TOMS SHOES:
PHILANTHROPIC CAPITALISM

Argenia Torres
CSR Winter 2012
March 25, 2012

	
  

	
  

TABLE OF CONTENTSOVERVIEW

2

BACKGROUND AND HISTORY3

NON-PROFIT AND GIVING PARTNERS

6

PUBLIC CREDIBILITY AND MARKETING

10GIVING REPORT AND AWARDS

12EFFECTIVENESS

14

APPENDIX A

18

APPENDIX B

34

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OVERVIEWTOMS Shoes is a for-profit shoe retail company that was established in 2006 with the stated goalof alleviating poverty and improving the lives of children around the world by donating shoes tothose who need them. The company believes that by donating shoes, children will be healthierand have access to education -- not only because healthy children are more likely to succeed inschool, but also because in many countries shoes are required to attend school. In fact, TOMS isshort for “tomorrow” or “shoes for a better tomorrow” – a name that reflects their desire to
improve the futures of these children.i The company built into its business model a philanthropic
component in which shoes are sold to consumers in developed countries and for every pair ofshoe sold, the company promises to donate a pair to a child in need in a developing country –One for One™. Blake Mycoskie, now 35, is the founder and Chief Shoe Giver of the shoecompany and refers to his model as “philanthropic capitalism” – a way to make money while still
making a difference in the world.ii Mycoskie, a seasoned entrepreneur, came up with thisinnovative idea while traveling in Argentina and witnessing first-hand the extreme poverty thatexisted in the rural regions of the country. The company has been a success with over $45
million in revenue and 1,000,000 pairs of shoes donated since its start, thanks to the growing
number of socially-conscious consumers.

This case study will look closer at the details behind Mycoskie’s business model and thestrategies employed by TOMS to promote CSR. In particular, the signaling methods used by
TOMS to convey its credibility to consumers will be closely examined. Through thisexamination, both the strengths and weaknesses of TOMS approach will be revealed for further
discussion.

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BACKGROUND AND HISTORY
Prior to TOMS, Mycoskie had 10 years of entrepreneurial experience starting a handful of othercompanies. He began his first start-up as a sophomore in college, a college laundry service andafter just one year the company was generating nearly $1 million in sales. Recognizing his
talent, he soon dropped out of college to pursue his business ventures. These included an online
driver-education program, a reality-TV network, and an outdoor advertising company.iii Basedupon his history, it is clear that Mycoskie draws his inspiration from building successful
businesses, rather than from philanthropic pursuits.

In 2006, at age 29, Mycoskie took a vacation to Argentina and it was not long before anotherentrepreneurial idea began to formulate in his head – the idea of TOMS Shoes. Early in his trip,
he learned of the Argentine national shoe, the alpargata, a casual flat made of canvas or cotton
and the sole made of rope or rubber material.iv The versatility of the shoe became apparent as hebegan seeing it everywhere – in the cities, on the farms, and even in the night clubs. He started
to think about the possibility of a similar shoe appealing to the US market. However, it was not
until the end of his trip that his idea was complete.

While sitting in a café, he came across a woman who was visiting the country as part of a charity
group delivering shoes to children in need. After discussing the program further, he decided toaccompany the group on their next shoe drop to a local village. Through this experience helearned that because the organization depended on donations there was not always enough shoes
for all of the children to receive a pair or the sizes were not always what was needed – theorganization had little control over their supply of shoes. It was then that he fully realized the

3	
  
	
  

	
  

idea of TOMS – he would sell shoes in the US market and for every pair sold, donate a pair to achild in need. The shoes would be modeled after the traditional Argentine alpargata, except
would use new fabrics with new colors and patterns to be more stylish so as to appeal to fashionconscious consumers, as well as include a soft leather insole and a sturdier rubbersole.v Mycoskie reasoned this as a more sustainable giving model, because by not having todepend on donations it would keep a constant supply of appropriately sized shoes flowing toward
children in need.vi

A VARIETY OF TOMS

Soon after, Mycoskie began traveling around Argentina looking for local shoemakers that would
work with him in developing these shoes and this idea. After many rejections, he finally wasable to convince one shoemaker to partner with him to make an initial batch of 250 shoes tobring to the US and assess whether they would actually sell.vii

