Теоретичні та прикладні питання економіки. Збірник наукових праць.
Випуск 1 (52)
JEL: M14, M31
ORCID: https://orcid.org/0009-0004-4967-6375
DOI https://doi.org/10.17721/tppe.2026.52.21
Visloukh І. V.
Post-graduate Student
National University of Water and Environmental Engineering
INTEGRATION OF CORPORATE SOCIAL RESPONSIBILITY INTO SALES MANAGEMENT STRATEGIES
Increasing requirements for sustainable development, environmental transparency, and corporate social responsibility are driving the transformation of approaches to sales management in enterprises. Under these conditions, environmental and social criteria increasingly influence customer decision-making, particularly in the B2B market, which enhances the role of corporate social responsibility (CSR) in shaping the value proposition and building long-term relationships with clients.
The purpose of the article is to develop a conceptual model for integrating corporate social responsibility into sales management strategies and to substantiate the logic of its influence on key sales performance indicators, taking into account industry specifics. The methodological basis of the research is a systems approach. The study employs the methods of theoretical generalization, structural and logical analysis, logical modeling, and content analysis of open sources and corporate reports of enterprises in the cement industry.
The article substantiates the necessity of integrating corporate social responsibility into sales management strategies as a component of value proposition formation and long-term customer relationships. Based on theoretical generalization and critical analysis of scientific sources, three approaches to CSR integration into sales are systematized: traditional-commercial, adaptive-social, and strategically integrated. A multi-level conceptual model of CSR integration into sales management strategies is proposed, encompassing strategic, operational, communication, behavioral, and perceptual levels and explaining the logic of CSR’s influence on key sales performance indicators (KPIs). An analytical matrix of the impact of CSR instruments on financial and behavioral KPIs is developed, demonstrating the indirect nature of CSR influence through trust, engagement, and the duration of customer relationships. An empirical illustration based on the cement industry reveals differences between declarative and strategically integrated CSR models in sales. The obtained results deepen the theoretical understanding of CSR integration into sales and provide a basis for further empirical research on its impact on business performance.
Keywords: social responsibility, CSR, sales management, sales performance indicators (KPIs), customer trust, sustainable development, cement industry.
Full Text: PDF
DOI: https://doi.org/10.17721/tppe.2026.52.21