![for it to prosper and remain relevant, it must discover and incorporate concepts and techniques from
other disciplines that are aligned around core ideas of people-centred and socially oriented.’’
We believe social entrepreneurial ventures (SEVs) can be studied using social marketing frame-
work in order to understand the role of social marketing (e.g., Madill & Ziegler, 2012). This will help
in identifying the role of social marketing in achieving SE objectives, and such perspective can also
identify the key elements of social marketing for an academic inquiry, which in turn could be applied
to SE interventions to make them more effective and successful (Madill & Ziegler, 2012). It will,
hence, establish the possibilities in addressing issues of social entrepreneurs through marketing con-
cepts (Zietlow, 2001) and thereby contribute to the existing literature in this area.
Thus, against this backdrop, we examined nine SEV cases using the social marketing framework.
We selected cases from three diverse and most critical sectors, that is, health, education, and liveli-
hood; working with different profit orientation—(a) nonprofit; (b) self-sustainable nonprofit with
combined income of charity, grant, and own generated income, not for profit, or hybrid; and (c)
for-profit. The objective was to understand the role of social marketing in achieving the mission of
SEVs. We have also cross-examined cases to find out relative significance of a social marketing
element in a given context.
Social Marketing and SE Literature and Research Gaps
Social Marketing
Lefebvre (2013, p. 4) defines social marketing as ‘‘the application of the marketing discipline to social
issues and causes, [that] provides a framework for developing innovative solutions to social problems
that have long perplexed and frustrated us.’’ Andreasen (2002) proposed six benchmark criteria based
on which an intervention can be labeled as social marketing—first, focus on behavior change; second,
audience research; third, careful segmentation; fourth, creation of attractive and motivational
exchanges with target audiences; fifth, use of all four Ps of the traditional marketing mix not just
advertising or communication; and sixth, consideration of competition faced by the desired behavior.
Andreasen (2002) argued that an intervention merely focusing on communication element is not social
marketing, but, at the same time, a program need not satisfy all six benchmark criteria to label itself as
social marketing. In this article, we are interested to know how application of social marketing makes
the SEVs more effective in resolving several compelling social issues.
Practitioners and managers in SEVs are not aware of social marketing, and its potential for organiz-
ing and implementing social change (Madill & Ziegler, 2012). This has become a serious issue due to
insufficient documentation success stories, and therefore prospective adopters (of this approach) may
not be aware of its potential in achieving large-scale social change (Andreasen, 2002). In some cases,
social marketing is also perceived as ‘‘manipulative’’ and not a ‘‘community-based’’ institutional
approach, and thus social entrepreneurs, in particular, are highly concerned about the latter (Andrea-
sen, 2002; Madill & Ziegler, 2012). Therefore, we argue that social entrepreneurial approach in
implementing social change through the application of social marketing can be of great use. At the
same time, social marketing as a tool can make SEVs more impactful, and therefore knowledge from
both the disciplines may be shared with one another.
SE
The concept of SE has emerged as a global phenomenon to bridge the gap between the demand for
social and environmental needs and the supply of resources to meet those (Nicholls, 2006).
SE is considered to act as a response to a market failure, state failure, or both, in meeting social
needs (Nicholls, 2006). Social entrepreneurs are recognized as change agents (Dees, 1998) because
Singh et al. 153](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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- 1. Theory-Based Article Application of Social Marketing in Social Entrepreneurship: Evidence From India Archana Singh1 , Gordhan K. Saini1 , and Satyajit Majumdar1 Abstract Recognizing the importance of social marketing strategies for the success of social entrepreneurial ventures (SEVs), the present article examines nine SEVs with different profit orientation to understand the role of social marketing in social entrepreneurship (SE). Using grounded theory approach and case study method, the present article cross-examines cases and develops propo- sitions thereof, providing a holistic understanding of current and potential application of social marketing strategies in SE. The outcome of this study may help social entrepreneurs to choose appropriate strategies from a pool of social marketing strategies available. However, there is a need to test these propositions with a larger set of data in future research. Also, it is equally important to study social marketing strategies adopted by failed cases of SEVs so that the existing and potential social entrepreneurs can learn from their mistakes. Keywords social marketing, social entrepreneurship, social entrepreneurial ventures, marketing strategies Introduction Several social problems have been addressed by applying marketing framework. Implicit or explicit applications of marketing principles for social good have led to the birth and growth of ‘‘social marketing’’ discipline. Social marketing is expanding its applications (Andreasen, 2002; Dann, 2008) from reducing or ending poverty (Kotler & Lee, 2009; Rangan & McCaffrey, 2002) to several related areas such as nutrition and health care (Goldberg, 1995; Harvey, 2008; Ling, Franklin, Lind- steadt, & Gearon, 1992; Serrat, 2010), including social entrepreneurship (SE) (Hibbert, Hogg, & Quinn, 2002; Schlee, Curren, & Harich, 2009). However, there is a compelling need to enrich and further the knowledge base of this field, and thereby look to address several remaining challenges related to social issues (Andreasen, 2003; Beall, Wayman, D’Agostino, Liang, & Perellis, 2012). Lefebvre (2012, p. 118) suggests that ‘‘the field needs to evaluate what works, and more importantly, 1 School of Management & Labour Studies, Tata Institute of Social Sciences, Mumbai, India Corresponding Author: Gordhan K. Saini, School of Management & Labour Studies, Tata Institute of Social Sciences, V N Purav Marg, Mumbai 400088, India. Email: gksaini81@gmail.com Social Marketing Quarterly 2015, Vol. 21(3) 152-172 ª The Author(s) 2015 Reprints and permission: sagepub.com/journalsPermissions.nav DOI: 10.1177/1524500415595208 smq.sagepub.com
- 2. for it to prosper and remain relevant, it must discover and incorporate concepts and techniques from other disciplines that are aligned around core ideas of people-centred and socially oriented.’’ We believe social entrepreneurial ventures (SEVs) can be studied using social marketing frame- work in order to understand the role of social marketing (e.g., Madill & Ziegler, 2012). This will help in identifying the role of social marketing in achieving SE objectives, and such perspective can also identify the key elements of social marketing for an academic inquiry, which in turn could be applied to SE interventions to make them more effective and successful (Madill & Ziegler, 2012). It will, hence, establish the possibilities in addressing issues of social entrepreneurs through marketing con- cepts (Zietlow, 2001) and thereby contribute to the existing literature in this area. Thus, against this backdrop, we examined nine SEV cases using the social marketing framework. We selected cases from three diverse and most critical sectors, that is, health, education, and liveli- hood; working with different profit orientation—(a) nonprofit; (b) self-sustainable nonprofit with combined income of charity, grant, and own generated income, not for profit, or hybrid; and (c) for-profit. The objective was to understand the role of social marketing in achieving the mission of SEVs. We have also cross-examined cases to find out relative significance of a social marketing element in a given context. Social Marketing and SE Literature and Research Gaps Social Marketing Lefebvre (2013, p. 4) defines social marketing as ‘‘the application of the marketing discipline to social issues and causes, [that] provides a framework for developing innovative solutions to social problems that have long perplexed and frustrated us.’’ Andreasen (2002) proposed six benchmark criteria based on which an intervention can be labeled as social marketing—first, focus on behavior change; second, audience research; third, careful segmentation; fourth, creation of attractive and motivational exchanges with target audiences; fifth, use of all four Ps of the traditional marketing mix not just advertising or communication; and sixth, consideration of competition faced by the desired behavior. Andreasen (2002) argued that an intervention merely focusing on communication element is not social marketing, but, at the same time, a program need not satisfy all six benchmark criteria to label itself as social marketing. In this article, we are interested to know how application of social marketing makes the SEVs more effective in resolving several compelling social issues. Practitioners and managers in SEVs are not aware of social marketing, and its potential for organiz- ing and implementing social change (Madill & Ziegler, 2012). This has become a serious issue due to insufficient documentation success stories, and therefore prospective adopters (of this approach) may not be aware of its potential in achieving large-scale social change (Andreasen, 2002). In some cases, social marketing is also perceived as ‘‘manipulative’’ and not a ‘‘community-based’’ institutional approach, and thus social entrepreneurs, in particular, are highly concerned about the latter (Andrea- sen, 2002; Madill & Ziegler, 2012). Therefore, we argue that social entrepreneurial approach in implementing social change through the application of social marketing can be of great use. At the same time, social marketing as a tool can make SEVs more impactful, and therefore knowledge from both the disciplines may be shared with one another. SE The concept of SE has emerged as a global phenomenon to bridge the gap between the demand for social and environmental needs and the supply of resources to meet those (Nicholls, 2006). SE is considered to act as a response to a market failure, state failure, or both, in meeting social needs (Nicholls, 2006). Social entrepreneurs are recognized as change agents (Dees, 1998) because Singh et al. 153
- 3. they aim at systematic solutions to social problems and bring about the social change desired (Nicholls, 2006). Till date, there is no universal definition of SE (Christie & Honig, 2006; Martin, 2004; Martin & Osberg, 2007; Nicholls, 2006; Weerawardena & Mort, 2006; Youssry, 2007), and it has different meaning for different people (Bornstein, 2005; Boschee & McClurg, 2003; Dees, 1998; Irwin, 2007; Light, 2005; Mair & Marti, 2006). However, there are two important elements of SE: First, its primary focus on social mission and, second, its entrepreneurial approach. Social entrepreneurs follow the entrepreneurial approach to achieve their social mission (Nicholls, 2006). A number of social entrepreneurs have brought about social changes with their innovative approaches all over the world. Their innovative and entrepreneurial approaches of problem solving are needed in all the countries and are most critical in underdeveloped and developing countries such as Bangladesh, Nigeria, and India due to the challenging socioeconomic scenarios and inadequacy of resources. In addition, these innovative and entrepreneurial problem-solving approaches by social entrepreneurs play a crucial part in the inclusive growth of the country (Ianchovichina & Lundstrom, 2009), as ‘‘development’’ not only includes economic growth but also includes social progress and improvement at the level of the individual (Lundstrom & Zhou, 2011). Thus, it establishes the importance of social entrepreneurs in solving social problems efficiently and effectively. Research Gaps and the Research Setting We have the scholarly challenge of dealing with two emerging streams of academic inquiry—social marketing and SE. These are multidisciplinary and hence have multiple perspectives. Interestingly, in application both are contemporary, relevant, and critical for development of a significant portion of world population. Researchers (Hibbert et al., 2002; Madill & Ziegler, 2012; Schlee et al., 2009; Zietlow, 2001) have examined or advocated the role of (social) marketing in SE education and practice. To the best of our knowledge (based on the keyword search of academic databases such as EBSCOhost, JSTOR, Wiley, Taylor & Francis, Sage, Emerald, etc.), there are two studies—Madill and Ziegler (2012) and Zietlow (2001)—which have examined the marketing or social marketing aspects of SEVs. Madill and Ziegler (2012) specifically analyzed the adoption of social marketing for SEs. They used a case analysis on One Drop and its Aqua expo and the utilization of social marketing framework to achieve water conservation in Northern Hemisphere and concluded that social marketing elements were applied implicitly. Zietlow (2001) examined managerial, finance, and marketing aspects of SE and identified four themes—new and increased marketing emphasis, need to acquire a greater marketing capacity, change in marketing approach, and marketing mix implications. Our study is the first and an unique attempt of sorts to analyze the SEVs using social marketing framework in Indian context because of the following reasons: First, social marketing literature has mainly focused on the Western countries (Fox & Kotler, 1980; Smith, 2010), and studies focusing on South Asia (e.g., Chance & Deshpande, 2009; Luthra, 1991; Madhavi, 2003; O’Sullivan, 2010; Saini & Mukul, 2012) are rare. There are irreducible qualitative contextual differences between the devel- oped and the developing countries (Luthra, 1991; Smith, 2010), which make it inevitable to study the developing countries separately. Second, the existing social marketing research (e.g., French, Stevens, & McVey, 2009; Grier & Bryant, 2005; Ling, Franklin, Lindsteadt, & Gearon, 1992) is skewed toward public health-related interventions (Smith, 2010), whereas our study reviews diverse, multidiscipline set of SEVs. Third, the two available studies (i.e., Madill & Ziegler, 2012; Zietlow, 2001) explicitly suggest a need for further research in this area. Particularly, Madill and Ziegler (2012, pp. 350–351) suggested, ‘‘research on the use of social marketing in social enterprises is needed to understand the issues involved in adopting social marketing approaches in such organisations.’’ 154 Social Marketing Quarterly 21(3)
