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This paper contributes to emerging discourse about the ongoing challenges and opportunities of social marketing as a discipline. The paper presents a qualitative perspective on existing challenges faced by social marketing and offers suggestions for addressing these challenges. Nine semi-structured interviews with social marketing academics and practitioners from six different countries were conducted. Thematic analysis was used to analyse and interpret the qualitative data. The study provides insight into existing challenges for social marketing, classified into three key themes according to their position within or outside of the discipline: 1) poor branding of the discipline as an internal challenge, 2) competing disciplines as an external challenge, and 3) overall reach of the discipline, seen as both an internal and external challenge. The findings suggest that social marketing needs to overcome poor branding issues to sufficiently address external challenges. We conclude by arguing for a more robust marketing of the discipline. While scholars have identified the challenges and opportunities for social marketing as a discipline, they have paid little attention to examining these challenges from the viewpoint of expert practitioners and academics. This paper presents a nuanced contextual understanding of the identified challenges through a qualitative perspective and explores how social marketing can overcome these challenges.

Purpose This paper presents the first attempt to map and critically review existing social marketing planning approaches. Approach Critical literature review. Findings The discussion highlights that existing social marketing planning approaches have moved on from older product-driven models towards a more customer/ citizen-oriented, stakeholder engagement and value creation narrative. There is also a growing connection between social marketing planning approaches and theories from other disciplines. This recognises that a simple push marketing strategy, which was the working principle of many early social marketingplanning approaches, is not often effective for contemporary social marketing practice. Effective social marketing planning requires a greater emphasis on new social marketing principles derived from the new global consensus social marketing definition, such as more citizen focus, sustainable outcomes, and ethical practice, thus highlighting a need for more comprehensive social marketing planning approaches with a better understanding of recent theory development of social marketing as a field in order to be relatable and efficient. Implications The review sets out some original thinking about how planning in the field of social marketing can be strengthened through a more inclusive adoption of both system thinking analysis and integration with other fields of theory and practice that are seeking to influence behaviour for social good. Limitations This review is exploratory in nature and evaluates only 14 social marketing planning approaches; more social marketing approaches exist and could be considered in further reviews.

The emergence of the International Social Marketing Association (iSMA) and its affiliated regional associations is a key indicator that social marketing is maturing, both as a community of practice and as a profession. Through these associations, the international social marketing community has developed a consensus definition of the discipline and a consensus list of basic competencies for social marketing certificate programs. The associations are currently working on certification programs and a code of ethics. Continued movement toward professionalization can help social marketers be recognized and valued more highly for their relevant skills, knowledge, expertise, trustworthiness and altruism. At the same time, the discipline must address a number of key challenges and opportunities, to stay relevant and thrive.

The COVID-19 pandemic has led to millions of deaths and tested the capabilities of the medical and public health systems worldwide. Over the next two years as more approved vaccines are made available and supply meets or exceeds demand, medical and public health professionals will increasingly be faced with the challenge of vaccine hesitancy. There is an urgent need to create demand in groups that are either uninformed, vaccine hesitant, or actively resistant to COVID-19 vaccination. This study reviews theory, evidence, and practice recommendations to develop a vaccine demand creation strategy that has wide applicability. Specifically, we focus on key elements including supply side confidence, vaccine brand promotion strategy, service marketing as it relates to vaccine distribution, and competition strategy. We present evidence that these strategies can make a significant contribution to overcoming COVID-19 hesitancy in a high supply scenario. The paper also makes recommendations about factors that need to be considered in relation to vaccine delivery services and systems that, if done badly, may reduce uptake or result in the creation of more vaccine hesitancy. In summary, there is a need for well researched and tested demand creation strategies that integrate with brand strategy, supply side, and service delivery.

Purpose: This paper presents a systematic review of the use of social marketing principles in sexual health studies in order to determine the effectiveness of the programmes. Method: A systematic literature review method was used, and Andreasen’s (2002) benchmark criteria were adopted to analyse the use of social marketing principles in the selected studies.Findings: There is evidence of full use of some elements of Andreasen’s (2002) benchmark criteria, for example consumer research, behaviour change objectives and segmentation. The use of the marketing mix theory and exchange elements were limited, whereas the evidence of the use of competition is not noted. In addition, the majority of the selected studies focus on short-term objectives, leading to varying and inconsistent outcomes. Overall, no single element of Andreasen’s (2002) benchmark criteria was independently associated with the success of any of the selected studies. Implication: The review highlights a need to use more social marketing principles in planning and implementing sexual health programmes to enhance their effectiveness. Improvement in performance might be achieved through the development and application of a new social marketing informed methodology for designing social programmes on sexual health.