Mycoskie returned to his Los Angeles apartment with the 250 shoes and again ran into
trouble. Retail stores were not responding as he had expected, so he finally moved on to smaller
local stores and landed a deal with American Rag. After hearing Mycoskie’s idea, they agreed to
4	
  
	
  

	
  

sell the shoes, recognizing that they could sell both the shoe and the story. Not long after that
initial placement, the New York Times heard of Mycoskie’s plans and interviewed him. The
article was printed and business took off – that weekend the company received orders for 2,200
pairs of shoes.viii ix Having the publicity come from a newspaper article, a media that is relied on
as honest information by the public, rather than a marketing campaign, allowed TOMS toconvince consumers to trust their cause and purchase their shoes. There were not enough shoes
made yet though, so Mycoskie returned to Argentina to develop additional relationships withshoemakers to be able to meet the soaring demand for the shoes. With this new guaranteedmarket, more shoemakers were now willing to work with him. Today, TOMS shoes areproduced in Argentina, Ethiopia, and China.x

The goal was to sell 10,000 pairs of shoes before donating any. This milestone was reachedwithin the first year of the business. Mycoskie took his parents, siblings, and close friends on a
10-day shoe drop tour of Argentina, working with local community programs to ensure that
correct shoe sizes were manufactured for the children. After returning from this first shoe drop
and realizing the success of his idea, Mycoskie sold the other business he was running at the timein order to pursue TOMS Shoes further and to get capital with which to hire a professional
staff. With a new team of industry experts, TOMS scaled up their operations. Today, over one
million pairs of shoes have been donated in over twenty countries.xi The 1,000,000th shoe wasgiven away in September 2010, just four years after the launch of the company.xii The
company’s cause marketing has truly been a success.

5	
  
	
  

	
  

MAP OF COUNTRIES WHERE TOMS DONATES SHOES

SOURCE: WWW.TOMS.COM
NON-PROFIT AND GIVING PARTNERSTOMS created a non-profit subsidiary, “Friends of TOMS”, to be responsible for coordinatingshoe distributions around the globe. It is fully supported financially by TOMS in that the costsof their operations are built into the cost of shoes sold.xiii Retail prices of shoes range from $29$98, while the cost of making the shoes is estimated to be less than $5, so the company turns
quite a high profit on every pair of shoe sold allowing them to both operate a successful businessand fund their non-profit.xiv TOMS could have easily been directly in charge of the donations,but may have chosen this strategy of developing a non-profit arm to try and increase thecredibility of the company. First, since revenue is getting cut into in order to run the non-profit,
it convinces customers that because the company is sacrificing a portion of its profit, it must be
doing something good. Secondly, it is more likely that people believe that a non-profit donates
shoes, rather than a for-profit business. And lastly, this approach may make it appear as if the
6	
  
	
  

	
  

whole organization is a philanthropic non-profit; in turn, people are more willing to pay $50 or$60 for a simple, slip-on cloth pair of shoes when they believe that the money is going toward acharitable cause.
Very little information is publicly available about the details of TOMS’ operations and the shoe
donation process. There is no indication of any third party audit or independent records, and infact even the TOMS report itself is very scant (see Appendix A for TOMS report), weakening
TOMS’ credibility. However, TOMS’ website does disclose to its customers that the
distributions of the donated shoes are actually carried out by non-profit organizations and nongovernmental organizations outside of TOMS. It details how humanitarian groups apply to
become a “Giving Partner” of TOMS and that Friends of TOMS screens and selects those groups
that prove they are working locally in impoverished communities and have “deep experience anda long-term presence in the countries and communities they serve”.xv This helps to provide
validation to consumers that TOMS’ donations are both authentic and beneficial, because
independent groups with expertise in humanitarian aid are the ones identifying the communities
in need and conducting the donations. Customers are better assured that the communities thathave the most need are receiving the assistance as well as the appropriate shoes.

