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The purpose of this paper is to identify, summarize and assess literature focused on developing social marketing programs for Aboriginal people.

The authors conducted a literature search and review of research papers concerning social marketing and Aboriginal populations over the period 2003-2013.

The research reveals very little published research (N = 16). The literature points to a wide range of findings including the importance of segmenting/targeting and avoiding pan-Aboriginal campaigns; cultural importance of family and community; the importance of multi-channels; universal value of mainstream and Aboriginal media outlets, use of print media, value of elders and story-telling for message dissemination; increasingly important role of Internet-based technology; need for campaign development to reflect Aboriginal culture; and importance of formative research to inform campaign development.

Considerable research is warranted to better develop more effective social marketing campaigns targeted to Aboriginal audiences to improve health outcomes for such groups across the globe.

This paper provides a baseline foundation upon which future social marketing research can be built. It also acts as a call to action for future research and theory in this important field.

The primary goal of this empirical research study is to identify key drivers of SME satisfaction related to a variety of aspects of the bank/SME relationship. The research uses data from 3,190 interviews with key informants – identified as the person who is most responsible for financial and banking decisions – in Canadian SMEs. Research focused on how SME overall satisfaction is affected by the account manager’s management of the bank/SME relationship, the branch staff’s management of the bank/SME relationship and the bank’s policies and procedures regarding bank/SME relationships. All three drivers were significantly and strongly related to SME satisfaction with the bank with which they had their primary relationship.

The purpose of this paper is to empirically test O’Reilly and Madill’s (2012) process model to assess social marketing elements of a multi-year partnership between Coca-Cola Canada and a physical activity microgrant program, known as Teen Challenge, managed by ParticipACTION, a Canadian not-for-profit organization that champions sport and physical activity participation. ParticipACTION’s Teen Challenge is a multi-year initiative that was developed in 2008 and involves over 5,800 community organizations (COs) and over 500,000 Canadian teens across the nation (ParticipACTION, 2016).

A series of ten hypotheses related to the evaluation are tested using longitudinal data from event participants over a five-year period from 2009 to 2013.

The study revealed that sponsor and sponsee shared objectives around sport participation, including the three found in this study. Practically, this is a positive result for sport participation properties who might now consider this as part of a sponsorship sales strategy. The research found that both Coca-Cola Canada and ParticipACTION have the following shared objectives in this particular sponsorship: motivate and support youth to get active and live a healthy life; remove barriers that youth face in getting physically active; and encourage more COs to be involved in the program. Conceptually, this finding extends the discussion of shared social marketing objectives in sponsorship proposed by Madill and O’Reilly (2010).

The findings support the sponsorship literature, in suggesting that shared objectives among sponsorship partners are important for the sponsorship to achieve successful outcomes (Cornwell et al., 2001). Shared sponsorship objectives can be utilized as a strategic tool for the sponsee to demonstrate the effectiveness of the program and to build a long-term relationship. The results of the logistic regression analysis indicate that COs which viewed partners’ collaboration as positive agreed that the Teen Challenge program made physical activity more accessible and affordable for youth.

This study provides several important implications for non-profit organizations that aim to establish an effective social marketing campaign. One way for non-profit organizations to build a strong relationship with sponsors was through positive collaboration where the two partners work together (e.g. activation) to maximize the sponsorship’s effectiveness. First, it increased youth participation in the Teen Challenge program and made it affordable for teens to participate in other physical activity programs. Second, it enhanced Coca-Cola’s image as supporters of active lifestyle in the eyes of COs. Finally, it affected the likelihood that COs would recommend the program.

Results of the survey of COs that are registered with the program provides us with another important finding that positive partner collaboration is only one component of overall effectiveness. Another component would be to take action to communicate to COs that positive collaboration indeed took place in the sponsorship. One way to achieve this goal is to demonstrate to COs the importance of funding that the sponsor provides as well as the impact of sponsorship partners’ positive collaboration on the overall program. The authors also found that sponsorship partners’ positive collaboration in the delivery of the Teen Challenge program played an important role in whether COs recommend the program to others.

The results of this research contribute to the evaluation of the sponsorship of a health-oriented social marketing sponsorship of a sport participation property or sponsee (ParticipACTION) and a major brand as sponsor (Coca-Cola).

The purpose of this paper is to understand the tensions that marketing practitioners in social enterprises experience, and to explore how these tensions impact the development and implementation of marketing activities.

Using an approach informed by grounded theory, this paper reports on an investigation of the tensions facing 15 social enterprises. The primary data comprises semi-structured interviews with senior marketing decision-makers, supplemented with archival sources.

The analysis shows tensions and dualities inform the social and commercial strategic marketing activities of the social enterprises. These tensions and dualities are linked to how the organization obtains financial resources, the nature of the organization’s growth, working with myriad stakeholders and competitive versus cooperative pressures. A model outlining the dualities and their links to marketing activities is developed.

The study provides an in-depth analysis of a small, regional sample of Canadian social enterprises. The study serves as a foundation for future research aimed at elaborating the model we propose.

