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20231222192212.0 |
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231222s1984 xx ||||| 00| ||eng c |
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|a (NLM)12266330
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|a DE-627
|b ger
|c DE-627
|e rakwb
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|a eng
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| 100 |
1 |
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|a Davies, J
|e verfasserin
|4 aut
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|a Social marketers' lack of success in using CSM discipline to harness commercial resources and increase contraceptive prevalence
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|c 1984
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|a Text
|b txt
|2 rdacontent
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|a ohne Hilfsmittel zu benutzen
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|2 rdamedia
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|a Band
|b nc
|2 rdacarrier
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|a Date Completed 08.01.1985
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|a Date Revised 10.12.2019
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|a published: Print
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|a Citation Status MEDLINE
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|a full text
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|a Social marketers have certainly shown that the CSM discipline can quickly and cost-effectively harness commercial resources to increase contraceptive prevalence. But why hasn't the social marketing idea caught on in more countries? According to Social Marketing Forum, only a tiny number of countries have active programs after more than a decade of effort. The most likely reason for this lack of success is doubt and fear on the part of both developing countries' officials and donor agencies about allowing marketing enthusiasts--with our very noticeable advertising methods--to join the family planning fight. And what has our answer been? Usually, a head-on retort such as, "But look at all the condoms we've sold]" And that gets us nowhere, because the successful peddling of 1 not-so-impressive method doesn't begin to balance the fears of a possible backlash that brash condom promotions could bring down on official heads. The lesson we should be learning is that social marketers possess to narrow an outlook and promote a small range of products that don't enthuse decisionmakers. Hence, we are often perceived as condom salesmen--and not much more. What should we be doing? We should be selling the idea of using private sector experience to assist national development. That means social development, particularly improved health, family planning and women's education. These 3 activities have proven effective in reducing fertility and would add up to a marketing opportunity--a longterm challenge that should enthuse dicisionmakers, private sector entrepreneurs and donor agencies alike. Further, our model--the commercial sector--is renowned for branching out and secceeding in a broad range of endeavors. As an example, Procter and Gamble uses separate divisions to market different products. Initiatives already exist in many countries to harness the private sector as a development tool. Social marketers should be leading the initiative--and benefitting from it, too
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|a Journal Article
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|a Commerce
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|a Commercial Sector
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| 650 |
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4 |
|a Contraceptive Distribution
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| 650 |
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|a Developing Countries
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| 650 |
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|a Development Planning
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| 650 |
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|a Distributional Activities
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| 650 |
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|a Economic Factors
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| 650 |
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|a Evaluation
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| 650 |
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|a Macroeconomic Factors
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| 650 |
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|a Marketing
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| 650 |
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|a Organization And Administration
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| 650 |
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|a Program Activities
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| 650 |
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|a Programs
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| 650 |
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|a Promotion
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| 650 |
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|a Social Development
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| 650 |
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|a Social Marketing
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| 773 |
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|i Enthalten in
|t Social Marketing Forum
|d 1983
|g 1(1984), 4 vom: 01., Seite 2
|w (DE-627)NLM098159402
|7 nnns
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| 773 |
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|g volume:1
|g year:1984
|g number:4
|g day:01
|g pages:2
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| 912 |
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|a AR
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|d 1
|j 1984
|e 4
|b 01
|h 2
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