This paper makes the case for immediate planning for a COVID-19 vaccination uptake strategy in advance of vaccine availability for two reasons: first, the need to build a consensus about the order in which groups of the population will get access to the vaccine; second, to reduce any fear and concerns that exist in relation to vaccination and to create demand for vaccines. A key part of this strategy is to counter the anti-vaccination movement that is already promoting hesitancy and resistance. Since the beginning of the COVID-19 pandemic there has been a tsunami of misinformation and conspiracy theories that have the potential to reduce vaccine uptake. To make matters worse, sections of populations in many countries display low trust in governments and official information about the pandemic and how the officials are tackling it. This paper aims to set out in short form critical guidelines that governments and regional bodies should take to enhance the impact of a COVID-19 vaccination strategy. We base our recommendations on a review of existing best practice guidance. This paper aims to assist those responsible for promoting COVID-19 vaccine uptake to digest the mass of guidance that exists and formulate an effective locally relevant strategy. A summary of key guidelines is presented based on best practice guidance.

Public–private partnerships are an effective way to address the global double burden of malnutrition. While public–private partnerships operate in multiple forms, their leadership usually falls to governments, public health agencies, or nongovernmental organizations, with the private sector taking a subordinate role. The rapid ascent of social media and mass communications worldwide has provided a disruptive technology for new nutrition intervention programs. A new model, provisionally called private–public engagement, takes advantage of social media, mass media, and integrated social marketing to reach parents, families, and communities directly. These new private–public engagement initiatives need to be managed in ways suggested for public–private partnerships by the World Health Organization, especially if the private sector is in the lead. Once the rationale for engagement is defined, there is a need to mobilize resources, establish in-country partnerships and codes of conduct, and provide a plan for monitoring, evaluation, and accountability. Provided here is an example consistent with the private–public engagement approach, ie, the United for Healthier Kids program, which has been aimed at families with children aged less than 12 years. Materials to inspire behavioral change and promote healthier diets and lifestyle were disseminated in a number of countries through both digital and physical channels, often in partnership with local or regional governments. A description of this program, along with strategies to promote transparency and communication among stakeholders, serves to provide guidance for the development of future effective private–public engagements.

Purpose– This paper aims to set out a new hierarchical and differentiated model of social marketing principles, concepts and techniques that builds on, but supersedes, the existing lists of non-equivalent and undifferentiated benchmark criteria.Design/methodology/approach– This is a conceptual paper that proposes a hierarchical model of social marketing principles, concepts and techniques.Findings– This new delineation of the social marketing principle, its four core concepts and five techniques, represents a new way to conceptualize and recognize the different elements that constitute social marketing. This new model will help add to and further the development of the theoretical basis of social marketing, building on the definitional work led by the International Social Marketing Association (iSMA), Australian Association of Social Marketing (AASM) and European Social Marketing Association (ESMA).Research limitations/implications– This proposed model offers a foundation for future research to expand upon. Further research is recommended to empirically test the proposed model.Originality/value– This paper seeks to advance the theoretical base of social marketing by making a reasoned case for the need to differentiate between principles, concepts and techniques when seeking to describe social marketing.

Background: Pandemic influenza has the potential to cause widespread death and destruction. Communications with the public have a vital role in the prevention of pandemic influenza by promoting the effective uptake of behaviours that can delay the spread of infection. This study explored the development and implementation of communications in the pandemic influenza outbreak of H1N1 (‘swine flu’) in 2009 in three European countries. Methods: In-depth interviews were conducted with senior policy and communication officials involved in the planning and delivery of communications programmes in England, Italy and Hungary. Results: The study found a lack of planning and a low value attached to the skills required to produce effective communications. In all case study countries there was a dearth of good quality audience research to inform the development of communications. Little thought had been given to the tone, targeting or channelling of messages. Instead, communications were characterized by a ‘one size fits all’ and a ‘top down’, expert-led response. There was also little effort to evaluate the impact of communications, but where this was done, very low levels of public compliance and engagement with key behavioural messages were found. Conclusions: Policy makers should prioritize investment in the skills and expertise required to achieve desired behaviour changes. Audience research should be conducted throughout the planning cycle to inform national communications strategies. This should include insights to inform the segmentation of public audiences, targeting of messages and consideration of content and emotional tone most likely to achieve desired behavioural outcomes.

