University of Vaasa - Vaasan yliopisto

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Dobers 2009) a firm must be sure that the new image corresponds and is parallel with
its stakeholders’ values and needs in a specific context. But because a firm cannot
meet all the expectations of all their stakeholders, it must concentrate on its key
stakeholders – the stakeholders that matter the most. Therefore it can be proposed
that [WP2] a key stakeholder oriented firm forms and re-forms its values according
to its key stakeholders’ values. In addition, since the amount of appreciation towards
environmental responsibility depends greatly on the culture the key stakeholders
identify with, it can be proposed that [WP3] a key stakeholder oriented firm adjusts
the amount of its CR activities, according to the context of its key stakeholders at
issue.
A well created (i.e. reflected), positive, image strengthens firms' competitive position
(Marconi 1997). In a quantitative study, McWilliams and Siegel (2001) found
positive impacts of CR on the corporate reputation, and a lack of CR effectively
ruining a corporate image. Even though marketing communications are vital in
image building, a corporate image is not created in the marketing department. The
whole value chain (Porter 1985, Porter & Kramer 2006) needs to be reconfigurated
in order to meet the desired image. This is because the full dedication of the whole
value chain decreases the possibility for unwanted errors, as Ketola (2006a, 2006b)
stresses the importance of consistency in values, words, and actions. Hence the next
proposition is that [WP4] a responsible identity is built upon the whole value chain
of the firm.
Drivers For Environmental Marketing
Since only the received and experienced value of the stakeholder matters (Porter
1985: 138-140), marketing plays an important role in strategic CR. In environmental
marketing (EM), the environmental expenditures are viewed as investments in the
firm's ability to create value for its owners, buyers, and other stakeholders (Miles &
Covin 2000).
A multiple case study of 17 Finnish SMEs, show that the personal interest of
entrepreneurs and owners was the main motive for environmental responsibility
consideration (Mäntylä, Syrjä, Vainio, Vehkala & Wuori 2001: 33-36). According to
Mäntylä et al. (2001: 33-36), the other motives were the requirements of external
stakeholders (mostly customers), intensions to keep up with competition, and ahead
of the legislation. These CR actions are mostly done in the hope of cost savings and
image benefits (Mäntylä et al. 2001: 33-36).
Since some of the value to the stakeholders can be created through corporate image,
the environmental marketing (EM) tends to enhance differentiation-based
competitive advantage, besides conceivable cost savings. The produced competitive
advantage through differentiation-based positioning targets the environmentally
sensitive stakeholders, and therefore also relates to the focusing strategy. However,
the form of advantage may not be receivable if the corporate strategies are
contradicting with the environmental strategies. Therefore, Ketola (2007) suggests
that the desired results will most likely be achievable if (and when) the
environmental strategy is the corporate strategy.