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Social Marketing and Public HealthTheory and practice$
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Jeff French, Clive Blair-Stevens, Dominic McVey, and Rowena Merritt

Print publication date: 2009

Print ISBN-13: 9780199550692

Published to Oxford Scholarship Online: February 2010

DOI: 10.1093/acprof:oso/9780199550692.001.0001

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Using social marketing to develop policy, strategy, and operational synergy

Using social marketing to develop policy, strategy, and operational synergy

Chapter:
(p.67) Chapter 5 Using social marketing to develop policy, strategy, and operational synergy
Source:
Social Marketing and Public Health
Author(s):

Jeff French

Clive Blair-Stevens

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199550692.003.05

This chapter covers the application of strategic thinking in social marketing and the difference between policy, strategy, and operational social marketing. The concepts of the policy intervention mix and the marketing mix in the public sector are compared and contrasted. The chapter explores the challenges of influencing public policy and approaches to using social marketing principles to inform policy and strategy development. Developing a strategic approach to social marketing is covered, including a description of what constitutes a strategic social marketing approach, and how it can be analysed and evaluated. The implications for the delivery of operational social marketing, including the need for programmes of action and vertical and horizontal integration, are also included. The chapter concludes with a call for social marketing to be embedded as an integral part of public sector policymaking and strategy development, as well as for improved operational implementation.

Keywords:   social marketing, strategic thinking, policy intervention, marketing mix

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