This chapter explores how social marketing can be used to add value when developing a public health intervention that is designed to influence attitudes and behaviour. It examines the difference between how social marketing can add value to policy selection, strategy development, and operational social marketing programme delivery. The chapter explores the challenges of influencing public health policy and approaches to using social marketing principles to inform public health policy and strategy development. The advantages of developing a strategic approach to the application of social marketing are also covered, including a description of what constitutes the application of a strategic social marketing approach and how it can be analysed and evaluated. The implications for project and programme delivery, including the need for vertical and horizontal integration, are also examined.

It is often assumed that social marketing can only be conducted by big organizations with large budgets and lots of accumulated marketing expertise and experience. This chapter makes the case that a real strength of the social marketing approach is that it can be adapted and used by almost anyone who wants to help people behave in a socially responsible way. The key to effective social marketing on a small budget is to start by thinking like a marketer: thinking about the needs of citizens and how you can create value for them; not worrying about not having enough money to run a big, flashy campaign. The chapter gives examples of how people with limited or no budgets can still apply a social marketing mind-set and procedures to solve social problems. It also gives details of sources of free help and support for anyone who has access to the Internet.

It is rare that one group, profession, or sector has all the answers, levers for change, or resources to promote health in a systemic way. This chapter sets out the rationale and processes for developing effective partnerships and delivery coalitions, which are often an important component of many social marketing initiatives and programmes. It sets out a number of common principles for establishing and maintaining delivery coalitions across different sectors. The chapter also reviews the differences between stakeholders and partners, explores how to find the right partners, and outlines how best to manage these groups of supporters so that all partners achieve the desired outcomes of the coalition.

There is a lack of systematic planning in many public programmes, despite the existence of a number of well-designed and tested systematic planning models. One of the defining features of social marketing is the application of systematic and transparent planning to achieve defined and measurable social objectives. When planning social marketing interventions aimed at influencing behaviour, behavioural theories and models should have a central role in informing the intervention’s design and evaluation. However, an equally important factor in the delivery of an intervention is the application of a logical and documented planning approach in order to produce learning about what worked well and what did not. Systematic planning processes are key to understanding not only which elements of a social marketing programme are most successful but also which are most efficient. A focus on systematic planning is a valuable way to ensure that programme implementation weaknesses are addressed and mitigated.

This chapter focuses on the development of a more systematic approach to social behaviour change (Michie et al,2011) and the examination of a growing body of research in the public health world (CDC, 2000) that goes beyond just communication- and enforcement-based approaches to influencing health behaviour (McQuail, 2009; Rothschild, 1999). This understanding has been developing rapidly over recent years (NICE, 2007; 2014). Intervention organizing and planning systems such as social marketing (French et al., 2010), co-creation (Cottam and Leadbeater, 2004), and community engagement (Hills, 2004) are examples of how this new science is being operationalized in social policy delivery. This development, along with more general improvement in social policy implementation (Public Administration Select Committee, 2009), planning, and review (Australian Public Service Commission, 2007) has resulted in a growing consensus about how to establish, deliver, and evaluate more successful behavioural interventions focused on social good.

This chapter explores the influence of paternalistic conceptions of public health fostered by more generic state paternalism that stresses the responsibility of the state to influence health and the conditions that create it. The limitations of such an approach are reviewed. The chapter also explores the growing realization that governments and their agencies cannot deliver the significant shifts in population-level behaviour change alone, and the implications of this realization. The second half of the chapter sets out the case for a new citizen-informed model of public health practice informed by social marketing principles. The rationale and practical implications of this new citizen-focused model are explored, including the added value contribution that can be made to public health programmes and policy through the application of social marketing principles. The chapter ends with a review of why social marketing is being increasingly applied as standard practice in many parts of the world.

This chapter sets out a hierarchical and differentiated model of social marketing principles, concepts, and techniques, based on thoughts put forward by French and Russell-Bennett (2015). In this chapter descriptive criteria of social marketing are reviewed and placed in a hierarchy of importance in order to assist practitioners, commissioners, and academics with describing and identifying social marketing practice and distinguishing it from other forms of social programme design and implementation. The description of the key principles, concepts, and techniques of social marketing set out in this chapter represents a way to conceptualize and recognize the different elements that constitute social marketing theory and practice.

This chapter sets out some practical considerations and tips for organizations considering investing in external suppliers to provide either elements of a social marketing initiative or a whole initiative. Commissioning can be a highly cost-effective way of drawing on the necessary specialist skills that may not be present within organizations. It is a straightforward process, but it demands a systematic approach and the proactive management of prospective and successful suppliers. There are many issues that need to be considered when deciding to bring in external agencies or individuals to help develop, deliver, or evaluate your social marketing programme. This chapter provides some helpful checklists and questions to consider, as well as some guidance on managing suppliers of services.

