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Individuals exist within an environmental context that strongly influences their overall health and welfare. Environmental context refers to the context in which a person lives, works, and socializes. This paper presents a social marketing strategic planning model which begins by analyzing the micro, meso, and macro environments to identify causes or influences of a target social issue or problem. Contributors to the social problem are prioritized with respect to the degree to which they exert influence or causality. Next, stakeholders (those who have some interest in the social problem) are identified. Stakeholder perceptions and values are examined in order to develop an effective coalition of stakeholders who can work collaboratively at the various environmental levels to ameliorate the target social problem. As social marketing has evolved in order to develop more effective solutions to complex social problems, integrating a systems approach is useful to understand the dynamics influencing the social problem. Individuals are not targeted myopically but placed into an environmental context to understand and respond to influences on unhealthy behaviors and living conditions. Engaging a coalition of stakeholders who are motivated to alleviate the causes of the social problem must be skillfully managed by social marketers but offers promise in addressing complex social problems.

PurposeThis commentary presents a theoretical model with a special emphasis on developing social marketing strategies and tactics that account for industry involvement. The overall goal is to enhance social marketing effectiveness. Design/methodology/approachA planning model is presented which helps the social marketer account for industry involvement in the social or public health problem. FindingsThe paper finds that conducting an analysis of the causal influences of the social or public health problem helps to inform strategy development. Originality/valueThe paper presents a planning mode that can be useful in identifying industry contributions to social problems and in anticipating industry opposition to social change. The model is particularly appropriate for developing social marketing programs in which industry involvement is present.

The authors examine the course offerings of undergraduate business programs in Canada to better understand the depth and breadth of this educational system’s inclusion of ethics and social responsibility courses. Methodology involved analyzing online programs, curricula, and course descriptions on university websites. Results indicate that only a small proportion of universities are providing a substantial depth and breadth of course coverage in their course offerings. Additionally, barriers to educating ethical managers are discussed and a model of social responsibility concepts is presented.

The authors evaluate the potential of green marketing and its limitations in solving society’s environmental problems. The streams of research in the green marketing area are reviewed and their assumptions and efficacies are discussed. While green marketing has some positive societal outcomes, on its own it is an insufficient solution to societal environmental problems in general and to humanity’s existential threat from climate change in particular. The authors analyze and discuss the roles and responsibilities of business, citizen-consumers, and government in contributing environmental solutions.

In this article three generations of research addressing the marketing construct in nonprofit organizations are critically analyzed: (a) market orientation in nonprofit organizations, (b) societal orientation, and (c) research contributions aiming to close the existing practice–theory gap on this topic. A qualitative study among 24 nonprofit marketers is conducted in Canada and Germany to develop a construct labeled nonprofit marketing orientation. It includes the dimensions of brand orientation, supporters’ orientation, commercial orientation, and service orientation. Furthermore, the authors describe the nomological net of nonprofit marketing orientation to present interconstruct relationships and to inform future research.

Society is scrutinizing business schools, perhaps believing they should be educating good citizens and not just good managers. Society believes there is a widespread failure of a business education system that is demonstrated in the continuation of corporate crimes and scandals (Holland, 2009). Critics of business schools believe they have encouraged students to go to practically any lengths to increase corporate profits and short-term shareholder return. Alsop (2006) argues that “universities have a critical role to play in preparing leaders to create an ethical and socially responsible climate in the world’s business enterprises” (p. 12).

Given the continuing need for professional nonprofit managers, a trend toward more businesslike models for administrating nonprofits seems likely. However, the level of business school involvement in the education of future nonprofit managers is largely unknown. Given direction from the Association to Advance Collegiate Schools of Business (AACSB; the premier accreditation body for U.S. business schools) for an education that not only enhances a student's ability to contribute to an organization but to the greater society as well, it seems likely that an increased attention to a curricular focus on business educations that aids the training of future professional nonprofit organization managers might be likely. This study examines the status of nonprofit management, marketing, finance, accounting, social entrepreneurship, social marketing, fundraising courses, programs, and faculty in a sample of U.S. AACSB-accredited business schools. The perceptions of these business schools' leaders with regard to offe...

PurposeThe 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/approachThis is a conceptual paper which discusses a new social marketing model to remove upstream causes of target social problems.FindingsIt 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/implicationsThe 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 implicationsPracticing social marketers can improve their outcomes if they identify upstream causes of social problems and find ways to reduce their harmful effects.Social implicationsThere 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/valueThe 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.

In some areas of public health concern, corporate marketing activities may negate social marketing messages targeting individuals. Traditional social marketing campaigns may be ineffective when commercial marketing activities create an environment that encourages and maintains unhealthy behaviors. This article explores the role of social marketing in these instances.

