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Post-disaster marketing usingsocial marketing approach

Background

Post-disaster sales management has many divergent views and interpretations in different

countries and successful strategies to manage sales include systems which are compatible with

disaster level, political, social, environmental, technological, cultural, environmental and

legal/regulatory situations of the country under consideration. Since disaster from one country

might be completely different to the disaster in another country, it is very hard to copy strategy.Kaklauskas et al. (!!"# argue that there is no such thing as a single post-disaster management

strategy which could be generali$ed across various countries. %ne approach to handling post-

disaster marketing is through the application of an emerging concept known as social marketing.

Social marketing is the application of commercial marketing concepts and tools so as to

influence the voluntary behavior of target audiences and improve their lives or the society by

relying on creating, communicating, delivering and e&changing offerings that have positive value

for individuals, clients, partners and society at large ('ndreasen, !! )ee et al., !**#.

' +. ichter scale earthuake hit epal on 0th'pril !*0 which devastated lives and properties

across *0 districts out of +0 in epal and triggered another aftershock on the * th1ay !*0

damaging remaining parts, killing over 2!! people altogether. 3he government of epal was

not prepared for such a disaster and the minister of information 1inendra i4al called for support

from various international agencies which were more knowledgeable and euipped to handle the

emergency (556,!*0#.

7n the wake of a disastrous event, businesses have to effectively engage so as to manage the

misperceptions and the types of messages that need to be sent also known as post disaster

communication. 8isasters such as attack on the 9orld 3rade 6enter in ew :ork on September

**, !!* and ;urricane Katrina in ew %rleans on 'ugust ", !!0 have generated intense

discussions on the road to recovery for many businesses. 'lbeit the

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such disasters, the case of epal is radically different as the government itself was unable to cope

with the disaster for a few weeks. 5usinesses came to a halt for at least a week after the 0 th'pril

event only to be faced with another powerful aftershock on * th1ay. 7n the wake of disaster,

businesses having operations in Kathmandu, the capital of epal, faced closures and many

businesses lost a lot of revenue facing lack of sales as people were only concerned with their

lives.

's businesses slowly reopened following a few weeks after the second after shock, the revenue

pro4ections that they would have made before the start of the year were no longer achievable. 's

a result, it was time for them to consider reframing their marketing approach. 3his dissertation

pro4ect looks at managing marketing from a social marketing approach.

Figure 1: Framework for social marketing

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References'ndreasen, '. . (!!#. 1arketing social marketing in the social change marketplace. =ournal

of Public Policy > 1arketing, *(*#, pp. ?-*?.

556.(!*0#. Nepal earthquake: Hundreds die, many feared trapped. 'vailable from@

http@//www.bbc.com/news/world-asia-?A2*!*"B'ccessed A =uly !*0C.

)ee, . ., othschild, 1. )., and Smith, 9. (!**#. ' declaration of social marketingDs uniue

principles and distinctionsD. 8efining Social 1arketing, *-!.

http://www.bbc.com/news/world-asia-32461019http://www.bbc.com/news/world-asia-32461019