| Abstract: | Corporate social responsibility is becoming a tool for competitive positioning. It is the basis for brand choice among other advantages and therefore, described as a strategic tool in marketing. In-spite of these observations, there appears to be a paucity of studies, linking corporate social responsibility to brand equity. Therefore, the purpose of this study is to examine the effect of corporate social responsibility on brand equity in the context of Tekhaf Trading Plc. Specifically the study examined how company’s corporate social responsibility activities (economic, legal, ethical and philanthropic) related to building brand equity (brand awareness, perceived quality, brand association and brand loyalty). A conceptual framework developed based on a review of extant literature to depict the relationships among the study variables. This study employed descriptive case study research design to answer the research questions and used some qualitative information to know the current conditions of the companies with regard to corporate social responsibility and customer’s perception towards it. The questionnaire administered to 384 samples of respondents using convenient sampling technique. The data were analyzed using descriptive statistics and multiple linear regressions model. The findings of the study showed that the overall corporate social responsibility practice of the company’s makes a significant contribution to the company’s brand equity. Moreover, legal, philanthropic and economic corporate social responsibility practice of the company has positive significant effect on brand equity. While, ethical corporate social responsibility practice has negative but insignificant effect on brand equity. Therefore, knowing that the practice valued by the customers and has a significant effect on the company’s brand Tekhaf Trading Plc should consider publicizing its corporate social responsibility activities to the public via media outlets in more organized way in order to get the return from its good deeds. |
