Developing more effective social marketing strategies

Developing more effective social marketing strategies Purpose – The reason for this paper is to better understand why many social marketing campaigns produce poor results and to propose a model to guide social marketing strategic planning to improve program outcomes. Design/methodology/approach – This is a conceptual paper which discusses a new social marketing model to remove upstream causes of target social problems. Findings – It appears that social marketing planning may be limited by over‐reliance on commercial marketing tactics and an over‐emphasis on individual behavior change. Finding upstream sources of social problems is a first step. However, social marketers must be willing to employ tactics to ameliorate structural, upstream causes of social problems. Research limitations/implications – The social marketing field needs to further its developmental progress by reducing its use of commercial marketing concepts and increasing its use of concepts from other fields like public health, political science, and social movements. Practical implications – Practicing social marketers can improve their outcomes if they identify upstream causes of social problems and find ways to reduce their harmful effects. Social implications – There are major social implications because removing upstream sources of social problems will invoke opposition from powerful interests. A new array of complexity is involved in using activism as a tactic, which may be needed. Conflicts will have to be dealt with and responded to effectively. Originality/value – The value of this paper is to enhance awareness of the self‐imposed limitations on social marketing strategies and to propose a means of removing these limitations and improving the ability to improve social well‐being. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Social Marketing Emerald Publishing

Developing more effective social marketing strategies

Journal of Social Marketing, Volume 1 (1): 15 – Feb 15, 2011

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
2042-6763
DOI
10.1108/20426761111104400
Publisher site
See Article on Publisher Site

Abstract

Purpose – The reason for this paper is to better understand why many social marketing campaigns produce poor results and to propose a model to guide social marketing strategic planning to improve program outcomes. Design/methodology/approach – This is a conceptual paper which discusses a new social marketing model to remove upstream causes of target social problems. Findings – It appears that social marketing planning may be limited by over‐reliance on commercial marketing tactics and an over‐emphasis on individual behavior change. Finding upstream sources of social problems is a first step. However, social marketers must be willing to employ tactics to ameliorate structural, upstream causes of social problems. Research limitations/implications – The social marketing field needs to further its developmental progress by reducing its use of commercial marketing concepts and increasing its use of concepts from other fields like public health, political science, and social movements. Practical implications – Practicing social marketers can improve their outcomes if they identify upstream causes of social problems and find ways to reduce their harmful effects. Social implications – There are major social implications because removing upstream sources of social problems will invoke opposition from powerful interests. A new array of complexity is involved in using activism as a tactic, which may be needed. Conflicts will have to be dealt with and responded to effectively. Originality/value – The value of this paper is to enhance awareness of the self‐imposed limitations on social marketing strategies and to propose a means of removing these limitations and improving the ability to improve social well‐being.

Journal

Journal of Social MarketingEmerald Publishing

Published: Feb 15, 2011

Keywords: Social marketing; Social theories; Marketing strategy; Social problems

References

  • The health belief model
    Janz, N.; Champion, V.; Strecher, V.
  • Consumer‐interest study in higher education: a conceptual analysis of an emerging discipline
    Kroll, R.; Hunt, S.
  • Bias and error in human judgment
    Kruglanski, A.; Ajzen, I.
  • Some proposals for the alcohol industry
    Wallack, L.
  • Rethinking the boundaries of social marketing: activism or advertising?
    Wymer, W.

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