- 4. Kotler and Zaltman (1971) applied the classical four Ps of marketing—product, place, promo- tion, and price, in social context. Two more Ps—partnership and positioning—are suggested by Kotler and Roberto (1989), Saini and Mukul (2012), and Weinreich (1999), and we find them appropriate to study SEVs. To deal with the diversities of opinions over the definition of the four Ps of marketing mix (Tena, 1988), we adopted, in this article, a functional definition of each marketing P from Saini and Mukul (2012, p. 322), which are drawn from Kotler and Lee (2008) and Kotler and Zaltman (1971). The remainder of this article is structured as follows: The second section discusses the approach and methodology; the third section reports the findings and discussion; and finally, the fourth section includes implications and conclusion. Approach and Methodology For the present study, SEV cases are specifically selected in order to analyze them from the social marketing perspective. Social entrepreneurs, through their SEVs, focus on the behavior change of their target audience while solving social problems. Thus, an analysis of SEVs using social marketing framework is considered to be useful to explore the role of social marketing in achieving social mission of social entrepreneurs. While the fields of ‘‘marketing’’ and ‘‘entrepreneurship’’ are well developed and established as independent academic fields, and thus have several theories of their own, social marketing and SE on the other hand are still emerging as independent academic fields and do not have their own theories. The scholarly literature is still in search of theories in these fields. Grounded theory (Strauss & Corbin, 1998) is a good design to use when a theory is not available to explain the process or phenomenon (Creswell, 2007). It is important to know that a theory is needed on the practical side to explain how people are experiencing a phenomenon, and grounded theory provides opportunities to develop gen- eral frameworks (Creswell, 2007). In addition, SE is a complex and context-based phenomena, and ‘‘The case study is the method of choice, when the phenomenon under study is not readily distinguished from its context’’ (Yin, 1993, p. 3). Further, in multiple-case study, the cross-case analysis facilitates researcher to predict similar results across cases or predict contrasting results and finally to develop propositions. Thus, we have adopted multiple case-study method for our study. SEVs emerge in a variety of structures, nonprofit, the public sector, for-profit sector, and a com- bination of these three sectors (Christie & Honig, 2006). Thus, in order to compare and contrast the cases to know the relative significance of a social marketing strategy in diverse types of SEVs, cases are selected from all types of SEVs’ forms. The selected SEVs are as follows: (a) Nonprofit SEVs dependent on external funding, such as charity, and also grants and subsidies from the government. (b) Nonprofit SEVs sustainable with combined income of donations and subsidies, in addition to its own earned income or, self-sustainable SEV of not-for-profit sector, or hybrid SEV. (c) For-profit SEVs, registered as private limited companies but with the primary mission of solving social problem, creating social value, and bringing social change. Three important sectors—health, education, and livelihood—have been identified to get maximum variation (Sandelowski, 1995). The rationale behind selecting these sectors came from the fact that poverty is a major problem (Chambers, 1995). Poor status of health and accessibility of health services (Acharya & Ranson, 2005; Tamayo, 2003), education (Jha, 2007; Siggel, 2010), and livelihood (Chambers, 1995) are the other major dimensions of poverty. Thus, recognizing the importance of health, education, and livelihood sectors for poverty alleviation, and well-being of the people in India, Singh et al. 155
- 5. these three sectors were identified for case/sample selection. Thus, we selected the nine SEVs as sample cases, that is, three from each of these sectors—health, education, and livelihood. Since the selected cases encompass a wide range of variation, they are likely to enhance the representativeness of the sample of cases chosen for our study (Seawright & Gerring, 2008). Multiple cases within each category allow findings to be replicated within categories (Eisenhardt, 1989). We have chosen social entrepreneurs who are Ashoka Fellows because Ashoka Foundation selects only those social entrepreneurs who have created high social impact, and their selection procedure of social entrepreneurs (for Ashoka Fellowship) is rigorous and well researched. Table 1 presents the nine selected SEVs. Data Collection For data collection, a combination of in-depth interviews, observations, and documentation was used. Use of multiple sources of evidence for data collection facilitates holistic understanding of the phe- nomenon being studied (Baxter & Jack, 2008), and the problem of construct validity is also addressed through this process (Yin, 2003). In-depth interviews were conducted with social entrepreneurs/prin- cipal founders of the SEVs, top management, other employees, and the target audience (i.e., beneficiaries). Two interview guides were developed for data collection: The first guide was used for interviewing the nine social entrepreneurs to explore their process of social value creation. Based on the review of SE literature, we identified the following themes for guiding the data collection process—opportunity identification, context, resource mobilization, capabilities of social entrepreneur, and social value creation. The same guide was used to conduct interviews with top management (one in each of the SEVs) and employees (in some cases—Vaatsalya, SammaaN Foundation, SAATH, Akanksha, Book- Box, Society for Nutrition, Education and Health Action [SNEHA]) who have a significant role to play in the decision-making process of an SEV. To supplement the information obtained from social entrepreneurs and top management, interviews with other employees were also conducted. The second interview guide was used for getting information from the targeted beneficiaries—namely, on the backgrounds and the perceptions about the social value created. Following saturation logic of data collection, the number of interviewed beneficiaries varied across the selected SEVs (in the range of 8 to 12 for each of the SEVs, depending on the saturation). With prior appointments, structured interviews were conducted with founders and/or management personnel to collect information on the profile of SEVs. Participant and nonparticipant observation methods were also used to capture more information. Participant observations were recorded with select few individuals to understand their actions and interactions in context. It also helped us to understand the operating model of the organization and resulting social impact on the beneficiaries. On the other hand, nonparticipant observation was used to provide contexts to each of the case studies through observation of specific places and people’s actions and interactions. Several documents, reports, and audiovisual materials were also collected. These included brochures, annual reports, other studies available, articles related to the founders, movies, and documentaries on SEVs. The data collection period lasted for 6 months, that is, from January 01 to July 07, 2012. Data Analysis After data collection, all audio tape-recorded interviews were transcribed and coded using Strauss and Corbin’s (1998) guideline. Content analysis was used for the audiovisual data. For cross-case analysis, within-case data were combined to obtain the contextually grounded and generalizable findings (Ayres, Kavanaugh, & Knafl, 2003). We followed Miles and Huberman’s (1994) approach for within-case and cross-case analysis. These analyses brought out many similarities 156 Social Marketing Quarterly 21(3)
- 6. Table 1. Selected Sample Cases of SEVs for the Study. Sector Nonprofit SEVs purely depended on external funding such as charity, donations, and also grants, and subsidies from the government Not-for-profit self-sufficient SEV, or Nonprofit partly funded sustainable SEV, or hybrid SEV For-profit SEVs (SEVs registered as private limited companies, but their primary mission is solving social problem, creating social value, and bringing social change) Health SNEHA, Mumbai (Dr. Armida Fernandez, Founder) ‘‘Narayana Hrudyalaya Pvt. Ltd.,’’ Bengaluru (Dr. Devi Shetty, Founder) ‘‘Vaatsalya Healthcare Solutions Pvt. Ltd,’’ Bengaluru (Dr. Ashwin Naik, Founder) SNEHA’s initiatives target both care seekers and care providers in order to improve urban health standards. On the one hand, SNEHA worked at the community level to empower women and slum communities to be catalysts of change in their own right. On the other hand, SNEHA collaborated with existing public systems and care providers to create sustainable improvements in urban health. The head office of SNEHA is located in Dharavi, Mumbai (Maharashtra) In order to achieve his aim of providing affordable and accessible health care delivery for the masses worldwide, Dr. Shetty