This chapter explores the value that segmentation can bring to social marketing projects and programs. The chapter also explores some of the practical and theoretical barriers that are associated with adopting a segmented strategy as part of social marketing program planning and delivery. The rationale for investing in a segmentation based strategy in social marketing is also explored. Questions about the need for and how to justify the investment needed for developing a segmentation informed approach to social marketing are discussed alongside some of the main barriers to segmentation and why it does not always feature as a component in all social marketing programs. As part of this assessment the chapter considers some of the weaknesses and dangers associated with segmentation, including its importance and contribution to the overall program strategy implementation and how it can add value to the evaluation strategy. The latter part of the chapter explores some of the future changes that will be associated with the application of segmentation within social marketing and a world of increasing connectivity, big data and technologies, and methodologies that enable increasing personalised and tailored goods, services and social programs. The chapter also includes a number of checklists and questions that can be used to guide the use and review of segmentation in social marketing.

Purpose – The purpose of this paper is to explore the scope of social marketing by re-examining some of its core concepts: the balance between the “wants” of individuals with the “needs” of society; the nature of exchange; the inclusion of techniques not explicitly considered part of the panoply of marketing; techniques available to social marketing, such as “nudge” style techniques, regulation or behavioural conditioning; the view that behaviour change must be its definitive goal; the ethical and political dimensions of social marketing; and the definition of social marketing. Design/methodology/approach – The authors pose seven questions based on these concepts which they debate. Findings – The authors conclude that a more inclusive view of what constitutes social marketing is required: one that avoids absolutism or defining the field in terms of the tactics it employs. The paper calls for a set of ethical codes which would enable social marketers to better defend approaches that deploy more implicit and strongly persuasive techniques common in the commercial world but unacknowledged in social marketing. Originality/value – The paper questions some of the settled views of the field, such as the focus on “behaviour change” and the notion of “exchange” and “voluntary” behaviour change. The paper debates the ethical implications of using “invisible” or coercive techniques, and the nature of customer-centricity. The paper also debates the politics of social marketing and encourages debate about interventions which go beyond rational exchange.

PurposeThe purpose of this paper is to review the possible contribution of “nudging” as a tactic and “form” of exchange and suggest two new frameworks to aid in the description of four “forms” of exchange and “types” of intervention that can be used in social marketing.Design/methodology/approachDiscursive review of the contemporary impact of liberal paternalistic thinking on policy and operational delivery of social change programmes. The paper also considers the tensions within social marketing regarding voluntary and involuntary change including the use of incentives and disincentives in social change programmes and presents a model that seeks to describe the range of options available.FindingsIt is concluded that in addition to restricted, generalised and complex exchanges, as defined by Bagozzi there are basically four basic “forms” of exchange that can be used by governments and public institutions who apply a marketing approach to brining about positive social change. These “forms” of exchange includes “nudging” but also other legitimate “forms” of exchange that can be called “shoving”, “ hugging” and “smacking”. It is further suggested that together with these four “forms” of exchange there are five basic “types” of intervention that can be used to bring about change, these two elements can all be brought together in a proposed intervention matrix. The paper makes the case that a key advantage of adopting a marketing mind‐set (i.e. one that is driven by consumer‐centric thinking and based on the creation of value) in the selection of “forms” of exchange and “types” of intervention is that the selected mix will be much more likely to bring about the socially desired change because it is informed by the preferences and consent of the majority of citizens.Research limitations/implicationsThis paper does not explicitly address the nature of social marketing. A position is taken that social marketing is what Gallie has defined as an “essentially contested concept ” and what Peters would term a “field of study”. This means that social marketing will by its nature just like many other fields of endeavour be subject to continuous debate and development. Consequently, in adopting this position, the paper tacitly accepts a broad and inclusive definition of social marketing. The proposed exchange matrix and intervention matrix, together with the deCIDES framework outlined in the paper need to be tested to discover if these models have utility in being able to accommodate existing social marketing practice and inform the selection of future social marketing programmes.Social implicationsIf the models set out in this paper prove to have descriptive utility, they may prove to be a useful additional conceptual and practical planning tool for those involved in applying marketing interventions directed at social issues at the policy, strategy, tactical and operational levels of practice.Originality/valueThis paper sets out three conceptual models, two of which have not been published before. The models and the accompanying commentary will add to the debate about the scope of what legitimately constitutes the “operational territory” of social marketing both in terms of up‐ and down‐stream activity and interventions that span both voluntary and involuntary change.

