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8 CHAPTER 1 ■ Social Marketing for Public Health: An Introduction

advocacy campaign (to reach key stakeholders and decision makers) were inte-
grated in the “Saskatchewan in motion” campaign in Canada.

Trend 3: Building Partnerships

Public health issues are often so complex that no single agency is able to “make a
dent by itself.” No wonder some social marketers even deem partnership as one of
the “additional social marketing Ps” (Weinreich, 2006, p. 1).
Partners for social marketers can be nonprofit organizations (at local, national,
or international levels), private sectors, governments, media organizations, local
communities (or online communities), and even individuals (like volunteers).
This book reviews some creative and effective short-term and long-term part-
nerships. In Chapter 9, social marketers for mosquito nets in Nigeria partnered with
international net and insecticide manufacturers as well as Nigerian distributors. In
Chapter 10, social marketers of the safe drinking water program in Madagascar had
more than 12,000 government volunteer community healthcare workers as partners;
they also partnered with the government and nongovernmental organizations
(NGOs) in the training of those volunteers for the program. In Chapter 12, the
Chinese government, public health organizations, a global pharmaceutical company,
marketing professionals, media outlets, and voluntary individuals (such as popular
singing and movie stars) partnered in a nationwide anti–hepatitis B campaign. In
Chapter 15, the National Environment Agency (NEA) in Singapore partnered with
other government agencies, private organizations (such as construction companies),
schools, and town councils in an anti–dengue fever campaign.

Trend 4: Corporate Social Initiatives to Support Social
Marketing Efforts

Research has documented that “[i]n response to pressures to be more socially re-
sponsible, corporations are becoming more active in global communities through
direct involvement in social initiatives” (Hess & Warren, 2008, p. 163). Defined as
“a commitment to improving community well-being through discretionary busi-
ness practices and contributions of corporate resources” (Kotler & Lee, 2005, p. 3),
corporate social initiatives include six major options for doing social good:

• Corporate cause promotions to increase awareness and concern for social
causes.
• Cause-related marketing to make contributions to social causes based on
product sales.
• Corporate social marketing to support behavior-changing campaigns.