is following hybrid model and relying on economies of scale. He has three types of packages for the patients: general, charitable. and patients insured under government’s micro health insurance programs. However, the quality of services was same across all types of patients in all the network hospitals of NH. The head quarter of Narayana Hrudayalaya Hospitals is in Bengaluru Started in 2005 as India’s first hospital network focused on tier-two and tier-three towns, Vaatsalya has grown to a total of seventeen hospitals across Karnataka and Andhra Pradesh. Their four main focus areas are gynecology, pediatrics, general surgery, and general medicine. Apart from these, they also provide nephrology/dialysis in some of the hospitals, wherever required Education ‘‘Akanksha Foundation,’’ Mumbai (Ms. Shaheen Mistri, Founder) ‘‘Kathalaya,’’ Bengaluru (Ms.Geeta Ramanujam, Founder) ‘‘BookBox Pvt. Ltd.,’’ Pondicherry (Dr. Brij Kothari, Founder) The Akanksha Foundation is working with a mission to maximize the potential of every child and transform their lives. It has the vision to provide the highest quality of education to every child in the country. They were doing it largely by running ‘‘after- school centers’’ and ‘‘schools’’ directly for children of low income families in Mumbai and Pune (Maharashtra). Initially, Akanksha started after-school centers for its students, with a focus on English, Mathematics, Values and Extracurricular Activities, and then changed its model to running schools in partnership with the government. It has 47 centers and nine schools between Mumbai and Pune and reached out to over four thousand children through these two models. ‘‘Kathalaya Trust’’ uses storytelling as an educational and communicative tool to affect change in society. They introduced stories related to the curriculum in the classroom with the aim of enriching the curriculum. Weekly storytelling sessions are held for children in primary classes (class one to five) in schools, along with other activities mentioned in the curriculum. The schools are from both categories; private and government aided rural schools in the outskirts of Bengaluru (Karnataka). They teach mainly two subjects through storytelling, namely, Environmental Science (EV)S and languages. ‘‘Kathalaya’’ also conduct short- and long-term certificate courses in storytelling and is affiliated to the International Institute of Storytelling, Tennessee, United States In 2004, after winning a 1-year fellowship at a business plan competition at Stanford University, Dr. Brij Kothari along with his team members, founded ‘‘BookBox Inc.,’’ a for-profit social enterprise in Pondicherry. The mission of the ‘‘BookBox’’ is to create content or produce animated stories to help improve reading skills and language learning, ultimately promoting a love for reading. This scientifically tested and proven innovative approach of same language subtitling (SLS) is at the heart of BookBox’s strategy. BookBox aims to provide an access to reading content or a ‘‘book’’ for every child in his or her own language, and through ‘‘Edutainment’’—a mix of education and entertainment (continued) Singh et al. 157
- 7. and differences based on which the propositions have been developed in alignment with our research objective, that is, to explore the role of social marketing in achieving the social mission of SEVs. Results and Discussion In this section, we present the meaning of ‘‘social value creation’’ both from the social entrepreneurs’ and the beneficiaries’ perspectives. From the social entrepreneurs’ perspective, we find that social value creation is about bringing the desired social change or creating social impact through addressing social problems/issues, which include a range of impacts such as increasing awareness in the com- munities, empowering the beneficiaries, providing socioeconomic benefits, bringing a change in their perception, attitudes, behavior, and also changes in norms. Whereas, for the beneficiaries, their perceived ‘‘value’’ is in getting various kinds of benefits provided by social entrepreneurs, and in various positive changes/impacts in their lives brought in because of these benefits. Based on the two perspectives, we identify and correlate social marketing objective and desired behavior of each of the SEVs (see Table 2) and map the SEVs to social marketing elements. Later, based on the analysis of cases, we frame propositions and substantiate our arguments by citing specific instances from the cases. Table 1. (continued) Livelihood ‘‘SAATH,’’ Ahmedabad (Mr. Rajendra Joshi, Founder) ‘‘SammaaN Foundation,’’ Patna (Mr. Irfan Alam, Founder) ‘‘KnidsGreen Pvt. Ltd.,’’ Patna (Mr. Kaushalenrda Kumar, Founder) Since the poor often have many needs at once, SAATH created one-stop centers, through which slum residents and those in vulnerable situations had access to services such as health, education, affordable housing, micro-finance and livelihood options. Communities co- invested with SAATH and the donors, by paying for, deciding and implementing programs. All the programs of SAATH are funded by the government (60%), private funding (30%), and beneficiaries (10%). SAATH’s one stop, integrated services reached over one lakh slum dwellers in Ahmedabad and many more in the states of Gujarat and Rajasthan The idea at the core of ‘‘SammaaN Foundation’’ is to organize a micro public transport sector, i.e., Rickshaw Pulling, and convert this potential sector into a promising earning source, thereby enhancing the standard of living of the families of the cycle rickshaw pullers.Initially, SammaaN Foundation started by giving them rickshaws, uniforms, bank accounts, identity cards, and accidental insurance for the rickshaws, rickshaw pullers, and their passengers as well. Later, it included rickshaw-pullers’ health insurance also. Through this model, ‘‘SammaaN Foundation’’ is able to provide them access to finance, insurance, and health care services. It also provide their children access to education KnidsGreen aims to give equal benefits to all its stakeholders—farmers (small, marginal, and landless [SMAL] vegetable growers), the poor vendors at the two ends of the vegetable value chain, and lastly, also the consumers. In other words, its aim is to benefit the farmers, vendors, consumers and also generate employment at the grass roots level. He had put a system in place which brought together SMAL growers, value adding intermediaries, vendors and consumers on one platform, and developed a formal vegetable supply chain. The government of India adopted Kaushalendra’s integrated and inclusive model for vegetable value chain and tried to replicate it in the form of the ‘‘National Vegetable Initiative’’ (NVI) project in eight states of India Note. SEV ¼ social entrepreneurial venture; SNEHA ¼ Society for Nutrition, Education and Health Action; NH ¼ Narayana Hrudayalaya Pvt. Ltd. 158 Social Marketing Quarterly 21(3)
