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Social marketing originated as an innovative idea, applying the managerial tools of marketing to solve social problems. Over time, however, it may have become trapped in its own tools, thus limiting its influence on social change and progress. In this article, we explain these limitations and show how to overcome them. In essence, the path toward greater influence lies in: widening the scope of outcomes sought, widening the circle of actors involved in social change, and social marketers becoming participants rather than agents of social change.

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This page is a summary of: Redefining social marketing: beyond behavioural change, Journal of Social Marketing, April 2015, Emerald,
DOI: 10.1108/jsocm-03-2014-0021.
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