Social marketing is a highly systematic approach to health improvement that sets out unambiguous success criteria focused on behaviour change. This paper reviews the key concepts and principles of social marketing and its recent rapid development across government in England in the public health field. This paper outlines the role of the National Social Marketing Centre and concludes with a discussion of the probable future impact of social marketing on public health practice. The paper argues that there is a close ideological match between social marketing and liberal democratic imperatives. Social marketing’s focus on outcome, return on investment and its emphasis on developing interventions that can respond to diverse needs, means it is probable that social marketing will increasingly be required by governments as a standard part of public health programmes.

Social marketing has a key role to play in helping to shape the choices people make and supporting the decisions and actions that determine their health and well-being. These choices have a broad impact on society, affecting not only the quality of life of individuals and communities and the cost of public services, but also the performance of business and the economy. In this article we discuss how the impact of behavior choices and the interventions that support them can be evaluated. We briefly set out the problems of measuring the cost effectiveness of behavior choice interventions and propose an approach to these challenges. The article illustrates how a pragmatic, layered framework for evaluating cost effectiveness can be developed and applied in five fields in which positive behavior choices can prevent illness (alcohol misuse, smoking, obesity, coronary vascular disease, and mental health). The review identifies the value of a quality adjusted life year in each of these fields and uses these estimates to generate “return on investment” for typical projects, at different levels in society (individual and family, health and care services, other public sector, private sector, and wider society). Finally we propose a consensus conference to develop and apply such a framework.

Background: Understanding public opinion and attitudes regarding vaccination is crucial for successful outbreak management and effective communication at the European level. Methods: We explored national differences by conducting focus group discussions in The Netherlands, Poland and Sweden. Discussions were structured using concepts from behavioural models. Results: Thematic analysis revealed that participants would base their vaccination decision on trade-offs between perceived benefits and barriers of the vaccine also taking into account the seriousness of the new outbreak. Except for those having chronic diseases, participants expected a low infection risk, resulting in a low willingness to get vaccinated. Information about the health status of cases was considered important since this might change perceived susceptibility. Participants displayed concerns about vaccine safety due to the limited available time to produce and test vaccines in the acute situation of a new pandemic. Swedish participants mentioned their tendency of doing the right thing and following the rules, as well as to get vaccinated because of solidarity with other citizens and social influences. This appeared much less prominent for the Dutch and Polish participants. However, Swedish participants indicated that their negative experiences during the Influenza A/H1N1 2009 pandemic decreases their acceptance of future vaccinations. Polish participants lacked trust in their national (public) health system and government, and were therefore sceptical about the availability and quality of vaccines in Poland. Conclusions: Although participants overall expressed similar considerations, important differences between countries stand out, such as previous vaccination experiences, the degree of adherence to social norms, and the degree of trust in health authorities. (C) 2016 The Authors. Published by Elsevier Ltd.

Purpose This paper aims to present a description of the development and implementation of a combined school- and community-based intervention for the prevention of overweight among children, using the combined methods of social marketing (SMk) and intervention mapping (IM). Design/methodology/approach The SMk total process planning (TPP) framework was used, a simple but robust framework that consists of five stages: scoping, development, implementation, evaluation and follow-up. In addition, IM tools were embedded in the development stage to strengthen the development element of the campaign. Findings The use of the SMk TPP framework led to the selection of one specific target segment and behaviour. IM tools helped to select the most important and modifiable determinants and behaviours in the target segment, as well as to select and appropriately apply theoretical methods for influencing determinant and behaviour change. The resulting “Water Campaign” was aimed at Turkish and Moroccan mothers and their 6-12-year-old-children (target segment). This intervention addresses the consumption of sugar-sweetened beverages through the promotion of tap water drinking (target behaviour). The systematic involvement of key stakeholders resulted in capacity-building and co-creation. Originality/value A key finding of the present work is that the SMk TPP framework and IM tools can be successfully combined in intervention development, helping to develop enhanced interventions. Combining these methods led to a theory-based and client-oriented intervention, which was directed at multiple ecological levels and which systematically involved key stakeholders. With this detailed description of the intervention development, this paper aims to assist other researchers and practitioners in their quest to develop better interventions.

Este artigo apresenta algumas das principais ideias e princípios sobre o porquê de processos eficazes de comportamento social precisarem de incorporar princípios de marketing. O artigo explora como os especialistas de marketing social, os políticos e outras partes interessadas podem construir estratégias que sejam reforçadas pelos princípios e metodologias do marketing em todas as políticas sociais. A principal tese do artigo é que o marketing social pode ajudar a informar a estratégia, a selecção e a implementação de políticas sociais, através de um processo de desenvolvimento e aplicação de políticas centradas nos cidadãos. Sem essa compreensão, as intervenções sociais correm o risco de resultados deficientes e de uma crescente tendência para a rejeição por parte dos cidadãos.