Systems social marketing: a critical appraisal

Abstract

Purpose Social marketing has gained widespread recognition as a means of motivating behaviour change in individuals for societal good. Many opinions have been shared regarding its potential to affect society or systems-wide change, leading to the macro-or systems social marketing (SSM) concepts and ideas. This paper aims to critically appraise the SSM literature, identify key features and highlight gaps for future research. Design/methodology/approach A search was conducted of peer-reviewed SSM articles published from 2000 to March 2018 inclusive. A number of online databases were mined, including but not limited to Google, Google Scholar, Scopus, PubMed, Cochrane and Medline. Key social marketing outlets (Social Marketing Quarterly and Journal of Social Marketing) were browsed manually. In total, 28 SSM articles were identified. Findings SSM adopts a dynamic systems thinking approach; it is an orientation, not a theory or model; it is multi-method; and it recognises that intervention can occur on multiple levels. Yet, greater attention should be given to the complexities of the systems context and the power structures and relations that exist between stakeholders. Significant issues also include stakeholder voice and participation, the use and reporting of theories and models, the measurement of long-term intervention outcomes and the undesirable impacts of SSM. Originality/value This paper identifies issues that need to be addressed if social marketing is to become a more system-oriented means to positively influence societal change. Implications for theoretical and practical development of the social marketing field are provided.

Systems Social Marketing and Macro-Social Marketing: A Systematic Review

“…This systematic literature review has a number of limitations that are best considered when interpreting the findings. Truong et al (2019) included CBSM articles in their review of systems social marketing and argued that CBSM view the community as a system. We argue that CBSM, CBPM, and community-led assets-based social marketing operate at the level of communities and use a distinct meso methodology.…”

“…Social marketing in a systems setting is trending among academics and practitioners alike (Brychkov & Domegan, 2017; Domegan et al, 2016; Kennedy, 2016; McHugh & Domegan, 2013; Peterson, 2017; Shapiro, 2019; Truong et al, 2019). The emergence and use of the terms “systems social marketing” and “macro-social marketing” is an acknowledgment that the discipline is moving beyond its conventional singular behavior change foundations toward a holistic, systemic change mode of operandi.…”

“…Extensive conceptualization efforts were undertaken in relation to CBPM (Bryant et al, 2014), CBSM (Biroscak et al, 2014), BEM (Bronfenbrenner, 1979), and to a lesser extent, community-led assets-based social marketing (Stead et al, 2013). Truong et al (2019) take the first step in understanding the relationship between systems thinking and social marketing by providing us with a critical appraisal. Their analysis of early publications (2000–2018) of system-based approaches in social marketing results in the emergence of key features of this budding perspective.…”

“…However, it stops short of defining systems social marketing and macro-social marketing, examining how the concepts have been applied, and the impact this has on our change methodologies. Truong et al (2019) conclude with a call for more dialogue and debate “within the social marketing field and beyond…about the role of systems social marketing in addressing complex social issues and driving social change” (Truong et al, 2019, p. 191).…”

Changing Fertilizer Management Practices in Sugarcane Production: Cane Grower Survey Insights

“…However, farming practice change is situated within complex settings. Systems thinking is a conceptual and methodological approach that seeks to address complex problems within the very complexity that produces them (Truong, Saunders, and Dong 2019). It is argued that by modelling the many and varying stakeholders, stakeholder interactions, and including the socio-cultural beliefs and values operating in a system, it is possible to design more effective behavior change initiatives given individual and structural social relationships are taken into account (Brychkov & Domegan, 2017;Domegan et al, 2016).…”