The website goes on to describe that by partnering with organizations already working in thesecommunities on other development projects, children receive shoes as part of a larger health andeducation program. Furthermore, once a community is identified, TOMS states that they
continue to donate shoes to that community as the children grow out of their shoes. This
statement allows customers to further justify their purchase because it means that the donation is
not just a one-time hand-out, but part of a more holistic long-term assistance program that better
7	
  
	
  

	
  

addresses the underlying problems of poverty. It gives customers confidence that there is abigger impact in these communities beyond just receiving shoes. But that is all it is, astatement. There is no other information provided about these partnering organizations. In fact,
it is difficult to even find who these Giving Partners are as they are not readily available on thewebsite. To better prove these partnerships, TOMS should at least provide a quick link that lists
their Giving Partners, the work they do, the communities they serve, and evidence of the impact
they are having in these communities. It would make most sense for this to be on the Friends of
TOMS website, except that they do not have one, which makes this all the more troublesome forcustomers. This may cause them to question whether TOMS even has a non-profit in the firstplace, so the company needs to start by first developing a website for Friends of TOMS in order
to better ensure its customers that it operates in the way it claims.

Interestingly, after conducting a more thorough search, some Giving Partners can be found.
Major organizations include World Vision and Partners in Health (a public health non-profit
founded by Dr. Paul Farmer, a world renowned physician and anthropologist from Harvard
University). Working with such prominent organizations gives TOMS’ business model morecredibility. Since people know the humanitarian work of these groups, customers may feelreassured that shoes are actually being given to children in need. Even though World Vision
may have some critics, many people still have confidence in their work. Friends of TOMS also
works with other smaller organizations, as long as they meet their criteria as listed on theapplication. Although, these groups are more difficult to track down.
TOMS attempts to bring more credibility to the company by being transparent with the online
application that Giving Partner candidates complete, allowing the public access to it. However,

8	
  
	
  

	
  

upon closer examination, the application and process for becoming a Giving Partner prove to bevery insufficient. Currently, the questions on the application are very basic; there are only
thirteen questions and most are either answered ‘yes’ or ‘no’, or are fill in the blank (SeeAppendix B). This does not tell TOMS’ supporters much about the applying organization, theirwork, their commitment, or their success. Additionally, there is no information that discusses
whether TOMS verifies that what the organization submits is accurate. A more extensive
application and knowing that a background check of the applying organizations is performed
would help supporters determine whether TOMS is selecting suitable partners that are qualified
to perform effective humanitarian work. Also, once an organization is selected as a Giving
Partner, there is no mention of whether TOMS performs monitoring of the organizations’ workthroughout the partnership to ensure that they are carrying out the shoe drops and conducting aneffective program. Sharing a monitoring report with the public would further allow TOMS’supporters to verify whether these organizations are carrying out successful donations andprograms.

TOMS also claims that they are responsible in their giving, requiring Giving Partners to makesure that local businesses will not be negatively affected by TOMS donating shoes in theircommunities. In their 2011 Giving Report, TOMS’ states that, “[they] are considerate of local
businesses. Going in and trampling the local economy would be downright un-TOMSy. [They]
always try to make sure there won’t be any mom and pop shoe makers put out of business by[their] giving activities”.xvi Yet, TOMS does not specify how they evaluate this. Just because an
existing company is not being pushed out, that does not mean that they are not suppressing the

9	
  
	
  

	
  

ability for a local entrepreneur to establish a competing business. While these effects may beharder to measure, their impact cannot be ignored.

An alternative for TOMS might be to work to help establish and develop the local industry in
struggling economies, rather than just providing free handouts. TOMS’ model could be thatinstead of partnering with non-profits and NGOS for donations, they work with local shoebusinesses to help them sell their shoes, offer a fair wage and decent working conditions. This
would please consumers because, as the Cone/Echo Global CR Opportunity Study found, themost important issue consumers feel companies should address is economic development.xvii
There are other shoe companies that have tried to address these issues, such as SoleRebels.
SoleRebels is an Ethiopian business employing around 100 workers, producing handmade, fairtrade footwear. The company pays three times the typical wage in Ethiopia, and also covers
healthcare, schooling, and maternity costs.xviii This type of business model helps to build thecommunity by providing a way for locals to earn their way to a better life, rather than just being
given a handout.

PUBLIC CREDIBILITY & MARKETINGThe main avenue that TOMS focuses on to achieve its credibility and signaling goals is throughits marketing strategies. In fact, the whole One for One™ idea that the company’s existence
depends on is the most significant element of its marketing campaign. To achieve this goal,
TOMS relies primarily on viral advertising and other word of mouth techniques. This helps
build trust in the mind of the consumer, since hearing about TOMS’ cause through friends andtrustworthy sources makes the company seem more genuine than a company participating in

10	
  
	
  

	
  

traditional forms of advertisement. They are able to thus portray themselves as a company witha worthy purpose, rather than simply an active enabler of consumerism. Whether or not thesentiment is justifiable, the grass roots methodology employed by TOMS certainly boosts their
credibility among consumers.

