By Gayle A. Sulik
In response to increased publicity surrounding Susan G. Komen for the Cure’s questionable trademark and marketing activities, the organization published an official statement on its website, titled: “Susan G. Komen for the Cure® Sees Trademark Protection as Responsible Stewardship of Donor Funds.”
According to the statement, Susan G. Komen for the Cure® has never sued other charities or put other non-profits out of business, and the organization does not have plans to do so in the future. Apparently knitters, sandwich makers, and kite fliers who want to raise money for breast cancer or other causes should breathe easier now! Of course, there are many ways to squeeze out organizations, large and small, and Komen’s high profile, clout, and overflowing coffers work in conjunction with legal teams, cease and desist orders, and polite suggestions to encourage a political and economic climate in which only the wealthiest survive.
When the National Alliance of Breast Cancer Organizations (NABCO) closed its doors after 18 years of operation, it was because the organization did not want to give priority to fundraising over program delivery. The network of almost 400 organizations, which included advocates, institutions, and healthcare providers, provided labor-intensive programs such as referral and case management that did not have the same allure as the publicity-driven fundraising campaigns that are so appealing to sponsors. Ironically, Komen founder Nancy Brinker was also a founding member of NABCO, along with journalist Rose Kushner who also helped to establish the National Women’s Health Network, Diane Blum of Cancer Care, and Ruth Spear who was a patient and author living in New York. When NABCO closed, Komen was one of 12 nonprofit cancer and health organizations to receive non-exclusive rights to NABCO’s educational materials at no cost.
This is not to suggest that Komen played a direct role in the closing of NABCO, or that NABCO should have acted differently. The point is that decision upon decision, action upon action, organizations shape the climate in which other organizations operate. NABCO refused to perpetuate itself by catering to fundraising interests at the same time that Komen was ramping up its cause-marketing and corporate partnerships. Three years later, Komen solidified its brand with a name change and new logo, and in the current year the organization has garnered more corporate partnerships than ever. The financial incentives have taken on a life of their own. If they hadn’t, we wouldn’t be quibbling over trademarks and pink buckets of fried chicken.
Komen’s reputation in some circles, especially among key stakeholders in business and medicine, appears to be beyond reproach. But reputations involve more than financial portfolios, and Komen’s domineering actions against other charities (whether they move forward to an official legal objection or not) demand a solid explanation.
The public didn’t get one. But Komen’s official statement did make some clarifications, such as the number of legal oppositions and objections filed against other entities since its founding, the total amount for legal expenses reported in the most recent financial statement, and the total funds invested in programs in the last fiscal year:
- Legal oppositions against other charities through the patent and trademark process: 16
- Objections filed against companies or for-profit groups: 31
- Total legal expenses last year: $515,405
- Program budget