Professional Documents
Culture Documents
of Direct Benefit
Social marketing is predicated on the ideals of commercial marketing, with the needs of the
market being paramount in the creation of a message, idea or product that will lead to social
change for the greater good. As an adaptation of commercial marketing, social marketing
acquired the understanding of commercial exchange and the freedoms to accept and reject the
offers in an open market. With the 2004 revision of the definition of commercial marketing,
social marketing also acquired the need to create, communicate and deliver value to the
consumer that directly benefited the organisation. Whilst direct benefit was historically the
anthema to social marketing, social change outcomes can be seen as directly benefiting the
organisation who promoted the original ideal. To complicate matters, at the same time social
marketing has needed to become more outcomes focused, the rise in upstream marketing has
created a situation where marketing can be used to restrict the available choices in the social
marketing marketplace. Yet at the same time direct benefit to the campaign is a necessary
prerequisite for marketing, and the temptation to modify the market to limit competition to
increase direct benefit, social marketing cannot afford to lose sight of the fundamental need to
remain a force for voluntary behaviour.
Social Marketing: One Social Change Technique, not The Social Change Technique.
Social marketing is one of a range of methods for changing the attitudes, beliefs and
behaviours of the broader public, or a smaller societal group. As a social change technique, it
sits alongside the process of education, legal reform and structural change as a mechanism for
the adjustment of society. However, increasing pressures on outcome based measures have
seen many marketers consider reaching into other aspects of the social change toolkit to
enhance the success of voluntary change through upstream marketing to either alter the
market conditions (voluntary change through involuntary removal of choice) or implement
legislative enforcement (voluntary change through voluntary compliance of law). As
effective as these mechanisms may be for achieving social change outcomes, they are not
marketing techniques. In fact, the alteration of a market to remove competitor messages is
usually regulated against by government as anti-competitive and anti-monopoly – in the
commercial sense, the upstream sentiment is to actively encourage choice. At the social
marketing level, choice seems to become an anathema. However, social marketing with its
parentage in commercial marketing and adaptation of commercial techniques remains
committed to freedom of choice, competition of messages, and non-monopolistic practices.
At least in theory, if increasingly less so in practice.
The new definition broadens the role of the marketing orientation beyond the dynamic
between client/customer and the organisation. The expansion of the concept to include
stakeholder benefit as an explicit role of marketing impacts on the type and nature of the
strategies that can be considered to be marketing strategy. A core imperative to arise from
the marketing definition is the need to define the organisation'
s stakeholders. Freeman (1984)
defines stakeholders as "any group or individual who can affect or is affected by the
achievement of the firm’s objectives". This is a noticeable departure from the narrow view of
stakeholders as shareholders, stockholders or owners of the organisation (Clement, 2005).
Stakeholders can be further split into primary stakeholders, who are directly involved in the
ongoing survival of the organisation (e.g. employees, customers and suppliers etc.); and
secondary stakeholders, who are influential, but not essential for the survival of the
organisation (e.g. activists, communities and governments). The definition of "stakeholders"
is now a critical element in determining what marketing can do to create benefit for the
organisation and the stakeholders. From a social marketing perspective, incorporating
stakeholders has been a central tenet of indirect benefit exchange, and as such, represents the
inclusion of aspects of social marketing’s involvement in promoting marketing exchanges that
lead to benefits accruing to the individual and broader society. Both social marketing
(individual and society) and relationship marketing (individual and partners) have contributed
to the inclusion of the stakeholders.
Unfortunately for social marketing, the core principles of the discipline require it to forgo the
expediency of mandatory social change in favour of the higher risk, higher reward strategy of
voluntary compliance. Inherent in the social marketing approach is the consumer orientated
creation of a social product that creates, communicates and delivers superior value to the
market – and which forces the marketer to address the needs of the market and maintain the
relationship in order to receive the direct and indirect benefit of compliance with the social
marketing message. Whilst social upstream marketing can be used to facilitate the creation,
communication and delivery of value, and to strength and reinforce the relationship,
ultimately, the marketer must give the freedom to accept or reject to the consumer. If the
customer has no freedom to reject the offer, then marketing does not take place, and social
marketing simply ceases to exist where legislation or coercion takes precedence over
voluntary choice.
Reference
American Marketing Association (2004), "Definition" Marketing News, September 15, 2004
Clement, R.W. (2005) 'The lessons from stakeholder theory for U.S. business leaders'
Business Horizons 48, 255-264
Griffin, B.L., Hall, N, and Watson, N (2005) "Health at work in small and medium sized
enterprises: Issues of engagement" Health Education 105 (2) 126-141.
Kotler, P. & Roberto, E. (1989) Social Marketing: Strategies for Changing Public Behaviour,
New York: Free Press.
Kotler, P. & Zaltman,G. (1971), “Social marketing: An approach to planned social change”,
Journal of Marketing, 35, 3-12.
Kotler, P., Roberto, E. & Lee, N. (2002) Social Marketing: Improving the Quality of Life,
Thousand Oaks: Sage.
Redmond, E.C. and Griffith, C.J. (2005) “Consumer perceptions of food safety education
sources: Implications for effective strategy development”, British Food Journal 107 (7)467-
483