The company takes several approaches to garner recognition and publicity without the use of
traditional advertisements. Some examples include Facebook, school campus clubs, attending
conferences, and hosting special events. Events like ‘A Day without Shoes’ encourages people
to not wear shoes for a day so they can experience what it is like to not have shoes, while ‘Style
your Soles’ allows groups to get together to design and personalize their own pair of shoes by
painting them. Not only do events such as this act as publicity, but the results can also serve as
miniature agents of further advertisement, as the unusually-decorated shoes -- or lack of footwear
altogether -- attract additional attention from peers. Recently, TOMS rolled out a new marketingstrategy called ‘Giving Trips’. Every week, a customer is selected to go on a shoe drop andwitness the donation process first-hand. This signals to consumers that TOMS must be genuinein their charitable claims, otherwise they would have nothing to show the winner. In a way they
are attempting to gain the authenticity of undergoing an independent audit, except with the
caveat that it is done by non-auditors who have already shown favorable bias towards thecompany by buying a pair of shoes. While it may not stand up to any rigorous standards, to thecasual consumer it only increases the sense of goodwill and openness that the company would
like to portray.

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However, many critics of TOMS feel that they use poverty as a marketing tool, therefore
exploiting their beneficiaries. They see One for One™ just as a marketing ploy to get people tobuy shoes, as opposed to a sincere effort to alleviate poverty. TOMS may be manipulating thefact that consumers today are increasingly socially-conscious. In fact, up to 93% of consumers
state that they would be more likely to purchase an item that supports a cause. Complementing
this is a consumer trend towards making charitable contributions publically recognizable. While
donating to other charities may have a more significant impact in fighting world poverty,
wearing TOMS shoes allows consumers to visually market themselves as supporters ofhumanitarian efforts. By overtly signaling their devotion to the cause, they also exert socialpressures on their peers to follow similar behavior.xix

GIVING REPORT AND AWARDS
Aside from their general marketing strategy, TOMS has also been able to supplement its brandpromotion through the distribution of company reports and acceptance of independent awards.
As a young company established only in 2006, it was not until 2011 that TOMS released theirfirst organizational report. This “Giving Report” discusses TOMS business model, the reasons
behind their actions, and their charitable accomplishments since the inception of the company. It
serves as a signaling device to create a feeling of transparency in regards to TOMS’ businesspractices, instilling a sense of trustworthiness. TOMS makes the report available on theirwebsite and presents a user-friendly experience, with trendy graphics and fonts. This makes it
easily accessible to the general public, and specifically to youth and young adults that comprise
TOMS core audience. Although it is useful that they are able to provide some information, thereport itself is actually completely inadequate. The report focuses on highlighting the people

12	
  
	
  

	
  

who have been given shoes, through pictures and anecdotal stories. While these are nice, “feelgood” depictions, they do not provide sufficient details into the specifics of the company or thetrue impact of their giving efforts. As a growing number of consumers are willing to do in-depth
research on the products they are paying for, it will be increasingly important for the company toprovide useful data.xx If TOMS wants more customers to place their faith in them, they need todeliver more information about the company. In particular, they should release financial
information: what percentage of the $60 retail price goes toward the non-profit, what are their
manufacturing costs, and what it costs to conduct a shoe drop. Yet, since they are a private forprofit company, they may be hesitant to reveal the extent of their profits if they fear that they
may warrant consumer backlash. For example, if consumers were to learn that only a few dollarsof each purchase went towards the donations, it would make it much harder for them to justify
the price.

In addition to that published report, TOMS has been able to signal their excellence and integrity
through various awards that they have received. Some of these awards include the 2007 People's
Design Award from the Cooper-Hewitt's National Design Museum, and the 2009 Secretary ofState’s Award for Corporate Excellence. The ACE award, established by the State Department
in 1999, celebrates companies’ commitment to corporate social responsibility, innovation,
exemplary practices, and democratic values worldwide. On top of these company awards,
Mycoskie was honored with an invitation to become a member of the Clinton Global Initiative in2007. These distinctions help to lend additional credibility to TOMS, although it is not clear
how stringent the requirements are to earn such accolades.