Hotels are increasingly sponsoring social marketing programs to encourage voluntary reduction of towel and linen use. These programs reduce water usage thus benefiting the environment. They also reduce hotels' laundering costs. Two controlled experiments were conducted to assess behavioral intentions and attributions as a result of such programs. Results demonstrate that response is most positive when savings from the program are donated to charity. When evidence is provided suggesting that a majority of hotel guests participate (social proof), the impact of how savings are used is reduced. This is especially pronounced for those traveling on business. Fit between the charity and the reuse program is inconsequential. The authors discuss implications.

This article analyzes the extent to which Australian and New Zealand marketing educators use dedicated or stand-alone courses to equip students with alternative views of business. A census of marketing programs in degree-granting universities was conducted. Program brochures were obtained via the Internet and were content analyzed. This study reports a lower proportion of universities requiring students to take a course dedicated to society and environmental issues than previous studies have. Only 27% of universities in Australia required students to take a dedicated ethics, social responsibility, and/or sustainability course. Only 8% of universities offered a dedicated core marketing ethical or social responsibility course. Previous sample estimates may have overstated ethical, social responsibility, and sustainability course requirements. There is considerable room for improvement in Australia and New Zealand if universities are to equip their students with the skills, knowledge, and ideas to benefit themselves, the organizations they choose to work for, and society as a whole.

A three-nation sample of nonprofit managers was surveyed to determine their preferences for additional education and training on a 37-item list of marketing topics. Preferences were ranked and compared to determine most preferred topics and cross-national differences. For educators and trainers, the results provide input on which marketing topics are of greatest interest to current nonprofit leaders. Findings on managers* preferences for the format and delivery of training and education alternatives are also provided. The number of nonprofit organizations in the United States has been growing steadily, from 12,500 in 1940 to almost 2 million in 2006 (Independent Sector, 2007; Wymer, Knowles, and Gomes, 1996). This trend has accelerated in recent years; between 1996 and 2006, the number of public charities increased 68.7 percent (NCCS, 2007). This growth has stimulated a demand for nonprofit managers (Salamon and Sokolowski, 2005), and academic programs in nonprofit management have been JPAE l4(2):271-283 Journal of Public Affairs Education 271 This content downloaded from 207.46.13.51 on Mon, 20 Jun 2016 07:28:01 UTC All use subject to http://about.jstor.org/terms Curricular Content of the Marketing Component for Nonprofit Management Programs growing to respond to this demand (Wilson and Larson, 2002; Young, 1999). U.S. graduate programs offering three or more courses in nonprofit management areas numbered 17 in 1990, 32 in 1992, 76 in 1997, and 114 in 2001 (Irvin, 2003; Mirabella, 2004; Wish and Mirabella, 1998). Students in public affairs programs are preparing to become professionals (Perry, 2005), and an increasing number of public administration graduates are seeking and finding career opportunities in nonprofit organizations. For example, more than one-third of Columbia University MPA graduates have chosen careers in nonprofit organizations. Over one-fourth of MPA graduates from Harvard's John F. Kennedy School of Government have chosen careers in nonprofit organizations. This trend is expected to continue (Cohen and Abbott, 2000). Because a fair proportion of graduates are preparing for professional careers in nonprofit organizations, their education must be relevant to the demands of their professions (Dawes, 2004). Smith (2000) argues that nonprofit management education programs should be designed to respond to the needs of nonprofit leaders and managers. In order for the curriculum to be relevant, it needs to be developed and kept current with consideration given to practicing managers' current and emerging needs. A common complaint of MPA graduates is that their education was not practical (Cunningham, Riverstone, and Roberts, 2005). Cunningham, Riverstone, and Roberts (2005) argue that academics and practitioners are not communicating. They contend that poor communication between scholars and practitioners reduces the transfer of knowledge from academics to the public sector. Academics are not producing knowledge that practitioners need. Tschirhart (1998) provides an example of how the development of the nonprofit management curriculum at Indiana University was informed by surveying nonprofit managers. Practitioner input to inform curriculum development should not be limited to domestic practitioners, but should extend to international practitioners. A number of international students in schools of public affairs who will return to their home countries after completing their programs, and their education needs to have relevance for their professional context. In addition, there are calls for the globalization of the curriculum (El Baradei and Newcomer, 2005). New MPA programs are emerging around the world, and NASPAA has shown an increased interest in international initiatives (Jennings and White, 2005). The content of nonprofit management programs must respond to the needs of practitioners, but consideration should also be given to content delivery. In some programs, a good proportion of students, especially in graduate programs, are working professionals. For example, Larson, Wilson, and Chung (2003) surveyed students in six nonprofit management programs and found that about 90 percent of the students in their survey were working nonprofit professionals and were very interested in a curriculum that would help them more effectively manage the operations of nonprofit organizations. Additionally, Larson, Wilson, and 272 Journal of Public Affairs Education This content downloaded from 207.46.13.51 on Mon, 20 Jun 2016 07:28:01 UTC All use subject to http://about.jstor.org/terms Curricular Content of the Marketing Component for Nonprofit Management Programs Chung (2003) examined what courses students believed were most important in their curricula and what courses needed more emphasis. Next to strategic planning, students rated fundraising and development as most important. General marketing, volunteer management, and advocacy in public policy were also rated highly.