- 8. Mapping of SEVs to the Social Marketing Elements (Six Ps) Table 3 reports the mapping of SEVs to the six Ps of marketing identified in the first section. Table 4 presents the salient characteristics of the selected SEVs along with the social marketing focus areas such as knowledge, attitude, and behavior. The mapping and characteristics lead us to develop the analytical framework for marketing propositions. It is therefore evident that the contextual factors play an important role in determining the market- ing strategies of the SEVs, which include diverse things like socioeconomic background of the beneficiaries and their struggle for getting sustainable sources of livelihood. SEV orientation for profit versus not for profit also influenced their marketing strategies. Table 2. Profile of Social Marketing Programmes (SMPs) in Selected Social Entrepreneurial Ventures. SEV Social Marketing Objective Desired Behavior SNEHA To improve the health status of urban slum communities through women empowerment To encourage slum community to access government health care services and make them aware about the preventive health care services Narayana Hrudayalaya Pvt. Ltd. To make quality health care delivery affordable and accessible for the common man To encourage every common man to access quality health care services irrespective of their capacity to pay Vaatsalya Healthcare Solutions Pvt. Ltd. To make quality health care services, affordable and accessible to the semiurban and rural population, and also to create opportunities for medical professionals in their own smaller home towns To encourage people of semiurban and rural people to access quality health care services available, and to encourage medical professionals after completing their education to go back to their hometowns to serve the people of small towns and cities Akanksha Foundation To provide the highest quality of education to every child of the country To encourage children of low income families to enroll in Akanksha’s after school center and full-time schools for transforming their lives Kathalaya To use storytelling as an educational and communicative tool to affect change in society To promote government and private schools to use storytelling as a tool to teach different subjects to the students BookBox Pvt. Ltd. To enhance reading skills and language learning, ultimately promote a love for reading by creating contents/animated stories To encourage target audience to use BookBox’s products for improving their readings and learning abilities SAATH To create inclusive societies by empowering India’s urban and rural poor by using market-based strategies To encourage slum residents and those in vulnerable situations to accessservices like health, education, and affordable housing, microfinance and livelihood options SammaaN Foundation To organize rickshaw pulling sector and convert this sector into a promising earning source, and ultimately enhancing the standard of living of the families of cycle rickshaw operators To encourage cycle rickshaw pullers to earn sustainable livelihood and improve their standard of living KnidsGreen Pvt. Ltd. To create gainful and dignified opportunities in self-employment for vegetable growers, vendors and others dependent on agriculture To mobilize vegetable growers and vendors to become part of formal vegetable supply chain created by KnidsGreen Pvt. Ltd. Note. SEV ¼ social entrepreneurial venture; SNEHA ¼ Society for Nutrition, Education and Health Action. Singh et al. 159
- 11. Table 4. Salient Characteristics of SEVs. SEV SM focus area Salient Characteristics SNEHA KAB Changing the behavior of the community by empowering women to look at their own health, their children’s health and also their families’ health Use of existing government health facilities to minimize the cost and make the effective use of available resources (Focus on strong partnership with government) Narayana Hrudayalaya Pvt. Ltd. AB Making quality health care facilities affordable and accessible to the masses. Pricing based on segmentation Use of technology to connect with people from remote areas and also from different countries (process innovation) Use of economies of scale Use of popular media to promote Vaatsalya Healthcare Solutions Pvt. Ltd. B Providing quality health care services in small towns and semiurban cities in India Identification of target audience was the key (excluding upper and lower 30% of the population) to make his business financially viable After identifying needs in the town, focus on identifying doctors first from local area and then creating opportunities for him/her in that area Use of economies of scale Akanksha Foundation KAB Providing highest quality of education and opportunities to the children of low income families in order to maximize their potential and transform their lives Focus on strong partnership with government to use existing resources fully, and volunteerism Kathalaya KAB Replacing traditional way of imparting knowledge with new and innovative ways of learning, especially through storytelling Monetaryandnonmonetarypricingtoimpactlargenoofchildrenandteachers BookBox Pvt. Ltd. KB Using innovative way of distribution—YouTube Contents available on website for free download to make it accessible to children of all income classes Partnership with NGOs to make it available to disadvantaged children Making contents available in all form of gadgets for sale to make it profitable business SAATH KAB One-stop center for providing all the services of integrated development of slums Building multiple within and cross-sectors partnerships with multiple organizations Focus on using exiting government infrastructure and market based strategy in all the interventions SammaaN Foundation KAB Providing a wide range of services (e.g., health, insurance, and finance) to improve quality of life Diversifying revenue sources—product sale, manufacturing, advertisement and financing Product innovation KnidsGreen Pvt. Ltd. KAB Creating gainful and dignified opportunities in self-employment for the families dependent on agriculture, especially disadvantaged and landless vegetable growers Creating market at village level and reviving vegetable supply chain Focus on product innovations to benefit farmers, vendors, and consumers Partnership with government, banks, insurance companies to ensure model’s success Capacity building by providing trainings to the farmers Branding an important element and use of segmentation for selling vegetables Note. K ¼ Knowledge; A ¼ Attitude; B ¼ Behavior; SEV ¼ social entrepreneurial venture; SNEHA ¼ Society for Nutrition, Education and Health Action; NGO ¼ nongovernmental organization. 162 Social Marketing Quarterly 21(3)
- 12. These contextual factors lead to specific challenges in hiring and retaining talents. To deal with such challenges, they develop innovative marketing strategies. For example, the respective sectors of operation in SammaaN and KnidsGreen, that is, cycle rickshaw and vegetable sector, respectively, are considered as ‘‘taboo’’ in the Indian society. Jobs in these sectors are not considered as dignified jobs. Irfan Alam, founder of SammaaN, mentioned: Rickshaw sector is still a taboo. And many people feel that how lucrative my career would be. That’s the reason that we literally discourage hiring . . . you know . . . very qualified and corporate type people. We . . . now . . . actually believe in nurturing talents. So, instead of going to centres of excellence like IIT and IIM, we prefer somebody, local graduate or MBA from some local school, whose opportunity cost is not very high because, whose opportunity cost is high, at the end of the day, not only for me, but for any billion dollar company, retaining him is a difficult task. Both the SEVs being based in the Indian State of Bihar, which has a long history of struggle of the local people to get sustainable sources of livelihood, are subjected to complexities for this reason. Thus, in Bihar, there is rampant employment of locals without having high educational qualifications, and who are asked to market products and services being consumed in the communities, thus linking the rural vegetable producers and urban consumers (in case of KnidsGreen) and cycle rickshaw pullers (in case of SammaaN). This aspect of our discussion reinforces the need for conducting a formative research and situational analysis before designing marketing strategies. The role of contextual factors (including organizational strengths and weakness and environmental opportunities and threats) is vital in deciding the campaign purpose and focus (Deshpande Lee, 2013). In the above-mentioned two cases of KnidsGreen and SammaaN, factors like socioeconomic background of the beneficiaries, historical struggle of the beneficiaries in getting sustainable sources of livelihood influenced the SEVs’ purpose of working with them, that is, ‘‘providing sustainable source of likelihood’’ to target audience by unleashing employment opportunities available in the traditional livelihood options like growing vegetables and operating cycle rickshaw. On the other hand, the prevailing public perception about selected SEVs’ activities almost