent years, however, a new generation of social entrepreneurs
consumers’ long-run interests, and has emerged, well-trained business managers who know that to do good, they must first do
society’s long-run interests. well in terms of profitable business operations. Moreover, today, socially responsible busi-
ness is no longer the sole province of small, socially conscious entrepreneurs. Many large,
Deficient products established companies and brands—from Walmart and Nike to Starbucks and PepsiCo—
Products that have neither immediate have adopted substantial social and environmental responsibility missions.
appeal nor long-run benefits.
Societal Marketing
Pleasing products
Products that give high immediate Following the principle of societal marketing, a company makes marketing decisions by
satisfaction but may hurt consumers in considering consumers’ wants, the company’s requirements, consumers’ long-run interests,
the long run. and society’s long-run interests. Companies should be aware that neglecting consumer and
societal long-run interests is a disservice to consumers and society. Alert companies view
Salutary products societal problems as opportunities.
Products that have low immediate
appeal but may benefit consumers Sustainable marketing calls for products that are not only pleasing but also beneficial.
in the long run. The difference is shown in Figure 20.4. Products can be classified according to their
degree of immediate consumer satisfaction and long-run consumer benefit.
Desirable products
Products that give both high immediate Deficient products, such as bad-tasting and ineffective medicine, have neither
satisfaction and high long-run benefits. immediate appeal nor long-run benefits. Pleasing products give high immediate satis-
faction but may hurt consumers in the long run. Examples include cigarettes and junk food.
Salutary products have low immediate appeal but may benefit consumers in the long
run, for instance, bicycle helmets or some insurance products. Desirable products give
both high immediate satisfaction and high long-run benefits, such as a tasty and nutritious
breakfast food.