Social marketing and public health campaigns offer audiences ways to improve their quality of life by taking action or changing their behavior for healthier living and improved longevity. Unfortunately, these campaigns are often ineffective. In this chapter, an approach is presented for developing more effective communication strategies for the purpose of influencing greater audience compliance with social marketing and public health campaigns. A two-phase process is recommended. First, a process for analyzing structural (upstream or environmental) and internal (individual) causes of the public health or social problem is described for the purpose of identifying targets for emphasis. Second, a process for understanding how target audiences perceive different message arguments is described for the purpose of refining the public health message for improved persuasiveness.

Supporter loyalty refers to loyalty by various types of supporters (such as donor, volunteers) to nonprofit organizations (nongovernmental organizations, etc.). A conceptual description of the supporter loyalty construct is first developed. Then a scale development study is described for a measure of supporter loyalty.

Although bequest income accounts for 9% of overall giving in the United States many nonprofits continue to focus their solicitation efforts on the very wealthy, ignoring the bulk of the fund-raising database. In this study the authors work with three large nonprofits operating bequest societies and using direct marketing to solicit gifts from across their fund-raising database. They compare the profiles of their bequest pledgers with nonpledgers to determine whether individuals willing to offer a bequest may be demographically or attitudinally distinct. Developing a discriminant function they correctly classify 77.1% of 624 respondents to a postal survey of 3,000 donors and/or pledgers. Legacy pledgers appear significantly more likely to be seeking a means of reciprocation, are more concerned that the organization be performing well, and are more concerned with the quality of communications they receive. The fund-raising implications of their analysis are explored.

Charitable bequests currently account for 9 percent of overall giving in the United States. In this study we examine the motives for this form of support and the potential barriers to giving perceived by members of bequest societies or legacy clubs solicited through direct mail. Through a series of eight focus groups we delineate the individual motives for offering a bequest, the organizational factors that drive gifts of this type, and the potential barriers that could prevent such a gift from being made. The implications for professional fundraising practice are explored.

This article presents a general framework for the social marketing process. An example from British history is used to demonstrate an effective model for gaining public and government support for a social marketing initiative. The historical analysis illustrates a key issue: public interpretation of the importance of the social marketing cause is dependent upon its core values and that its values may differ from the group advocating social action. The advocacy group's effectiveness in obtaining support for its cause will hinge upon its ability to strike a resonant chord with the social values of society and its cause.

Learning how an organisation's volunteers differ from volunteers serving in other organisations can provide managers with important information. This information can assist managers in identifying potential volunteers, and this information can help managers better understand what to communicate to potential volunteers. This paper presents a segmentation study of literacy volunteers as an example of a proposed methodology for differentiating sub-groups of volunteers. Managerial implications of research findings and ideas for future research are also presented. Copyright © 2003 Henry Stewart Publications

SUMMARY Collaborative relationships between businesses and nonprofits have grown tremendously in the last few years. These cross-sector alliances are different from within-sector alliances (business-business alliances) which has been examined in prior research, and include corporate philanthropy, corporate foundations, licensing agreements, sponsorships, transaction based promotions, joint issue promotions, and joint ventures. This paper discusses the growth, size, and scope of various business and nonprofit collaborative relationships and develops a typology of these relationships. Motivations for business-nonprofit collaborations and expected outcomes are presented as well as fruitful topics for further investigation.

SUMMARY The authors discuss recruitment of volunteers to serve in local nonprofit organizations. A conceptual model describing the determinants of volunteering is described. The model is useful in understanding the various influences affecting a person's volunteer behavior. Marketing tactics, which take into account prior research, are presented in order to help the volunteer program manager (VPM) more effectively recruit volunteers. While the work is academically strong, efforts are made to make this work very practical.

