Social Marketing and Behaviour Change
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Social Marketing and Behaviour Change

Models, Theory and Applications

Linda Brennan, Wayne Binney, Lukas Parker, Torgeir Aleti and Dang Nguyen

This book provides a concise overview of the behaviour change models that are relevant to social marketing in order to assist academics and practitioners in social marketing program development. The book features a review and analysis of the most validated models of behaviour change, together with a number of case studies from international researchers that illustrate these models in practice. The models covered include cognitive, conative, affective, social-cultural and multi-theory models, consumer behavior decision models and social change models.
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Chapter 25: Social change models in social marketing summary

Linda Brennan, Wayne Binney, Lukas Parker, Torgeir Aleti and Dang Nguyen


Social marketing and social change is an area that is wide open for academic study and debate. The principles of social change are not simple or even sufficiently well described to be formalized as theories. If anything, they are practices led by champions of change – people who see something is wrong and set out to fix it. The social change champions are the motivators for the models of intervention that are depicted in this chapter. An important theme of these models is that they are all underpinned by a recognition that behaviour change occurs within the social setting. Thus, a whole-of-community approach is needed. The most successful social marketing change takes place through participatory processes. These processes involve engagement with the affected communities at whatever level is necessary to success (micro, meso or macro). The collaboration and cooperative spirit underlying the models in this part of the book is the antithesis of individual behaviour change from earlier eras of social marketing. Thus, in practice terms at least, we have come a long way towards fulfilling the promise of ‘social’ good in social marketing. The case study presented in Chapter 24 is indicative of the value of alliances and partnerships to foster positive social change. The author list and the number of collaborative institutions tell a powerful story of the value of interdisciplinary work and applying multidisciplinary perspectives to ‘wicked’ social problems.

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