forced the entrepreneurs to engage local talent to market products and services. Engaging locals not only addresses the issues of human resource (such as attrition, training, employee engagement, and high labor cost) but also provides deeper market insight about the target audience’s behavior as these locals come from the very population which forms ‘‘the market’’ for them. More specifically, such human source strategies influence the development of products/services and promo- tion strategies. For instance in case of SammaaN Foundation, hiring of local, experienced rickshaw pullers helped in improving the traditional design of cycle rickshaw which is easier to pull for rickshaw pullers as well as comfortable for the passengers. It should be noted that strategies armed with local knowledge are likely to be more successful than the strategies without such an understanding (Minja et al., 2001). Thus, we propose the following: Proposition 1: Contextual factors determine marketing strategies of SEVs. Our multiple-case analysis leads us to understand that irrespective of the profit orientation of the SEVs and their operational sectors, and these SEVs to a reasonable extent depend on partnership and networking with organizations and individuals. Not only do they maintain the existing networking and partnerships to access resources during their initial years of operation, but they also develop multiple new within and cross-sector partnerships and networks to enhance competencies and capabilities. SNEHA, SAATH, KnidsGreen, Narayana Hrudayalaya (NH) Pvt. Ltd., Vaatsalya, and Akanksha have been continuously developing partnerships with corporate, nongovernmental organizations (NGOs), and government. Following a similar philosophy, NH has collaborated with Dr. Kiran Mazumdar Singh et al. 163
- 13. Shaw (founder of Biocon) to establish a cancer hospital in Bengaluru to offer high-quality and affordable cancer care facilities. NH also developed network with government to implement Yashas- vini—micro health insurance program to support large number of poor people in the Indian State of Karnataka. Recognizing the fact that the government has resources and facilities to provide greater access to the people in remote areas, partnership with government has emerged as one of the major strategies to maximize the depth and width of reach. Ahmedabad Municipal Corporation provides space to SAATH for running vocational training to the slum residents of Ahmedabad (Gujarat). For all the cases, ‘‘Strategic alliances are an important source of resources, learning, and thereby competitive advan- tage’’ (Ireland, Hitt, Vaidyanath, 2002, p. 413). Social marketing literature reports upstream partner- ships with the public, the media, and policy makers (Andreasen, 2006; Andreasen Herzberg, 2005), and downstream partnership exists with manufacturers and suppliers (Wallack, Dorfman, Jernigan, Themba, 1993). While SAATH has established upstream partnership with the Ahmedabad Municipal Corporation, NH collaborated with Dr. Kiran Mazumdar Shaw for downstream partnership. This is similar to the findings of Saini and Mukul’s (2012) study. Also, our literature review reports that partnerships may occur concurrently at five levels, namely, intrapersonal, interpersonal, institutional, community, and public policy, and also it manifests in the social context of complex multiple exchanges (Domegan, 2008). Hence, we submit the following proposition: Proposition 2: Partnership and networking are major elements in all the SEVs. The SEVs for our study focused on bringing positive changes pertaining to behavior, practices, or perception of the people. SNEHA primarily engages in creating awareness and empowering the community to bring about change, while others (Akanksha, BookBox, Kathalaya, Vaatsalya, NH, SAATH, SammaaN, and KnidsGreen) are providing products and services, in addition to creating awareness, to the target audience. Social entrepreneurs make efforts to solve long-lasting problems with innovative ideas and create innovative products/services for the same. Generally, the community or the target audiences does not have any information about such possibilities of these ideas or products/services. Even if they are aware, they do not believe or accept such possibilities very easily. In order to propagate their ideas and to create awareness about their products/services, SEVs deploy community-focused, innovative, and integrated communication strategies. It is needed more in places where the target audience is illiterate or less literate and located in remote or rural areas. SNEHA, Akanksha, and SAATH, while dealing with the slum residents, conducted many community meetings, including door-to-door meetings, and separate meetings for women, youth, girl children, and parents of school children were organized for rapport building and understanding. Similarly, Vaatsalya and BookBox used Radio as tool to communicate their message to the target audience in remote villages. NH used Satyamev Jayate, a popular television program on Indian Television Channel, as a commu- nication tool. Most of the SEVs (NH, Vaatsalya, Akanksha, KnidsGreen, and SAATH) developed partnerships with NGOs for organizing community meetings and camps in villages or slums for creating awareness, involving local volunteers for this purpose. It is evident from our study that community-focused, innovative, and integrated behavior moderate their communication strategy. Explicitly or implicitly, SEVs follow three principles of integrated social marketing communication as proposed by Alden, Basil, and Deshpande (2011). These principles are consistency, integration, and emphasis on behavior change. First, SEVs deliver their message consistently through different com- munication mix such as community meetings, door-to-door meetings, radio, hoardings, and bill boards. Second, promotion is integrated with other Ps of product, price, and placement (see Table 3). Third, in communicating the message, there is a clear focus on behavior change by urging target audience to adopt the desired behavior. Literature also reports that emphasis on behavior change communication has greater impact on the outcome of a social marketing program than just pushing 164 Social Marketing Quarterly 21(3)
- 14. sales. Additionally, integrated behavior changes communication (IBCC) increases the effectiveness of communication messages (Nair Nair, 2012). Therefore, we make the next proposition: Proposition 3: SEVs use community-focused, innovative, and IBCC strategy. In nonprofit SEVs (Akanksha, SNEHA, and SAATH), we notice that the emphasis is on elimination of monetary price and reducing nonmonetary prices in the services provided. Akanksha provides services (after-school centers, full day schools, and other programs such as sports, leadership, art and craft, etc.) to the students free of cost. SNEHA has created health awareness among the slum dwellers free of cost, and they also provide counseling service free of cost while charging a nominal fee for vocational training. SAATH asks for 10% to 25% contribution from the target audience for the integrated slum development services such as vocational training, housing, and so on. We find that nonprofit SEV combines donations, subsidies with the earned income (Kathalaya), and hybrid (NH) uses differential pricing. NH for example has a three-tier fee structure for patients from different income groups but no fees for the poor patients. It also provides services to the patients insured under government micro health insurance programs like Yashaswini or Vajpayee Arogaya Yojana. Kathalaya provides services free of cost to the students of government schools while charging fee to the private schools. It also offers storytelling training to the teachers at a price. Not for profit (SammaaN) acts as a mediator between target audience and service providing partners (banks and insurance companies) and hence reduces the transaction and administration costs. For providing its services, the SEV charges commissions to the banks and insurance