13	
  
	
  

	
  

EFFECTIVENESS
Regardless of the success that TOMS marketing strategy has achieved, questions remain about
how effective the company and its business model are at achieving the goals they set out toaccomplish: improving the lives of children, making a better tomorrow, and alleviating poverty.
To do this by donating shoes, the company is implying that shoes are one of the most costeffective ways of realizing this goal. Yet some studies downplay the importance of shoes inpromoting a healthy lifestyle, and in particular deny the claim that they prevent getting theparasitical worms that Mycoskie references in TOMS’ mission statement.xxi While anotherbenefit to owning footwear in many of the targeted communities is an increased access toschooling, there is no research devoted to discovering the number of children who are attending
school thanks to a TOMS donation. This comes back to the issues with the shortcomings in
TOMS reporting standards. Again, there is a lack of real, concrete information about the impactthat TOMS is having in the communities it donates in, instead relying mostly on a variety of
pictures. Eventually consumers will demand substantiation to the company’s claims before
being willing to continually throw money at the company.

TOMS needs to provide statistics on how people’s lives may or may not be improving due to thecompany’s involvement in their communities – information on whether the number of children
in school has increased, or if there have been improvements in foot diseases and other healthindicators. This would allow customers to determine whether giving people shoes helps, and by
how much. Perhaps there could also be alternative approaches that might be more effective inachieving these goals. If donating shoes is effective, then supporters want to make sure that asmuch money as possible is going toward that effort – toward the non-profit. With more money,

14	
  
	
  

	
  

the non-profit would have more resources to create change. Yet, since financial information is
not released, there is no way to know how much of the retail price is going toward that aim.

On the other hand, if donating shoes does not have a significant impact on improving lives, thenit may be better to use the money towards donations to other organizations working on different
types of development work.

For example, perhaps investing in the infrastructure of thecommunity would achieve more substantial results for the same resources spent. TOMS focuseson shoes because it makes for an effective marketing stance, but does it really make sense as avehicle for poverty alleviation? Hand-outs traditionally have not provided much of a lasting
effect on communities, since they do not succeed in elevating the underlying economic
conditions. The fact that TOMS focuses solely on the One for One™ shoe giving model leads tothe conclusion that the company may be more concerned with bolstering its profits, thanks to awell-conceived marketing strategy, than with truly helping distressed communities.

The singular focus of the CSR approach taken by TOMS has also caused them to ignore one of
the more traditional avenues of corporate responsibility – ensuring that the supply chain issocially conscious. While TOMS does claim that their suppliers follow fair labor practices, there
is no auditing provided to authenticate the claim. This stands as a weakness for TOMS, where
they could further improve their image by widening the scope of their CSR efforts. With theircurrent levels of popularity they may feel that expending additional resources towards this is not
worth the cost, but it may turn out to be a worthwhile investment to maintain public support.

15	
  
	
  

	
  

If TOMS is unable to quantify the impact it is having and unwilling to lift the veil of financial
secrecy over its operations, consumers could opt for different alternatives.

SoleRebels,

mentioned earlier, is an example of one competing footwear company that has a more holistic
approach to bettering communities through economic empowerment. Alternatively, consumers
could also decide that they may be better off spending $30 for a more affordable shoe and thendonating the additional $30 they would have spent on a pair of TOMS to a preferable charitablecause. This option may be especially intriguing if it is found that the total dedicated to non-profit
expenditures amounts to only a few dollars of the total retail cost. There is little doubt that
TOMS is making good on its claim to donate a pair of shoes for every one sold, but questions
remain about the effectiveness of such a strategy. It has proven to be a highly successful
marketing strategy, but to ensure a lasting following the company will need to provide moreevidence that the deeds it accomplishes justify the consumer cost. It will be important for TOMS
to address these concerns as the scrutiny towards CSR methodologies expands along withgrowing consumer expectations.
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  
i

	
  Wong,	
  Grace.	
  	
  CNN:	
  World	  Business.	
  	
  “Blake	
  Mycoskie:	
  Sole	  Ambition”.	
  	
