Social change marketing in the age of direct benefit marketing – where to from here? A paper exploring the impact of the changes to the social marketing discipline as a result of the AMA (2004) marketing definition shifting significantly away from the previous frameworks established by the AMA (1985) definition. Reference: Dann, S (2005) "Social change marketing in the age of direct benefit marketing – where to from here?" Social Change in the 21st Century, QUT Carseldine 28 October 2005. Available:

2. Social change marketing in the age of direct benefit marketing – where to from here? Dr Stephen Dann AMPR, QUT

3. Social Change Marketing Setting the table: Defining the parameters of Social Marketing

5. Social versus Commercial Smaller Acceptable marketshares (eg 35%) Unrealistic marketshare expectations Clearly definable benefits from products Uncertain benefits from products Decisions made on ROI or profit imperative Decisions influenced by political imperatives Relationships based on competition Relationships based on trust Hierarchical decision making Participative decision marketing Risk-accepting management Risk-averse management Choose most accessible low risk target Often choose high-risk, hard to reach targets Targets non-controversial behaviours, Often targets controversial behaviours Short term behavioural goal Long term behavioural goal easily measured hard to measure due to uncertain outcomes Privately accountable to shareholders Publicly accountable Funded by investments Funded by taxes and donations Want to make money Want to do good Commercial Marketers Social Marketers

8. The Impact benefit the organisation and its stakeholders to improve [target audiences’ member's] personal welfare and that of their society for the benefit of individuals, groups or society as a whole Outcome delivering value to customers, managing customer relationships influence voluntary behaviour of target audiences to influence a target audience to voluntarily accept, reject, modify, or abandon a behaviour Payload creating, communicating and delivering value analysis, planning execution and evaluation of programs n/a Process organisational function and a set of processes application of commercial marketing techniques the use of marketing principles and techniques Method Marketing2004 Social Marketing 1995 Social Marketing 2002