companies. For-profit SEVs (Vaatsalya, BookBox, and KnidsGreen) have adopted market-based pricing stra- tegies with focus on maintaining high-quality and affordable cost. In some cases, products and services are offered at reduced rate to the needy target audience. For example, Vaatsalya Hospital provides health care to the patients insured under government micro health insurance schemes. BookBox while selling products also provides few contents free of cost on Internet for those who cannot afford. Similarly, KnidsGreen sells high-quality vegetables to the consumers at affordable cost with the help of innovative method, Sammriddhii Vegetable Cart, to the vendors. At the same time, it also provides supporting services like training (to vegetable growers) free of cost. Overall, we observe that monetary and nonmonetary price strategies vary depending on nonprofit, not-for-profit, or for-profit SEVs. However, irrespective of the SEVs’ type, pricing strategies are influenced by ‘‘social equity’’ objective of pricing explained by Kotler and Roberto (1989). For- profit SEVs follow ‘‘maximizing retained earnings’’ pricing objective without compromising on the social equity. Hence, the related proposition is, Proposition 4: The selection of monetary and nonmonetary price strategies depends on the characteristics of particular target segment. Our study reflects that in for-profit SEVs (Vaatsalya, BookBox, and KnidsGreen), technology played a major role in innovating products/services as against nonprofit SEVs. Vaatsalya provides advanced and high-quality health care with technological support, while BookBox offers innovated products for enhancing the learning and reading abilities of children. It has innovated ‘‘AniBooks’’— animated stories for children, with narration appearing on-screen as same language subtitles and contents are created for iPads, iPods, tablets, mobile phones, androids, and so on. Similarly, Knids- Green innovated a range of products to help the target audience by changing their current practices and behavior. The major innovated products are Samriddhii AC Cart for vendors to sell fresh vegetables to the customers, Pusa Zero Energy Cool Chambers for the vegetable growers to store farm fresh vegetables without using electricity, and Poly Houses for vegetable growers to grow nonseasonal products, and earn more. SammaaN and NH also use technology for innovating their services/products. SammaaN has innovated battery-operated cycle rickshaw which is easier to ride and also more Singh et al. 165
- 15. comfortable for the passengers when compared to the traditional heavy cycle rickshaw. NH uses video conferencing for ‘‘telemedicine’’ that connects doctors/hospitals with the distant patients within and outside India. However, in nonprofit partially funded venture (Kathalaya), we did not observe explicit application of technology in products/services: availability of limited fund from external sources could be a reason. Thus, we report a glaring contrast between profit-generating SEVs (Vaatsalya, BookBox, KnidsGreen, SammaaN Foundation, and NH) and nonprofit-generating SEVs, which are fully or partially dependent on external funding sources (i.e., SNEHA, Akanksha, SAATH, and Kathalaya). Overall, technology acts as a great enabler in product and service innovation in for-profit SEVs which are offered as affordable solutions to the problems at a price lower than other available solutions in the market. More specifically, among the three levels of products in social marketing, technology is critical for the products and the augmented product development. We also infer that technology plays a major role in innovating products/services in profit-generating SEVs in contrast to the nonprofit SEVs. Although communication on availability of such innovative products/services are important, in poor countries, the target audience needs more than merely the ‘‘message.’’ The desired behavior change does not take place unless the products/services are available for free of cost or at a reduced price (Saini Mukul, 2012; Smith, 2010). This is critical in developing countries like India where con- sumers (target audience in social marketing) are highly price sensitive (Mukherjee, Satija, Goyal, Mantrala, Zou, 2012), so our fifth proposition, Proposition 5: Technology plays major role in innovating products/services in context of profit-generating SEVs as contrast to the nonprofit SEVs. Case analyses reveal that the products/services of SEVs and promotion techniques are customized to market the products/services in themselves. SE is thereby more of a contextual phenomenon, and the process of social value creation is greatly influenced by contextual factors (Singh, 2013), and SEVs operating in different contextual environment be it political, social, or economic, acceptance or rejection of the products or services are highly influenced by those contextual factors. Therefore, SEVs not only localize and customize their products/services according to the needs of the target audience but also remain sensitive to the feedbacks. They continuously improve their products/ser- vices based on those feedbacks. For example, SammaaN innovated battery-operated rickshaw and further improved it based on the feedback and suggestions from rickshaw pullers and customers. It is important to note that SammaaN regularly conducts such exercises to engage with the stakeholders. Similarly, KnidsGreen improved Sammriddhii AC Cart with several versions. Also, Akanksha initially started with ‘‘After-School Centres’’ for the children staying in slums and later, realizing their needs, started full-fledged schools in collaboration with Bombay Municipal Corporation in Mumbai along with the Municipal Corporation in Pune. SEVs use combination of promotion techniques to draw the attention of different target groups. For example, SNEHA, SAATH, and Akanksha conduct community meetings, and door-to-door meetings in the slums. Vaatsalya aims to attract people from remote villages using radio, and NH and Vaatslya also take help of NGOs to create awareness about their services. SammaaN and KnidsGreen frequently conduct village/community meetings and door-to-door contacts, while NH and BookBox make exten- sive use of telecommunication services for sales and promotion. It is observed that relationships with both beneficiaries and stakeholders are important for SEVs success. Hasting (2007) suggests that the use of relationship marketing in social marketing can help in achieving social goals by focusing on target audience satisfaction as a key metric, building trust among stakeholders and reinforcing commitment to them, and engaging and mobilizing priority target audi- ence. The studied SEVs agree with the social marketing theory on consumer research and strategy crafting. To understand self-interest of consumers, social marketers should first discover the motiva- tion of target audience and then develop a thorough understanding (Hjelmar, 2005). As customers 166 Social Marketing Quarterly 21(3)