  September	
  26,	
  2008.	
  	
  March	
  1,	
  2012.	
  <http://edition.cnn.com/2008/BUSINESS/09/26/mycoskie.profile/	
  >	
  
	
  
ii
Zimmerman,	  Mike.	
  	
  SUCCESS.	
  	
  “The	  Business	
  of	
  Giving:	
  TOMS	  Shoes”.	
  	
  March	
  1,	
  2012.	
  	
  <http://www.success.com/articles/852-­‐the-­‐business-­‐of-­‐giving-­‐toms-­‐shoes>	
  
	
  
iii
	
  	
  “Blake	
  Mycoskie:	
  Sole	  Ambition”.	
  	
  http://edition.cnn.com/2008/BUSINESS/09/26/mycoskie.profile/	
  
	
  
iv
	
  http://en.wikipedia.org/wiki/Espadrille	
  	
  
	
  
v
	
  Irwin,	
  Jennifer.	
  	
  The	  New	
  York	  Times:	
  Style.	
  	
  “The	  lowly	
  alpargata	
  steps	
  forward.”	
  	
  January	
  17,	
  2007.	
  	
  March	
  1,	
  2012.	  	
  <	
  http://www.nytimes.com/2007/01/17/style/17iht-­‐rtom.html	
  ?	
  
	
  
vi
	
  Mycoskie,	  Blake.	
  	
  Start	  Something	
  that	  Matters.	
  	
  New	
  York:	
  Spiegel	  &	  Grau,	  2011.	
  
	
  
vii
	
  Mycoskie,	
  Start	  Something	
  that	  Matters.	
  
	
  
viii
Mycoskie,	  	
  Start	  Something	
  that	  Matters.	
  
	
  

16	
  
	
  

	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
   	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  
ix

Spaulding, Alicja, Fernandez Stephanie, Sawayda, Jennifer. Daniels Fund Ethics Initiative, University of New
Mexico. 2011. March 1, 2012. <http://danielsethics.mgt.unm.edu/pdf/TOMS%20Case.pdf	
  >	
  
	
  
x
	
  TOMS	  website	
  www.toms.com	
  	
  
	
  
xi
	
  TOMS	  website	
  www.toms.com	
  	
  
	
  
xii
	
  http://laist.com/2010/09/24/laist_interview_toms_shoes_blake_my.php	
  
	
  
xiii
	
  Spaulding,	
  et	
  al.	  	
  	
  http://danielsethics.mgt.unm.edu/pdf/TOMS%20Case.pdf	
  
	
  
xiv
	
  http://www.laweekly.com/2011-­‐07-­‐28/news/is-­‐blake-­‐mycoskie-­‐of-­‐toms-­‐an-­‐evangelical/	
  	
  
	
  
xv
	
  TOMS	  website.	
  	
  www.toms.com	
  	
  
	
  
xvi
	
  TOMS	  Giving	
  Report	
  2011	
  
	
  
xvii
	
  Kerkian,	  Sarah.	
  	
  Cone	  Communications.	
  	
  2011	
  Cone/Echo	
  Global	
  CR	
  Opportunity	
  Study.	
  	
  October	
  4,	
  2011.	
  March	  1,	
  2012	  <	  	
  http://www.coneinc.com/2011globalcrrelease	
  >	
  
	
  
xviii
	
  Sole	  Rebels	
  website	  	
  http://www.solerebelsfootwear.co/	
  	
  
	
  
xix
	
  2011	
  Cone/Echo	
  Global	
  CR	
  Opportunity	
  Study	
  http://www.coneinc.com/2011globalcrrelease	
  	
  
	
  
xx
	
  2011	
  Cone/Echo	
  Global	
  CR	
  Opportunity	
  Study	
  http://www.coneinc.com/2011globalcrrelease	
  	
  

	
  
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  Miguel,	
  Edward	
  and	
  Kremer,	  Michael.	
  	
  “Worms:	
  Identifying	  Impacts	
  on	
  Health	
  and	
  Education	
  in	
  the	
  Presence	
  of	
  Treatment	  Externalities.”	
  December	
  2002.	
  	
  March	
  1,	
  2012.	
  <http://dev.wcfia.harvard.edu/sites/default/files/625__Worms_Econometrica_12.22.02.pdf>	
  
	
  

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