The goal of this cutting edge book is to reposition social marketing so that foundations, government agencies, and various nonprofits will approach social change in a way that reaches both upstream and downstream individuals in society. Author Alan R. Andreasen outlines potential roles, restates fundamental principles, and then suggests how social marketing might be applied to a sample of nontraditional challenges.
|Edition description:||New Edition|
|Product dimensions:||6.00(w) x 1.25(h) x 9.00(d)|
About the Author
Alan Andreasen (Ph.D., M.S., Columbia University) is a professor in the McDonough School of Business at Georgetown University. His research interests include the application of marketing to nonprofit organizations, social marketing, and consumer behavior. Professor Andreasen is a member of several academic and professional associations and serves on the editorial boards of the Journal of Consumer Policy, the Journal of Consumer Research, Social Marketing Quarterly, and the Journal of Public Policy and Marketing. He is also past president of the Association for Consumer Research and is currently Interim Executive Director of the Social Marketing Institute. Professor Andreasen's publications include 16 books and over one hundred articles and conference papers. His most recent books are Ethics in Social Marketing [Georgetown University, 2001], Strategic Marketing in Nonprofit Organizations, 6th ed., (co-authored with Philip Kotler of Northwestern University) [PH, 2003], Marketing Research that Won't Break the Bank [Jossey-Bass, 2003] and Marketing Social Change [Jossey-Bass, 1995]. Professor Andreasen is a consultant to the World Bank, the American Cancer Society, the Centers for Disease Control and Prevention, Boys and Girls Clubs, and others. He also conducts executive seminars worldwide for a diversified set of non-profit and private sector organizations and several government agencies.
Table of ContentsPrefaceI. IntroductionChapter 1: Social Change, Social Problems and 21st Century Social MarketingChapter 2: Creating and Framing the AgendaII. Social Problems and the Role of Social MarketingChapter 3: The Structure of Social ProblemsChapter 4: The Role of Social MarketingChapter 5: Setting Priorities with Social MarketingIII. Upstream ApplicationsChapter 6: Beyond Downstream Interventions: Influencing CommunitiesChapter 7: Structural Change: Influencing Law Makers and RegulatorsChapter 8: Structural Change: Recruiting Business AlliesChapter 9: Recruiting Allies in the Media and Health-Care CommunitiesIV. ConclusionsChapter 10: Repositioning Social Marketing for the 21st Century