The findings point to tensions and dualities that play an important role in enabling and restricting the development and implementation of strategic marketing activities in social enterprises. Understanding the nature of these dualities is crucial for social enterprise managers and social marketers as they develop strategic activities.

Social enterprises engage in activities that offer substantial social benefits, yet the development of marketing activities in these organizations requires confronting tensions that must be carefully managed.

This paper highlights how dualities facing marketing practitioners in social enterprises influence the development of both social and for-profit marketing activities. The paper offers a model of these dualities. The findings help to extend our understanding of the complex environmental influences impacting marketing practices within social enterprise organizations. Understanding the nature of these environmental influences helps to attune marketers to the potential opportunities and challenges of using social enterprise as an organizational form for launching social marketing programs, as well as providing a theoretical basis for future investigations of marketing practice in social enterprise and social marketing organizations.

The purpose of this paper is to report on research designed to assess the impact of sponsorship financing of social marketing initiatives on the evaluation of those social marketing programs.

The research utilizes an in-depth, multi-method case study of the Canadian Mental Health Association Calgary Region (CMHA-CR) who carried out a social marketing campaign concerning mental health behaviors that was largely financed by sponsors.

The sponsorship of the CMHA-CR social marketing program was complex with a total of 15 stakeholders involved as sponsors, partners and grantors. The research reveals that while there is considerable sharing of objectives among the stakeholders in this sponsorship, not all objectives are shared between sponsors and sponsees, and not all objectives are shared between the public and private sector sponsors of the program.

The research showed that because sponsors and sponsees share in many of the objectives of the social marketing campaign, the evaluation of the social marketing campaign, particularly its ability to achieve the social marketing-specific objectives, is of interest to all the stakeholder parties, and effective social marketing evaluation must also incorporate evaluation of the non-shared objectives of all sponsorship stakeholders.

Increasing social needs, accompanied by reduced government funding and increased competition amongst not-for-profit (NFP) organizations for that funding, are driving NFPs to seek innovative approaches to financing their social programs. The research reports initial findings critical in this environment, as well as raises issues and questions related to future research.

The purpose of this paper is to build understanding of the concept of social enterprise in the social marketing community and to report on empirical research designed to develop an understanding the perceptions and practices of marketing within social enterprises. This addresses a significant gap in the current literature base and also provides insights for social marketers seeking to pursue social change initiatives through social enterprise.

This empirical investigation uses a qualitative investigation of 15 social enterprises informed by a grounded theory approach. Researchers conducted interviews with senior decision-makers responsible for marketing activities and strategic policy, and gathered additional data regarding the organizations in the form of archival materials, including strategic planning documents, promotional materials and firm-generated online content.

Strategic marketing practices used by social enterprises are shaped by moral, pragmatic and cognitive legitimacy influences stemming from imperatives to achieve congruence with institutional norms. This study exposes the challenges social enterprises face in developing strategic marketing activities that address business needs, while balancing stakeholder interests linked to the social missions of such organizations.

This qualitative study pursues depth of understanding through focused investigation of a small, regional sample of Canadian social enterprises. The findings demonstrate that social enterprises are similar to both not-for-profit and small- and medium-sized firms in terms of their marketing approaches, but face particular institutional legitimacy challenges when developing and implementing strategic marketing activities.

This paper highlights the influences of institutional legitimacy on marketing practices and approaches in social enterprises. Understanding these influences is crucial for social marketing practitioners, as they develop strategic activities. The findings from the research provide a baseline upon which to begin to build both our theoretical and practical understanding of the potential utilization of social marketing through social enterprises.

Understanding the challenges social enterprises face in developing their strategic marketing activities provides deeper insights into social enterprises for social marketers, who might consider using social marketing in such organizations to achieve social change.

This paper offers empirical evidence grounded in depth investigations of 15 social enterprises operating in a Canadian context. The findings help to extend our understanding of the complex institutional influences impacting marketing practices within social enterprise organizations. These institutional influences help to attune social marketers to the potential opportunities and challenges of using social enterprise as an organizational form for launching social marketing programs.

This paper aims to report on a study of wine regions in five countries that assessed whether and how wineries use their web sites to provide information to and attract wine tourists.

Content analysis of winery web sites from wine regions in five countries (Australia, Canada, Chile, France, USA) was conducted.

While the majority of wineries in the study utilized web sites to provide information to consumers, there were significant differences in the effectiveness with which they did so. Wineries desiring to attract tourist visitors should ensure that basic information content is present (e.g. hours of operation, directions to the winery). Although some wineries have begun to engage consumers on mobile platforms, more can be done to ensure access to information at all stages of the tourist visit process.

Due to time and budget constraints, the study evaluated the web sites in only some wine regions of five wine-producing countries. Future researchers can build on this study by evaluating winery web sites in additional wine regions and countries.

The authors identify practical ways in which wineries can enhance the information they provide via their web sites to attract winery visitors and augment cellar door sales.

Previous research has examined winery web sites at the level of the destination marketing organization or individual winery within a country; the authors look at individual winery web sites in international comparison. Wineries seeking to attract tourists to their cellar door operations can thus evaluate their online communications in comparison with national and international competitors and best practices.