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Background: Over the past half century, social marketing has come into its own, both as a discipline and a practice, for creating positive social outcomes. However, as the operating environment continues to evolve, the role of social marketing in the change landscape requires consideration. Focus of the article: In this article, the author presents a commentary on the present and future role of social marketing research and practice through the lens of a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis. Topics discussed in the analysis include the boundary definition of social marketing, modalities of practice, sources of funding, the complexity of target issues, and professional standing and competition. Importance to the social marketing field: Critical analysis of social marketing research and practice can assist to maintain and grow its relevance and adoption among key stakeholders. Recommendations for Research or Practice: Several recommendations are made for addressing the issues identified in the SWOT analysis. These include conscious effort to market social marketing; clarify the concept of audience orientation when designing social marketing solutions; address specific research questions that produce academic and managerial insights; utilize corporate partnerships creatively; offer social marketing course to retain accreditation of professions such as marketing, public health, environmental studies, or public administration; and, encourage documentation of initiatives. Limitations: The discussion presented here is based purely on opinions and experience of the author.

The rising popularity of social marketing as a framework for social change has resulted in an increased demand for advanced-level social marketing training. As a result, an online survey was conducted in early 2007 to identify the social marketing training needs of social sector professionals. A convenient sample of 477 respondents from 33 countries (but primarily from the United States and Canada) responded to the online survey. Respondents expressed an interest in learning a variety of topics. "Audience analysis" was ranked the highest followed by "sustainability of change." Benefits from and barriers to attending training events were identified. The primary motivation of the respondents to attend a training event was to apply concepts directly to initiatives on which they are currently working. The preferred format of training and other such details were also investigated. Findings from this survey should help trainers and institutions that offer face-to-face training events better respond to advanced-level training needs in the field of social marketing.

This book, an adaptation of Nancy R. Lee and Philip Kotler's highly successful book Social Marketing: Influencing Behaviors for Good, 4th Edition, is structured around the ten-step marketing planning process that trains and encourages those in positions responsible for influencing public behaviors to undertake a systematic and comprehensive approach to behaviour change rather than jumping to the stage of producing just ads or distributing condoms. The book will convince readers when employing social marketing, it takes more than this. The book illustrates the planning process, importance of research, and related concepts through numerous examples that are of high quality and diverse contexts. It is one of the first books to bring together excellent social marketing thoughts related to the Indian situation at one place. Through these discussions, the book proposes new ways to address old problems related to public health, injury prevention, environment protection, community harmony, and financial well-being. In a nutshell, if you want to learn how to fix India's problems, this book is for you.

We propose, from a focal organization's perspective, a holistic framework for an interorganizational collaboration (IOC) that integrates the resource dependence theory and the triangular alignment perspective to account for the impact external factors such as international donors and internal factors such as the focal organization's competencies have on the IOC's antecedents, process, and outcomes. We base our arguments on the case of the National AIDS Control Organisation (NACO) that collaborated with various international and domestic partners to effectively reduce the incidence of HIV/AIDS in India.

This experimental study tested Cause-Related Marketing (CRM) ads in the context of Benoit's Image Restoration Theory. The effects of three kinds of ads on the image of a brand and a nonprofit organization (NPO) after the release of an unfavorable news story were compared: brand ads, PSAs, and CRM ads. CRM ads produced more favorable responses than brand ads prior to scandal, but lost their advantage in the light of negative news.

Marketers realize the importance of 360-degree communication (reaching audience members in consistent but multiple ways) to improve brand salience, increase the effectiveness of behavior change strategies, and achieve organizational objectives. While several social marketing organizations have embraced the 360-degree approach, their effectiveness has not been adequately captured by research approaches such as 360-degree feedback. Our study addresses this gap by reporting the influence of Project Raksha ("protection" in Hindi), launched in November 2007 in the rural areas of four Indian states by Pathfinder International in support of government of India's efforts to reduce maternal mortality and morbidity by promoting institutionalized delivery. The project designed specific interventions at the household, community, local government, and clinical levels to address four types of delays in response to obstetric complications. Westat India carried out postintervention-only evaluation by conducting self-report surveys and interviews with women and their influencers, community health workers, health service providers, and local government members. Findings revealed that most interventions proved effective in addressing the four types of delay that were key contributors to maternal mortality in the project areas. The 360-degree feedback mechanism allowed the social marketing organization to obtain a comprehensive grasp of its persuasion efforts. Achievements and failures were better captured and lessons better learned for future behavior change attempts.

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.