- 16. become more self-centric, there is an increased requirement to understand and invest in motivation, commitment, and trust (Hastings, 2006; Hjelmar, 2005). Andreasen (2002) advocates a robust con- sumer research to achieve a cultural fit between consumer and marketing activities. Leo (2013) also emphasized on application of customer orientation concepts in social marketing, hence our last pro- position is, Proposition 6: SEVs customize products/services and promotion techniques based on the need of the local people. Table 5 shows the reasons (or social problems) for which social ventures are created and social marketing solutions are used by the SEVs thereof. Here, it is also important to report that in most of the cases, social entrepreneurs do not use the term ‘‘social marketing strategy’’ or any other similar word to explain the marketing-related activities they undertake. Table 5 lists the areas of social marketing interventions, specifically under the social problem context and shows a tentative framework. The proposed framework can guide social entrepreneurs aiming to address similar social problems by unleashing the power of social marketing. Conclusion, Implications, and Future Research In this article, we have described the application of social marketing in SEVs. Based on the analysis of cases, we have developed insights into the usage of social marketing solutions to the social problems addressed by the SEVs. Overall, this article has the following theoretical implications: First, we find that the contextual factors such as socioeconomic conditions, literary, culture, and social fabric of the target audience, significantly influence the social marketing decisions related to product, positioning, and promotion. Thus, social marketing strategies are tailored to match the local requirements. Second, technology plays an important role in developing appropriate products and affordable cost solutions to the target audience (the poor and the needy). Technology also helps in distribution and delivery of the products/services hence influencing the product and place strategies. By unleashing the power of technology, SEVs are able to cater to the segments that were hitherto considered unsustainable with traditional business models. Third, customer orientation is important in the social ventures irrespective of being nonprofit, not for profit, or for-profit. Table 5. A Framework: Social Marketing Solution to Social Problems. Social Problems (Reasons for SEV’s Emergence) SEV Cases Social Marketing Solution Used by SEVs Unavailability of services/products Vaatsalya, SammaaN, KnidsGreen, SAATH Creation of innovative products/ services Poor quality of existing products/ services NH, Vaatsalya, Akanksha Creation of high-quality products/services at affordable price Affordability problem (high price of existing products/services) NH, Kathalaya, SammaaN, BookBox, Akanksha, KnidsGreen Innovative products/services at affordable price Lack of awareness (regarding product and services) SNEHA Promotion (focusing on behavior change communication) Accessibility problem (target audience remotely located, difficult to access through existing system) Vaatsalya, NH, SAATH, Akanksha, Place, distribution, and partnership Note. SEV ¼ social entrepreneurial venture; SNEHA ¼ Society for Nutrition, Education and Health Action; NGO ¼ nongovern- mental organization; NH ¼ Narayana Hrudayalaya Pvt. Ltd. Singh et al. 167
- 17. Social marketing strategies of SEV are influenced by customer orientation wherein the entrepreneurs’ knowledge and experience, and formative research provide important inputs for implementing customer- oriented activities of the designed social marketing strategy. Fourth, partnership is useful for the SEVs to overcome resource constraints and to bring synergy in the efforts of several agencies working on similar social goals. Partnership and networking are important and provide potential for growth of SEVs. Fifth, entrepreneurial efforts are influenced by the social equity objective of pricing strategy. Irrespective of the type of SEV (e.g., for-profit and not for profit), social equity remains relevant in guiding the pricing strategy. SEVs can be sustainable or profitable by using differential pricing strategy. Finally, an addi- tional P—‘‘people’’—adds to significant understanding on formative research, promotion of social good, and delivery and distribution of products/services. We have therefore attempted to contribute to social marketing literature with special emphasis on situational analysis, product, place, and partnership (Deshpande Lee, 2013; Leo, 2013; Saini Mukul, 2012; Smith, 2010) emphasizing on technology, people, and social equity in pricing decisions of SEVs. A social marketer should appreciate the differences in contexts, socioeconomic profile of the target audience, and types of an SEV while designing social marketing program. This is pervasive irrespec- tive of the social sector like health, education, and livelihood, as noticed in this study. To summarize, this article provides a better understanding of current and potential application of social marketing strategies in SE. Social entrepreneurs develop effective strategies to make them more impactful in order to achieve social mission, which often align with social marketing principles. This article also provides deeper insights into the strategies being adopted by specific types of SEV. This may help social entrepreneurs to choose the appropriate strategies from a pool of available social marketing strategies. Here, we acknowledge that the present study only concentrated on successful cases of SEVs (founded by Ashoka Fellows), which is the limitation of this study. There is an equal need to study social marketing strategies adopted by failed cases of SEVs so that the existing and potential social entrepreneurs can learn from the mistakes. It would help them to select right and possibly the perfect marketing strategies for their ideas and models. ‘‘Market orientation’’ has already been recognized as one of the key subconcepts in the concept of SE (Choi Majumdar, 2013). In this way, social marketing becomes very important aspect for the SEVs. Recognizing its importance and the dearth of studies on this issue, conducting a large sample study specifically to understand the social marketing strategies adopted by the social entrepreneurs would be the interest area of research in future. In the present article, we have submitted propositions. We suggest further testing of these propositions with larger set of data in future research. We studied two emerging fields of academic inquiry—social marketing and SE—and established a sound basis for further research in both the fields. Declaration of Conflicting Interests The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article. Funding The author(s) received no financial support for the research, authorship, and/or publication of this article. References Acharya, A., Ranson, M. K. (2005). Health care financing for the poor: Community-based health insurance schemes in Gujarat. Economic and Political Weekly, 17, 4141–4150. Alden, D., Basil, M. D., Deshpande, S. (2011). Communications in social marketing. In G. Hastings, K. Angus, C. Bryant (Eds.), Sage handbook of social marketing (pp. 167–177). Los Angeles, CA: Sage. Andreasen, A. R. (2002). Marketing social marketing in the social change marketplace. Journal of Public Policy Marketing, 21, 3–13. 168 Social Marketing Quarterly 21(3)
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- 21. Author Biographies Archana Singh is currently an assistant professor at the School of Management and Labour Studies at the Tata Institute of Social Sciences, Mumbai. Her areas of interest include social entrepreneurship, social value, social change, and women empowerment. She has published research papers in interna- tional journals including International Journal of Sociology and Social Policy, International Journal of Social Entrepreneurship and Innovation. She can be contacted at archana.singh@tiss.edu or singh.archana0511@gmail.com Gordhan K. Saini is currently an assistant professor at the School of Management and Labour Studies at the Tata Institute of Social Sciences, Mumbai. His areas of interest include marketing strategy, employer branding, and social marketing. He has published research papers in national and interna- tional journals including Journal of Brand Management, International Journal of Nonprofit and Voluntary Sector Marketing, Journal of South Asian Development, and Economic and Political Weekly. He can be contacted at gksaini@tiss.edu or gksaini81@gmail.com Satyajit Majumdar teaches entrepreneurship and strategy at Tata Institute of Social Sciences, Mum- bai. His research interest area is strategy processes and models of entrepreneur managed organization, both business and social enterprises. His advises institutions and organizations on various academic matters. Also he acts as expert reviewer of reputed peer-reviewed journals. He can be contacted at satyajit_iper@hotmail.com 172 Social Marketing Quarterly 21(3)