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A number of scholars have raised concerns that many social marketers fail to consider the cost of their programs and its related savings. One solution is to use the social return on investment (SROI) framework, which is rooted in the theory of change. To demonstrate its possibilities, a single case study, focusing on a small social enterprise based in the north of England, was used. They apply social marketing (SM) principles to influence positive behavior changes in people living with learning difficulties. The study was limited to their Teens-n-Twenties program, which was designed to support individuals between the ages of 14 and 25 become more independent. The results demonstrate that the program had an SROI valued somewhere between 2.36:1 and 3.88:1 (i.e., for every pound invested, a value of between £2.36 and £3.88 was delivered in social worth). This evaluation was used as evidence of the program’s effectiveness in a continuing funding bid, and the organization was awarded just under £500 K from the United Kingdom’s Big Lottery Fund. The study contributes to the knowledge and practice of SM by presenting a possible solution to the domain’s concerns on how SM can be evaluated.

A number of scholars have identified that social marketers find it difficult to develop engagement through social media. Others believe that there is a poor understanding of how organizations employ such platforms. This article addresses the gaps by assessing how Twitter was used in facilitating a reduction in drunk driving behaviors over New Year's Eve. The study identified that social marketing organizations were poor at exploiting Twitter, but the general public was prolific in disseminating anti-drunk driving behaviors. It provides recommendations on how social media can be used to help marketing researchers, managers, and policymakers to work more collectively.

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