While cause marketing’s takeover of formerly philanthropic efforts can lull consumers into believing that their purchases might make a difference, the philanthro-sales technique sometimes does more harm than good, bringing corporations and social change organizations into a partnership that ultimately compromises organizations’ missions. For example, Komen has been eager to accept corporate funds from the likes of pharmaceutical giant Eli Lilly, but Eli LIlly also happens to be the sole producer of rGBH, a bovine growth hormone which, when it ends up in our dairy products, is known to increase cancer risks. What’s more, while Komen tells their supporters that the foundation’s partnership with the drugmaker is in service of finding a breast cancer cure, Eli Lilly - which also manufactures cancer treatment drugs - might profit from such a cure, or perhaps even prefer that it not be found.
Worse, it appears that Komen has gone one step further to provide cover for corporations. Eli Lilly once manufactured a synthetic estrogen known as DES, which the National Cancer Institute says has led to increased breast, vaginal and cervical cancer risks in both women who took DES during their pregnancy and in their children. “It’s shocking,” says Breast Cancer Action’s Jaggar, “but you go to Komen’s web site, and they list DES, along with underwire bras and abortion, as having no link to breast cancer. They are DES deniers - not doubters, but deniers.”
By bringing corporate interests, donor dollars and organizations working for social good into a tight relationship, cause marketing and attempts at philanthrocapitalism may end up making charities even more dependent on corporate contributions, and risk - as we see with Komen - contradicting charities’ own stated missions. This isn’t a new problem for philanthropy, with its roots in the United States in the industrial monopolies of the last century.