Purpose: The purpose of this paper is to describe a model of cause-related marketing (CRM) for both profit-driven (PD) and non-profit (NP) organizations. Design/methodology/approach:The model consists of two parallel internal and external organizational processes - one representing the process of a NP organization and the other a PD organization. They are interlinked as the outcome of a CRM-partnership is dependent upon their mutual efforts.

Findings: The authors argue that it is essential to remember that a CRM-partnership is a challenge and risk for both the PD and NP organizations that may harm their reputation and position in the marketplace and/or society. CRM has benefits as well as downsides that should not be underestimated nor neglected.

Research limitations/implications: Will the involvement of the PD or NP organizations in the resultant partnership be perceived as commercialism, altruism or a combination of both, in the marketplace and society? A focus on both processes opens up opportunities for further research.

Practical implications: A contribution is that the CRM-model may be used as a guide for both PD and NP organizations in order to reveal whether a CRM-partnership is appropriate for them with a potential partner or not. It may also indicate whether the motives are based upon commercial reasons or altruistic reasons or a combination of both.

Originality/value: The model enables these organizations to think through the process prior to engaging in CRM. © Emerald Group Publishing Limited.