5. Publics
When planning and managing a social marketing campaign, you must take into account all of the people who can affect the success of the program, such as the external publics—the target audience, groups that influence the target audience, policymakers, the media, and others outside the organization. Just as importantly, nonprofit social marketers must involve their internal publics in the program implementation. These are the people within your organization—from your Board members and management staff who must approve your plans, to the receptionist who answers the phones and needs to know what to do when someone calls in response to the campaign.
6. Partnership
Many social marketing issues are so big that one organization cannot address them. Potential partners include organizations (other nonprofits, government agencies and businesses) that have one or more of the following attributes: similar goals to yours, access to the target audience, credibility with the target audience, interest in sponsorship of your program, or resources that fill gaps in your organization's capabilities.
7. Policy
Governmental or organizational policies can act as a catalyst for social change on a large scale. When policies are put into place that provide an environment of support for a particular behavior, individuals are much more likely to sustain that behavior change. For example, workplace nonsmoking policies make it easier for smokers to quit by ensuring that they do not see others lighting up around them and removing social cues to smoking.
8. Purse strings
Unlike businesses, many nonprofit organizations are not able to automatically set aside a percentage of their revenue for marketing activities. Social marketers must be creative and proactive in seeking funding for their campaigns from sources such as corporate partners, foundations, donations, and government agencies.
Use the social marketing mix to go beyond fundraising. Use marketing to make an impact on the lives of the people your organization exists to serve.
