Abstract
SUMMARY The North Carolina Division of Public Health has employed traditional marketing concepts to increase the capacity of its programs to use the social marketing process. A Robert Wood Johnson Foundation Turning Point grant enabled this capacity building. During a three-year period there has been over a two-hundred-percent increase in programs attempting to use social marketing in the division. This article describes the division's application of social marketing concepts, reviews other theories useful to the incorporation of a social marketing approach in a social-change organization, makes suggestions for their application, and presents lessons learned.
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