Youth ministries are in a state of transition. Formerly effective models of youth ministry are proving to be ineffective for youth born in the 1980′s, the Millenials. Today's youth are feeling alienated from the church community and are often treated like a separate subculture, uninvolved in church life outside their own sphere. While contemporary discussions about these issues largely focus upon the format and structure of youth ministries, this article concerns itself with the content of those ministries. While not discussing what youth are taught, this article emphasizes the need to ground youth in what we teach them so that those teachings will be long-lived in the youth. Specifically, this article presents ideas, based on established social psychological theory, which may help to develop in our youth resistance against a bombardment of messages from our culture which are contrary to our religious principles, values, and beliefs.

This paper reports the results of a qualitative assessment of 134 church volunteers from multiple churches in two Midwestern cities. The findings indicate that there are three primary dimensions to church volunteering. First, church volunteers feel that their service is a response to Scriptural teachings. Second, church volunteers desire to make a meaningful contribution. They need to know that their service makes a difference. Third, church volunteers derive psycho-social benefits from their service. For many volunteers, their service is a means through which they can feel needed, useful, and helpful. Also, their service provides a means for social interaction with others. Managerial implications of the findings are discussed.

This article builds upon earlier works in JMMM which emphasize a marketing orientation in church management. Specifically, this article illustrates how small group leaders, and thus, small group ministries, can become more effective by becoming more marketing oriented. The article begins by emphasizing the necessity of developing more effective small group ministries in our churches. Next small group leadership styles that are ineffective are categorized and discussed. Finally beneficial behaviors, grounded in a marketing orientation, are depicted which foster effective small group ministries.

Building upon earlier work in JMMM, this article describes how a marketing-oriented church can develop marketing strategies for one of its key constituencies-church volunteers. Volunteers ...

Volunteers who work in nonprofit organizations serve an important role in our society, as evidenced by their economic impact. Nonprofit organizations which rely on volunteers are finding it increasingly difficult to recruit and retain sufficient numbers of volunteers to fulfill their missions. Faced with this situation, managers need to become more marketing oriented in their approach of dealing with their volunteers. A manager's first step in becoming more marketing oriented is obtaining a better understanding of the organization's volunteers. This article presents an example of a customer analysis of a specific group of volunteers–church volunteers, to test the efficacy of this approach in better understanding a target group of volunteers. Collecting data from survey respondents, comparisons are made between church volunteers and non-volunteers, between church volunteers and secular volunteers, and between church members who volunteer in their churches and church members who volunteer in secula...

This inquiry contributes to the literature on the development of 'nonprofit marketing thought' by describing how the field's early period established a legacy effect on nonprofit marketing scholarship to the present day. This qualitative work uses a wide variety of sources from a protracted historical period in order to more fully inform a perspective on the relevant issues that have influenced the development of nonprofit marketing scholarship. The investigation suggests that, although the debate on whether or not marketing is a science was nominally resolved years ago, the origins of marketing scholarships as an applied business discipline remain influential. The effects on this influence is a body of research that is fragmented, conflicted, sometimes invalid, and has produced few general theories indicative of a social science. Recommendations are offered for improving the quality of nonprofit marketing scholarship.

This case discusses how multiple activist organizations were able to collaborate and form an alliance in order to be more effective. The case represents an example of a best practice in activism marketing. It also shows how activism marketing can be useful in empowering individuals to take collective action to improve the quality of life of citizens in their communities.

This timely collection of cutting-edge articles offers a complete overview of marketing in the nonprofit sector. Written by a leading team of international experts, it examines the issues faced by public and nonprofit organizations in marketing and raising funds, and provides a comprehensive review of the latest research.An introductory sectio

Data were collected from physicians attending a medical conference. This exploratory study was primarily interested in two areas. First, the investigators were interested in better understanding physicians' responses to different promotional tactics typically used by the pharmaceutical industry. Pharmaceutical representatives were most useful, followed by drug samples and infomercials in medical journals. Direct mail, promotional faxes, and promotional products were used less by physicians. Second, the investigators were interested in learning what information sources influenced physicians' drug choices. Physicians were primarily influenced by their prior experience with a drug, then by drug compendiums, and journal articles. Physicians were also influenced by information provided by the industry and other factors, like the drug's price and their patients' financial situations. Managerial implications for marketing to physicians and ideas for future research are discussed.

This article summarizes the articles found in this special issue, which were inspired by the 2008 Social Marketing Conference in Brighton, England. This special issue provides readers with an interesting mix of social marketing topics and methods. Both conceptual and empirical articles are represented. Social marketing practitioners will find some good ideas and new approaches. Social marketing researchers will be presented with some of the latest thinking in social marketing, and perhaps will obtain insights for future research.